Essay on Strategic Management of Human Resources

Chapter 1 “Human Resource Management in Organizations” 1. Discuss several areas in which HR can affect organizational culture positively or negatively. 2. Give some examples of ethical issues that you have experienced in jobs, and explain how HR did or did not help resolve them.

Unit 2 The Reyes Fitness Centers, Inc: The Strategic HR Opportunity Michael Lambert GB520 - Strategic Human Resource Management December 6, 2016 Professor Kenneth Rauch What is Strategic Management? Through this case study I will be discussing strategic management. Strategic management can be defined as a process where an organization attempts to determine what actions need to be taken to achieve the overall objectives and more importantly how to meet them (Mello, 2015, p. 114). For a company to strive and meet their goals, deadlines, and missions they must stay conscious of the strategic plan put in place for the success of the company. If the company does not have a good strategic plan the company could fail. With correct planning a company could succeed without fail. Something that needs to be taken into consideration in the strategic plan should be investing into the company’s human assets. At first it may look like it is causing the company more issues however in the long run it will strengthen the company and moral making a more successful company. This could help with customer relations, and the organization status which will help produce additional revenue for the company.

Productivity in the Workplace Current Workplace Environment Although production needs are being met, improvements in productivity are always at the forefront of management’s thoughts. Doing more with less is a constant effort for middle management and hourly laborers. Over all the

This may be overcome through supervision and better training to the lower skills employees. By implement these alternatives, material price can be controlled and reduced in future purchases and direct labour costs can be reduced by employed cheaper labour and provide better training to improve their work skills in order to efficient souring of materials and reduced hours per order

The HR issues identified within CGMS are as follows:- 1. Poor job analysis; and 2. Overstaffing The Non-HR issues identified withim CGMS are as follows:- 1. Lack of cash flow; and 2. Lack of information systems The most important HR issue identified is the lack of Organisational Structure. The While costs need to be cut, CGMS is also concerned with preserving human capital. This is reiterated by Flynn (2009), warning employers to be mindful of prematurely cutting staff, as it can be challenging and expensive finding qualified employees when the economy rebounds.

Continuous improvement In this principle, the staff is obliged to make a small improvement in their point of operation constantly. The total outcome when each employee does this is a total benefit for the firm from unending improvement. This is applied in all aspects of production as well as the supply process.

NAME _________________________ DATE________________ This exam has two (2) parts – multiple choice and short answer essay. Circle the correct answers

The table below gives us a glimpse into the main functions of SHRM and its differences from traditional functions and responsibilities of HRM:

Human Resources Strategy: USAA – Service to the Services Russell A. Leatherman National American University MT6300: Human Resource Management September 5, 2016 Introduction An effective human resources (HR) strategy is the complete design, or strategic plan, that directs the engagement of specific HR functional areas. Subsequently, HR strategies will guide decisions about company personnel to make sure they are best suited for the company. For this to be successful, all of the functional areas of HR strategies must be directly compatible with the entire business strategy of the company (Wright, Snell, & Jacobsen, 2003). One such company that has been very successful in developing an HR strategy to support the overall business strategy, is the United Services Automobile Association, or more commonly known as USAA.

III. APPRECIATE THE EMPLOYEES A manager must recognize the employees with knowledge and skills and encourage them to use their abilities. Organization and managers should recognize their successful business which this success depends on human capital and

Behaviors: Netcare participates in employer surveys, internal surveys gets feedback from patients with patient feedback forms. These results help identify employment issues and are also used to reward and recognise individuals. Managers are even required to wear their name badges, thus enforcing them to lead by example.

National Diploma in Business (Level 6) Manage human resources as a manager in a business operation Unit 19022 Level 6 Credits 12 Submitted to: Anika Submitted by: Satnam-singh 1 A and B Old organizational structure New organizational structure Managing director- The managing director is a leader of college, as position of marketing director is on the top of an organisation and he/she generally focus on business development, employee recruitment, and student’s welfare. He/she also deal with banking, marketing, advertisement, and government sector. The most important work of managing director is to develop a strategy to boost profits and efficiency of business.

Word Count: 938 Managing Human Resource 1.0 The Background of Company X Company X is one of the largest convenience chain stores in the world, which owns over 60,000 stores in 18 different countries among Americas, Europe, East and Southeast Asia and so on. The aim of the Company X is to delivery superb services to customers with healthy and safety products in 24 hours of seven days in a week.

Whole Food, Whole People, Whole Planet: How does Whole Food’s HR practices enhance their ability to attract and retain employees and set the precedent for the supermarket industry?

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