Jamie Batenhorst Is Titled As A “Human Resource Generalist”

As a manager for a large department her job duties are quite extensive. She manages over forty employees. She reinforces compliance of staff with hospital policies, gives informal/formal feedback regarding performance throughout the year, promotes staff development, and uses effective listening, writing, and verbal skills. She promotes satisfaction targets related to patients, employees, and physicians, actively participates in, and leads interdisciplinary teams. Alicia also assist the director in maintain departmental budget, monitors supply utilization and maintains budgeted targets, and responsible for an efficient and accurate payroll.

Betsy Radca is currently my managers and she is the only position higher than me that I could eventually move into. Since, I work directly with Betsy every day, I asked her directly and in person if could speak with her regarding information on her type of position in an organization. Betsy has worked for and been the Administrator at the Grand Valley Surgical Center for two and a half years. The questions and responses that evoked the most in-depth response were:

In the interview with Lyndsaye Greke, who is currently the manager of the Human Resources Department of Swift Current, Saskatchewan manages the payroll and benefits services in conjunction with the corporate compensation program. Her education consists of a Master Human Resource Management (MHRM) and a Bachelor of Business Administration (BBA). The HR department is within the Corporate Services Division that leads and assists managers and employees with staffing, classification, the legal context and creating safe and healthy workplaces, planning and recruiting, selecting employees and training, learning, development and total rewards.

Kathryn was originally hired as a seasonal employee, but stayed on as a full-time employee. During her 15 years employment with our business, Kathryn’s duties include Handling Cash, Customer Service, Monitoring team members, and Team member performance reviews. Then in 2006, when she was promoted into a management position, her duties included Human Resources, Inventory control, working with reports on Microsoft Office 2010 and managing over 45 people.

Human resources inspect the mix and number of individuals in an establishment (CWMIF, 2012). Cobra needs to ensure that the human resource management department is a business role of the establishment, where all undertakings are examined through planning, recruiting training, education etc. (Zivkovic et al., 2014). Figure 4 shows Cobra employee numbers at 5, and Molson Coors at 17,400 at the end of 2016 (Molson Coors, 2016). This can be linked with Mintzberg managerial roles, where he states the actual conduct of managers is determined by their environment (Mulder, 2016). This can be applied both to Cobra and Molson Coors, as if they want determined mangers they need to keep them employees happy and working for the company.

A store’s staff is like columns, holding up the stores foundation from mayhem. To be part of a staff anywhere you have to be determined for whatever before you walk into the doors of that particular business to work for. If you have a store with employees working for you and they are not trained, they won’t have a clue what tasks they are there to complete. Trained employees is a key to success in a business. The manager of the DG is in control of hiring workers who she sees will be a good worker for the business. It’s not hard to comprehend the basic needs of a good employee. A good employee help’s a

The company I’ve chosen to analyze is one with rich history in the eastern portion of Virginia. I’ve changed the name for anonymity’s sake but the information provided is based on the organization’s real strategic incentives and activities. JR Maintenance Group also known as “The Group” is one of the oldest Federal companies of its type that is still in business today (MARAD, n.d.). The activities of this company can be traced as far back as World War I (MARAD, n.d.). In its prime this organization was responsible for the maintenance and repair of approximately 800 items of equipment (MARAD, n.d.). Today, the company inventory has been reduced significantly to fewer than 35 pieces of equipment. Although the amount of inventory has changed the mission to “provide ready, reliable safe and efficient transportation in support of the nation’s security and national disaster relief missions is still the same,” (). The daily operations at the JR Maintenance Group cover a wide variety of functions to include administrative, management, logistics support, maintenance, training, environmental, and safety. I currently work as the program support assistant for this organization and my position within this company has exposed me to a broad range of activities and functions over the past few years. With that knowledge, the input of company management and Internet research it is my intent to discuss how human resource (HR) functions are used within the company, and provide an analysis of

The human resources management plays an important role in helping the Costco Company achieve its business goals. John C. Matthews is Costco Wholesale Corporation Senior Vice President of human resources and risk manager.

Human resources –The human resource department at Nthrive is responsible for job creation of the individuals who constitute this company. It also plays a vital role to the employee’s Onboarding, record keeping, employee compensation and benefits, performance management, training and employee’s benefits and wellbeing process and also compensation.

Margery Harris is a proficient and accomplished Human Resource leader. At the age of 55, Harris already has an extensive experience in Human Resource and consulting. Margery Harris has a bachelor’s degree in Finance and Real Estate Finance at The Ohio State University. She also holds a master’s degree from the University of St. Thomas. Before she started her journey in human resource, she worked for the Continental Airlines as a financial controller of the company’s international division. She also worked as a landman at Shell Western E&P. Margery Harris’ career in human resource started in 1996 when she worked for Santa Fe Synder in various human resource positions including vice president. From 2000 to 2005, she was the senior vice president

Human resources is over hiring, firing, training, and managing, also supplying a good benefit package, many companies has a human resource department which deal with many major issues, they set policies and goals for the employees. Human resource departments are also concerned with governmental laws, bargaining agreements, and company practices, following discrimatory rules, J. Higging is a human resource of one, it is still a company be reckoned with.

Since they are largely understaffed, they only have one personal dedicated to administrative duties. This employee would be classified as a collaborate quadrant with a human resource frame. The control quadrant is described as one that deals with, “human competencies, developing people and solidifying organizational culture (Cameron, Quinn, Degraff, & Thakkor, 2006, p. 38).” The human resource frame is described by Reframing Organizations as, “rooted in psychology, sees an organization as an extended family, made up of individuals with feelings, prejudices, skills, and limitations (Bolman&Deal, 2013, p. 16).” While both the employee’s frame and quadrant represent a desire to foster relationships with people, their job consisted largely of handling administrative tasks. An employee better suited for this position would be some who is in the control quadrant because they, “tend to be organizers and administrators (Cameron, Quinn, Degraff, & Thakkor, 2006, p. 33).” As a result of this competency gap, this employee was known for making a large amount of administrative tasks or would be unable to accomplish certain tasks without help. Control quadrants, on the other hand, are known to, “help eliminate errors and increase the regularity and consistency of outcomes (Cameron, Quinn, Degraff, & Thakkor, 2006, p. 33).”

For this course project I have chosen a company that I am very familiar with and have first hand knowledge of, Wal-Mart Stores, Inc. My plans for this project are to first gather information concerning Wal-Mart’s human resource practices, policies, and

Brenda McCain and her staff lead Harrison Brothers Corporations’ human resource department. The company needs greater talent in order to maintain existing sales goals and create new sales opportunities per specialized name brands. The HR department is unorganized and not very reactive to the growing needs of the organization. Brenda is not an interactional leader and limits her role strictly to overseeing the HR department. As the HR team is more internally focused, Harrison Brothers’ management team finds fault with McCain’s vision in this regard. Optimizing employee performance is critical to Harrison’s growth, however; alternate management teams notice how HR does not consider this as a high priority. Brenda and her staff could redirect their vision to enhance employee enrichment by undergoing a structured shadowing method. Experiencing on-the-job training via a larger, people-focused retailer will aid McCain’s HR team in revamping Harrison’s daily processes; further emphasizing care for its employees and not solely desired metrics.

I am the HR Director of Citigroup. As the HR Director I will use different employment law requirements to create methods and policies that support the promotion of a diverse workforce. I will select one job opportunity that I have held or with which I am familiar within the same organization for this scenario. During this process I will develop three recruitment methods for the job opportunity in question, suggest two ways that each method helps one to avoid discriminatory practices. Then an outline of an application process that details the organization’s method of accepting all applicants, as well as its method of validating applicants attainment of the required credentials (reviewing resumes, collecting transcripts, verifying certifications, etc.) for the job opportunity. Also a five step procedure for the HR Department to use in order to maintain all applicants records in case a discriminatory charge occurs. I will decide on three background checks that the HR Department must utilize, and justify the relevance of each background check for the job opportunity. Then three employment test (drug test, medical examinations, HIV test, generic tests, polygraphs, honesty tests, psychological tests, intelligence and skills tests, and physical fitness, etc.) will be chosen that the HR Department should use and we will justify the relevance of each selected employment test to the job requirements.