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.

P1: Write a report describing how human resources are managed in a selected organisation that you know well.

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.

Human Resource Management is a vital function in any organisation and operates in legal and social environments that are becoming increasingly complex. It is defined as the process and practice of managing and advising executives on staff recruitment, selection, retention and development (Clegg, Kornberger & Pitsis 2011). In the post-bureaucratic era, these management styles have altered to cater towards satisfying employees through intrinsic rewards by providing pride, relationships, meaning and a sense of accomplishment through their work (Clegg, Josserand & Teo 2006). Throughout this essay, the evolution of human resource management from the bureaucratic era’s ‘hard theories’ to the post-bureaucratic era’s ‘soft theories’ will be

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.

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.

The success of an organization can be attributed to a number of factors. Some of these factors include not only the quality of physical resources but also the people working in that particular organization and their skills. Human resource management typically, refers to the practices/policies of organizations and how these policies affect the behaviours and performances of their employees. This paper will discuss how the practices of human resource management enable a firm to obtain a competitive advantage over other competing firms in terms of training, recruitment, diversity management and employment equity. We will discuss the human resource management policies of KPMG which is an accounting firm and is in fact, one of the four largest professional services companies in the world. KPMG employs more than 162000 people and specialises in auditing, tax and financial advisory services. They have achieved this feat by attracting and keeping the most skilled employees that are available in today 's dynamic business world. I chose this company because they are a prime example of the kind of success other companies should be striving for. They are well managed with equal importance being given to each of their employees and have a very good work culture in general. It is a well known fact that no strategy, no matter how well drafted, will work unless you have the right people, with the right skills, in the right roles and supervised by the right leaders. In today 's day and

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

The world of business has encountered a myriad of misfortunes in the past two decades, where the best-intentioned human resource processes attempting to align human resource practices with organisational goals have become mismatched. Due to external factors such as globalization, advances in technology and changing views regarding the importance of human resources as a competitive advantage for organisations, the nature of work has been redefined (Horwitz, Heng, & Quazi, 2003). This has caused human resource management to become more than just a function, but a strategic partner within corporations that contributes to organisational success (Todericiu & Serban, 2013).

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