Practices Of Human Resource Management

The purpose of this essay is to research the notion of CSR and uncover its true framework and outline what social responsibility truly means to corporate organisations, and whether it should be seriously considered to be a legitimate addition to the corporate framework of an organisation.

The term ‘corporate social responsibility’ is still in popular use, even though competing, complementary and overlapping concepts such as corporate citizenship, business ethics, stakeholder management and sustainability are all vying to become the most accepted and widespread descriptor of the field. At the same time, the concept of corporate social performance (CSP) has become an established umbrella term which embraces both the descriptive and normative aspects of the field, as well as placing an emphasis on all that firms are achieving or accomplishing in the realm of social responsibility policies, practices and results. In the final analysis, however, all these concepts are related, in that they are integrated by key, underlying themes such as value, balance and accountability (Schwartz and Carroll 2008), and CSR remains a dominant, if not exclusive, term in the academic literature and in business practice. Just to illustrate how the concept is always evolving, CSR International, a non-profit organization, announced in 2009 the birth celebration of CSR International, an exciting new organization supporting the transition from what it called the ‘old CSR’ (Corporate Social Responsibility) or CSR 1.0 to the ‘new CSR’ (Corporate Sustainability & Responsibility) or CSR 2.0. Whether CSR 2.0 turns out to be substantially different

n Karataş-Özkan, M., In Nicolopoulou, K., & In Özbilgin, M. (2014). Corporate social responsibility and human resource management: A diversity perspective.

Corporate Social Responsibility (CSR) is something that affects all companies and should be an active factor in the company’s decision making. It is something all corporations need to care about. CSR is when business’ or corporations take part in an initiative or campaign for a cause that will benefit society and/or in some way make the world a better place (Taylor, 2015). Initially, Corporate Social Responsibility started to take shape around the 1950’s, but some say that it dates all the way back to the 1800s, the idea of CSR was seen (Carroll, 2007). One may think that because it is dated so long ago, it doesn’t have an important impact today nevertheless, it is proven that Corporate Social Responsibility is a pathway for entities to self benefit as they are in the process of benefitting society.

One of the current trends in strategic human resources management (strategic HRM), is research regarding whether a company’s human resources department should put more effort in the strategic or organizational aspect of the company. Should a company focus more towards one aspect than on the other? In order to find answers to this question, researchers are using different theories, methodologies, evidences, gabs in research, and conclusions. The purpose of this literature review is to collect knowledge about the current thinking and research of the function of strategic HRM to improve the overall performance of a company.

The concept of Corporate Social Responsibility is a relatively new in the management field and there is no single definition of it since everyone’s interpretation of the term is different. “Corporate Social Responsibility means something, but not always the same thing to everybody.” (Votaw, 1972, p.25) and from my understanding of the concept, CSR to me is “The voluntary business activities within the boundary of law that contributes to the wider community for a more sustainable environment”. Since everyone has a unique interpretation of CSR, the range of relevant CSR practices across businesses has been quite diverse as there is no such thing as features of CSR (Marcel van Marrewijk, 2003). Rising environmental and social concerns in

Five days after graduating highschool, I left my hometown for the United States Navy. The dress code was simple: hair needed to be cut a certain way, creases in my uniforms were to be exact, mandatory clean shaven face and my medals/ribbons needed to be in their proper place and perfectly aligned to standards. Once I retired, reality set it when I assumed the role as a Human Resourcess Manager or Director. Skirt lengths, open/closed toed shoes, cleavage (both front and rear), piercings and tattoos are just a few of the items I was responsible for in regulating at the corporate office. This paper will discuss many of the common dress code issues, legal responsibilities and a bit of personal humor and insight into the ordeal of establishing a dress code policy that will regulate your appearance. In addition, this paper will add some of my trials and pitfalls when establishign policy that might help some of my colleagues who will become Human Resources professionals learn to be realistic and quite possibly compassionate when it comes to preparing a dress code policy.

Today when competition has reached its peak, anything that gives competitive advantage is a matter of concern for the corporations. In such a situation, when businesses have realized that they owe something back to the society and nature, corporate social responsibility (CSR) has become a priority on the agenda of the corporations. Giving back to the society and conserving the natural resources for a better future leads to the sustainable development in and around the

To work in the Human Resource management field you must maintain and improve the company by planning, implementing, and evaluating employee relations and human resource policies, programs, and practices. It is a challenging and yet rewarding field to work in. However, just like every business field, people who work in the human resource department face many challenges when it comes to discrimination.

The 21st century workplace environment is established on numerous reforms and transformations in different aspects that constitute the management of human resources. Therefore, the human resource departments in different departments have adopted different approaches to managing their employees. In this regard, most businesses and organizations across the globe have adopted different concepts of strategic human resource management in their operations, particularly, in managing their employees. With this mind, these businesses and organizations consider either best practice or best fit approaches in addressing issues that concerns employees. Speaking from this perspective, this paper will evaluate the ‘best fit/best practices’ approach in relation to strategic HRM.

Human Resource Management is the process of hiring employees for a particular organization so that they can become a harder worker and valuable for a company. Human Resource Management focus on job analyses, orienting and training, managing wages and salaries, and looking for all the employees at all levels of their duties. HR is the most important part for an organization. It helps to improve the company’s conditions. Most of the employees with skills of HR strategic management, they hold the responsibilities of decision making for company’s future workforce needs of an organisation. However, HR compensation expertises improve realistic compensation structures that help to manage the wages competitive with other organisations or in same industries or with their employees with similar skills. There are lots of different ways to defining human resource management practices. Moving further, on HR importance in a company and its best practices for any organisation in the world, it is the most important part of the company. Most of employees use their different skills of HR for a company for best result in future. As HR’s employees who have skills of training and developing new employee they hire hardworking and strong employer- employees for a company’s best relations with everyone. There are most of the companies have their best HR mangers who have their best HR practices that produced the highest impact rating of an

Employees, as members of an organization, contribute a lot to the enterprise’s manufacture, management and profitability. Corporations’ CSR activities definitely have an enormous influence on the qualities of employees’ behaviors. (Nan, X. & Heo, K. 2007, p.65) Employees may react negatively when they perceive a corporate injustice because that implies a mismatching with their values and threatens their psychological demands. CSR activities on employees are consisted of many aspects, such as skill training, working condition, payment as well as health and safety. Every corporation has its own human and labor policies.

Green Human Resource Management policies and practices needs to integrate with CSR as one of main approaches to reach the organizations’ aim which is safety, health, environmental stewardship, and good condition for workplace (including health, safety, hours of work and wages) (Hohnen, 2007). CSR (Corporate Social Responsibility) described as the business contribution to sustain economic development and it became one of important issues nowadays that integrated into modern business and HR practices.

Human resource management processes and activities are also used for being competitive by organisation; HRM Process:

Within this essay an in depth analysis will be conducted on the difference between Human Resource Management and Strategic Human Resource Management using contemporary perspectives. Human Resource Management (HRM) is the process of managing human resources in a systematic way. It is a practice devised to maximise the performance of employees and is concerned with the application of management principles to manage organisational personnel while paying attention to the policies and systems of the entity (Delaney & Huselid, 1996). Strategic Human Resource Management (SHRM) is a function of management which entails development of policies, programmes and practices related to human resources, which are aligned with business strategy so as to achieve the strategic objectives of the organisation (Patrick M. Wright, 1992). Its primary purpose is to improve the performance of the business and maintain a culture that encourages innovation and works continuously to gain competitive advantage. In this essay the Resource-Based View, High Performance Management and High Commitment Management perspectives of Strategic Human Resource Management and Traditional and Collaborative