The core business of any of the human resources department and the staff in any organization is recruitment, selection, training, development, employee reward schemes and benefits employee relations. However each of the processes highlighted above comes with its own challenges and is critical for profitability and growth besides sustainability. Conversely this paper will delve on comparing and constricting the challenges, opportunities, limitations, as well as issues inherent in human resource management through interviewing human resources practitioners in two diverse organizations. However due to the scope, broadness and magnitude of the human resource management practice, the interview will only be limited to 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.
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 many companies, health insurance can become a challenge especially for those companies who make small profits trying to exist in today’s economy. That is the case for Quality Auto Parts, a company who has seen its profits from the late 80’s increase and decrease at different variables until today. During the recent recession the decline in auto sales put a damper on the auto parts dealers as well. This did not make things better when the doubling of health insurance benefits continues to rise over the years.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
Facing racism and discrimination can have multiple effects on an individual’s professional life. For instance a person’s race or ethnic background can determine whether or not they get hired for a certain job. According to The Globe and Mail , no matter how much education or qualification an applicant possess, if their name sounds foreign ( as in different from the western culture) than most employers will tend to avoid and
In our companies today, we are dealing with a global and diverse environment, making it important for organizations to “have a workforce comprised of two or more groups of employees with various
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.
Several studies in the field of Human Resource Management concentrate on the importance of a Human Resources Business Partner to the organisation’s performance. Bredin (2008) notes a shift from traditional to strategic Human Resources Management and the implications for the organisation. Ulrich (1997) suggested how Human Resource Management and the role of a Human Resources Business Partner can contribute to an organisation’s competitive advantage. The objective of this literature review is to provide a reasonable understanding regarding the various roles and structures in Human Resources. It looks at changes, barriers, challenges and the implication of those changes faced by a Human Resources Business Partner when moving into the role of strategic business partner.
Leadership in Human Resource Management (HRM) and Human Resource Development (HRD) have strong associations to people based initiatives within an organization. Employee actions and behaviors are inﬂuenced by HRM practices such as stafﬁng, evaluation of employees, and incentives or rewards, and HRD practices such as training and career development. HRM is tasked with making the best possible use of the organizations human resources, while HRD is an extension of HRM that focuses on the development of the organization’s manpower.
Today, the fast rising of population does not necessarily go hand in hand with a surplus in supply of skilled workers. The lack of employees with suitable knowledge and training creates “a war for talent,” in which every company tries its best to attract as many talents as possible to increase its competitive advantage. Despite always improving human resource strategies, companies still face a lot of difficulties in meeting the needs of employees. Among many current and emerging challenges that human resource practitioners have to cope with in meeting the diverse needs of the contemporary workforce, the three most influential ones are shortage of labor, globalization, and the differing needs and expectations of a workforce spanning from Baby Boomers to Generation Y. This paper will discuss the above critical factors that need to be paid more attention in human resource strategies with supporting materials ranging from theories of human resource practice to modern day issues.
There are three distinctive articles that discussed the future of Human Resource. Kwan the author of The Cornell HR review suggests: As companies continue to flourish in a global setting, the essence of work and managerial relationships will grow increasingly convoluted. Proposals will span across conventional functional and geographical divisions, magnifying the need for greater grasp of sharing and fraternization. With a higher premium placed on attaining pliability and suppleness, corporations that rely on strong intramural networks have been more prosperous at coordinating effectiveness and metamorphosis. From a talent management aspect, organizations will need to embrace a more network-centric technique to promote ascendancy
On our world there are about seven billion people living at once. With all the resources available to us versus the increasing rate of people born a year, we will face a huge problem of surviving. Our earth will not be able to sustain more than ten billion people and with the rate of births versus deaths per year, seven billion is closely approaching ten billion in a matter of decades. If we do not change the amount of resources we consume and create efficient ways to reduce total consumption of resources we will be doomed. Taking in affect how we use our resources today, the most important resources that allow for our survival is oil, energy, fresh water and food are wastefully used.
It helps companies to choose types of employees and to choose the types of training they need. (Rudman, 2010)