Human Resource Frame Analysis On Human Resources Essay

1. Ch 1, page 60-61, question 4: What is “evidence based HR”? Why might an HR department resist becoming evidenced based?

2. Give some examples of ethical issues that you have experienced in jobs, and explain how HR did or did not help resolve them.

Human Resource Practice says “it maybe a cliché that people are an organisations greatest assest, but no orgaisation exists without people and nothing is achieved expect through their efforts” (Page 9)

Despite higher education institutions being a place of learning and reflection. The political and symbolic frames captures most school’s typical organizational life, which is steeped in structured policies, roles and hierarchy; tradition, ceremonies and rituals (Bolman & Deal, 2013). Due to these complexities COCE deans do not prescribe to human resource frame relationships (Bolman & Deal, 2013). Too often, Bolman and Deal (2013) assert organizations rely on a limited perspective in addressing organizational problems and challenges. Such limited perspectives, Bolman and Deal (2013) conclude hinders an organization’s abilities to develop effective solutions for complex situations. In this case, it was not successfully establishing

Organizations need people for their energy, effort and talent. Individuals need organizations for the many rewards they offer. But the needs of the individual and the organization don’t always line up very well and when the fit between people and organizations is poor, one or both will suffer. Human resource frame evolved from early work of pioneers such as Mary Parker Follett (1918) and Elton Mayo (1933, 1945), who questioned a century old, deeply held assumption that workers had no rights beyond a paycheck. Their duty was to work hard and follow orders. Pioneers who laid the human resource frame’s foundation criticized this view on two grounds: it was unfair, and it was bad psychology. People's skills, attitudes, energy, and commitment are vital resources that can make or break an enterprise, they argued. One of the core assumptions of the human resource frame states that when the fit between individual and system is poor, one or both suffer. Individuals are exploited or exploit the organization or both become victims. The “fit” is a function of at least three different things: how well an organization responds to individual desires for useful work; how well jobs enable employees to express their skills and sense of self; and how well work fulfills individual financial and lifestyle needs (Cable and DeRue, 2002).

Serving as a Human Resources Manager for a rapidly growing organization in Southern California often proves to be both challenging and rewarding. The organization I happily work for, New American Funding (NAF) is one of the nation’s leading mortgage bankers. Coming into this organization, I had spent time working in Human Resources Management roles, but in all fairness, nothing could have prepared me for the role with NAF.

When most people think of Human Resource Planning, the first thing that usually comes to mind is the internal environment of the organization. There is, however; the external environment which is just as important. The external environment consists of governmental policies, condition of the economy, demographics, technology, international influences, competitors, and a changing labor force (Greer, Peters & Youngblood, 1998). Neglecting the external environment can have devastating effects on an organization. Entire civilizations have vanished for failing to address external environmental factors and the need to adapt in an ever-changing environment. You may ask what extinct cultures have to do with HR planning and the external

In the United States there are many labor laws that the cooperate world must up hold by, these laws seem complicated but are actually quite simple once you break them down. For instance, the Fair Labor Standards Act (FLSA) of 1938, as amended, provides for minimum standard for that of both wages and overtime entitlements by employees, and spells out the administrative procedures that needs to be taken by which covered all work time must be compensated for. FLSA also includes provisions related to child labor laws, equal pay, and portal-to-portal activities (U.S. Office of Personnel Management, 2009). Most Illinois employers are covered

inimitable and non-substitutable (Wright et al., 1994). Management of human resources is all the more

A rapidly changing business environment due to technological changes and the impacts of globalization has resulted in shift of human resources paradigms (Khan, 1997). In every organization

It may seem obvious that businesses, no matter the size, do not operate in a vacuum. This can mean that when it comes to suppliers, customers, employees, or even general perception of the company to the public a business is subject to laws that dictate what it can and cannot do in the course of doing business. Although many people are aware that some laws exist in regards to Civil Rights, Age Discrimination, and Equal Pay they may not know the specifics of the law or the consequences of non-compliance. Just like a company needs experts like accountants to manage the money or Quality Assurance departments to ensure a product is produced; this lack of specific knowledge is why it is important for companies to have Human Resource personnel. Human Resources is comprised of experts that can design policies, practices, and even help shape the corporate culture to promise compliance with employment law.

The organization can gain a competitive advantage only by using its staff effectively, based on their expertise and skills to achieve well-defined objectives (Mello, 2015). In organizations, and human resources departments they play a crucial role, because they are responsible for dealing with a diverse staff. Human resources focus on organizational goals, and has the responsibility to improve the performance of employees. The people are the organization's most important asset, because without the help of the employees they could not reach organizational

“Over the past decade a shift has occurred away from ideas of ‘personnel management’ towards HRM and concepts of people management” (Pass, S. & Hyde, P., 2005) This shift has been essential, as with the globalization of the market and more competitors, firms have found it more and more difficult to gain competitive advantage. In order to adapt to this changing environment, the firm’s traditional management system evolved to a more strategic approach towards human resource management. “Strategy is about building sustainable competitive advantage that in turns creates above average financial performance”. (Becker, B & Huselid, M., 2006) (Wielemaker, M. et al, 2005) states that before the shift, firms were seeking competitive advantage from

Over the years, it has been questioned by organizations as to whether Human Resource (HR)’s

Human resource management consists of planning, organising, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organisational and social objectives are accomplished. Human resources are a critical, if not the source of, competitive advantage for the business, rather than, say access to capital or use of technology. Thus attention needs to be paid, at a strategic level, to the nature of this resource and its management, as this has impact on the performance of the organisation, however defined. Batt and Banerjee (2012) found that, in an analysis of strategic HR research articles in British and American journals, the link between