The Practices Of Human Resources Management

Gunnigle, P., Kelly, J. and Morley, M. (2002). Human resource management, employee relations and the labour market. Bradford, England: Emerald Group Pub.

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.

An egalitarian organization is where people are treated fairly and where people from disadvantaged social groups have the same chances as those from more advantaged groups. In order to become a more egalitarian organization, an understanding of causes and solutions of inequality are needed. Inequality is the existence of unequal opportunities and rewards for different social positions or statuses within a group or society. (Crossman, 2014) There are many forms of inequality, e.g. ethnicity and gender. In this essay, I will focus on gender inequality. Gender inequality can be defined as allowing people different opportunities due to perceived differences based solely on issues of gender. (Sage reference) I will first state reasons and

Baron, A. & Armstrong, M. (2007). Human capital management: achieving added value through people. London: Kogan Page.

Taylorism is a management system which was popular in the late 19th century. It was designed to increase efficiency by breaking down and specialising repetitive tasks. This is exhibited as mentioned in ‘Selection and Development: A new perspective on some old problems’ that several jobs presently no longer consist of clusters of similar tasks, but are now process based collections of activities (Harrington, Hill & Linley 2005). According to Weber’s foundation of organisation theory; bureaucracy was portrayed as an “instrument or tool of unrivalled technical superiority which entailed charismatic, traditional and rational authority” (1978, cited in Clegg 1994). Thereafter, other theories derived based on the instrument being used as a form of manipulation. This is evident in Knights & Roberts’ (1982) concept of human resource management and staff misunderstanding the nature of power, treating it as if it were an individual possession, as opposed to a relationship between people (Knights & Roberts 1982). Subsequently, this led to the establishment of unions and increasing cooperative resistance in the workplace as employees seek change in the occupational structure (Courpasson & Clegg 2012). The change in this occupational structure was based around the ‘superior-inferior’ concept where managers prioritise their own success

The Influence of Culture on Human Resource Management Processes and Practices. Dianna Stone and Eugene Stone-Romero, eds. New York: Psychology Press, 2008. 340 pp. $38.25, paper. Although national and international workforces have become increasingly culturally diverse, human resource systems and processes often lag in adapting to multiculturalism in ways that will reduce the cultural bias of existing human resource systems and enhance organizational effectiveness. Nearly 15 years ago Sharon Lobel and I developed a framework for our edited book, Managing Diversity, on the human resource implications of managing the growing diversity of the workforce (Kossek and Lobel, 1996). Although some changes have been made to account flexibly for

Why do organizations need a Human Resources department? The need for Human Resources developed during the industrial ages since the factories were tasked with managing a large number of employees and maintaining their employees safety. During the 20th Century, the Human Resource function expanded to complying with social requirements and the productivity of its employees. At the end of the 20th Century, the Human Resource function focused more on developing their leaders due to the increase of technology and globalization, (“Brief History of Human Resources and HR Management”, n.d.). What exactly is Human Resources? Human Resources is the “process of assessing HR programs and services to determine effectiveness or efficiency,” (“SHRM HR Terms.,” n.d). So what is Human Resource Management? Human Resource Management is the “formal structure within an organization responsible for all decisions, strategies, factors, principles, operations, practices, functions, activities and methods related to the management of people,” (“SHRM HR Terms.,” n.d). The difference in the definitions demonstrates how the Human Resource position is constantly evolving from the managing of employees, to the managing of the productivity of its employees and now to developing management into stronger leaders. This paper examines relationship that exists between the Human Resource professional and a manager in the Farmer Insurance organization. The reader will have better

This essay will discuss and analyse Strategic Human Resource strategies and how these strategies impact on an organization 's performance and how literature supports or dispels these claims. This essay will focus specifically on High Performance Work Systems and how they impact the organisation and also the individual employee as “The proponents of Strategic human resource management make bold claims about its relevance to and its positive impact on organisational performance.” This essay will discuss those bold claims and determine how positive it is for the organisation’s performance.

Regardless of the size of a business or whether it is a multi-million dollar software distributor or a productive trucking company, there is one thing that most all companies have in common. Every company needs to have efficient human resource practices. According to Mayhew (n.d.), “human resources plays an essential role in developing a company 's strategy as well as handling the employee-centered activities of an organization” (para. 1). If the employees are the backbone of an organization then the human resource department is the brain stem. It can be the glue that holds an organization together, or the hammer that breaks the organization apart. There are many issues that companies face when dealing with human resources. Things such as payroll disputes and disgruntled employees are fairly common, but for the most part they are easy to overcome. The major issue that companies have to face when it comes to human resources is a double edged sword. It is both a blessing and a hindrance at times. This issue is how to handle the ever changing diversity within the organization. In order to be a successful human resource department of an organization that treats their diverse workforce in a fair and equal manner, one must first understand how the workforce demographics are changing, what problems may arise due to these changes, and how to overcome these problems. It is a delicate dance that must be done on a daily basis.

The principal article was written over a decade ago, as was the article that was written by Woodward, Cassill and Herr. Although the fundamentals are similar certain tolerance must be allowed for, as human resource beliefs, practices and operations have changed dramatically since then. I found that the research has been conducted quite thoroughly and that Teas expanded on his ideas using adequate definitions of specified elements.

3. Senyucel, Z. (2009). Managing the human resource in the 21st century. Zorlu Senyucel and Ventus Publishing ApS. Retrieved from http://www.bookboon.com

Most organizations strive for efficiency because it is one of the best means of achieving higher labour productivity and or sustainability. Increase labour productivity is usually a measure of increase profitability. The changing, complicated, competitive and, global nature of doing business makes it more difficult to achieve these objectives. Organizations have to think and act strategically. Ulrich’s strategic partner model of HRM offers a good blueprint for HR to guide organizations to achieve business objectives (Bratton & Gold, 2012, p. 25). Successful organizations have certain policies in common. These “best practice/best fit” policies make organization effective and profitable and stands out from the competition. Organizations study and try to emulate best practice/fit policies. There is no one size fit all strategic business best practice/best fit policies. HRM professional can aid organizations to select “best practice/fit policies for profitability and or sustainability.

The extract from Schuler R S ‘Repositioning the Human Resource Function’ suggests that in the future, the function of human resource management would work up to matching the same importance as other functional areas within a firm. In order to fully discover the future direction of human resource management and whether the function will be of the same level of importance as other functional areas, it is necessary to examine the areas in which

This essay is going to analyze that extent of the human resource management’s practices contribute to managing organization’s sustainability in the past-bureaucratic era. Evans (n.d.) recognizes that sustainability of the organization entity in general pays attention to the three aspects of risks management during company operations: financial, social as well as the environmental risks and those three of perspectives usually are referred to essences of the profits, people and planet. Besides, according to a study which mainly figures out the approaches that enable organizations to fulfill sustainable development smoothly, the finding is that sustainability business model (SBM) is supposed to be adopted by the companies, which indicates

According to Beach (1975) as cited in Fajana (2002), industrial revolution of the early 1800s made the management of people at work a complex and challenging field of endeavour. Managing people at work has evolved through the following labels. • Labour Administration • Labour and Staff Administration • Personnel Administration • Personnel Management • Human Resource