The Basic Human Resource Strategies

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)

Boxall, P and Purcell, J (2011), The Goals of Human Resource Management, Strategy and Human Resource Management, 3rd Edition, Palgrave Macmillan, New York, pp. 1-36.

Martell and Carroll (1995) stated that there are two types of human resources: strategic and operative. They went on to describe four characteristics of human resource initiatives: (1) They are long-term oriented; (2) They are connected with the corporate strategies; (3) They are connected with the organizational performance; and (4) The line managers are involved in the details of decisions regarding human resource management. Too often, both operations managers and human resource mangers forget that they are working toward the same goal. Often, human resources will adopt policies and procedures that are hard for line managers to implement, and line managers expect human resources to have an inherent understanding of the processes taking place on the plant floor. The relationship between the best human resource practices and organizational performance must always

Human Resources often begins as very tactical policies, records, compliance, discipline, compensation, benefits, job descriptions, hiring, performance management (). Taken to the next level, HR becomes strategic, connecting employees to the business mission, values, and vision, in order to drive business results (). Employee goals and metrics align to the business strategy and rewards tie into results. Additionally, careful consideration is given to developing talent pipelines, employee succession plans, and career planning in order to respond flexibly to the inevitable work flow and staffing changes that all businesses experience ().

The human resource frame is known to operate from drastically different paradigms. Bolman and Deal (2013, p. 113) state that opposing paradigms are identified when an individual asks which statement is true; 1.) “Our most important asset is our people”, or 2.) “Organizations exploit people --chew them up and spit them out” (Bolman & Deal, 2013, p. 113).

Human resource management “is the organizational function of planning for human resource needs, recruitment, compensation, selection, development, evaluation, and handling of grievances and labor relations” (Singh, 2016, p. 362). The key human resource competencies as outlined by the Healthcare Leadership Alliance (HLA) include: communication and relationship management; leadership; professionalism; knowledge of the healthcare environment and business skills. The healthcare leadership alliance consists of the following organizations: American College of Healthcare Executives (ACHE); American College of Physician Executives (ACPE); American Organization of Nurse Executives (AONE); Healthcare Financial Management Association (HFMA); Healthcare Information and Management Systems Society (HIMSS); Medical Group Management Association (MGMA) and its educational affiliate, the American College of Medical Practice Executives (ACMPE).

Human resource management is one of the vital parts of any organization. Employees are the critical components for the success of business units, they make important decisions, and they are to blame for the failures of firms. Employees are intangible assets for most organizations, and they are the primary source of making value-added decisions. Eyvazi et al. (2013) selected 1859 employees to participate in the study based on the four

The human resources department has numerous responsibilities. The success of a company is depended upon the adequate functionality of the human resources department because it serves as the source of workforce. There are 10 top best practices recommended for the human resources.

How well a business manages its assets and resources predicates its overall success. Companies that spend financial resources foolishly are apt to find themselves in bankruptcy. Companies that work capital equipment resources beyond the machine’s capabilities or for other than intended purposes are apt to experience downtime and/or lose the equipment to failure. The same premise holds true for a company’s human assets. However, unlike other company assets, which depreciate over time, human assets appreciate over time when managed properly. The article, Importance of Human Resource Investment for Organizations and Economy: A critical Analysis, explains the importance of managing human assets as follows:

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.

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).

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.

The purpose of this essay is to analyse and explain, using Human resources models, concepts and assumptions, how and why people are of value to organisations and how and why it is assumed that HRM/SHRM can contribute to company success through valuing and managing its employees.

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

Every organization needs a concrete Human Resources Management plan to strategically guide them in achieving defined business goals. The plan must provide vision and framework to all functional areas within an organization in order to remain competitive and relevant in their given industry. “It is within this framework that human resources must develop a strategic plan” (Brunot, 2017). Implementing such a plan will capitalize on interplay between “capabilities (strengths and weaknesses) with the demands of its environment (its competitors, customers, and suppliers)” (Dessler, 2017, p. 69). It is also through a well-developed plan that policies and procedures can be altered or created to bring about the desired changes.