Running head: Trends in the Workplace
Trends in the Workplace
Assignment 1
HRM-500
Human Resources Management Foundations
March 10, 2014
Material Requirements Planning (MRP) is a production planning and inventory control system used to manage the manufacturing process. Most MRP systems are software-based. However, it is possible to conduct MRP by hand as well. The intent of a MRP system is to simultaneously meet three objectives; (1) Ensure materials are available for production and products are available for delivery to customers; (2) Maintain the lowest possible level of inventory; and (3) Plan manufacturing activities, delivery schedules, and purchasing activities.
As expected, there are certain functions of human
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These employees should perform business processes and change management. However, they should not perform administrative activities. By separating transactional and administrative functions from strategic improvement responsibilities, an organizational development group can help accelerate operational changes (Power, 2012).
Although the human resources department does not typically lead the change and process improvement initiatives, nonetheless, the skills potentially found within employees drawn to the field present a clear opportunity (Power, 2012). Human resources employees should be considered fundamental members of the MRP implementation team.
Based on the planned growth of the organization with the implementation of a MRP system, three factors that might impact the organization’s ability to hire new employees that possess the technical skills needed to perform a job include forecasting, goal setting and strategic planning, and the program implementation and evaluation (Noe et al., 2014, p. 131).
The first step is forecasting is for human resources to determine the demand for specific job skills area. After this area has been identified, then a determination for the demand for each area of skill. This can be done using statistical methods or trend analysis, which measures the labor demand for a certain period or range of time (Noe et al., 2014, p. 131).
Secondly is the need for setting goals and strategic planning. This is
Gomez-Mejia, L., Balkin, D., & Cardy, R. (2012). Managing Human Resources (7th ed.). Upper Saddle River, N.J.: Prentice Hall.
Gómez-Mejía, L. R., Balkin, D. B., & Cardy, R. L. (2016). Managing human resources (7th ed.). Harlow: Pearson.
The existing production schedule will be maximized with the use of a Materials Requirement Planning System. “To determine an acceptable feasible schedule to be released to the shop, trial master production schedules are run through the MRP program. The resulting planned
Barrett’s article articulates the workplace conditions for workingwomen, and how women fought to receive fair wage compensation. By the 1920s, we see drastic increase in the number of women in the workforce due to unregulated living wage and World War 1. At this point in time, 1 out of 4 women are in the workforce, mainly
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.
2. Leatherbarrow, C., Fletcher, J. & Currie, D. (2010) Introduction to Human Resource Management. 2nd Edition. London: CIPD
Currie, D (2010). Introduction to Human Resource Management. 2nd ed. London: Chartered Institute of Personnel Development. 293
Organisation Development is about ensuring the organisation has a committed ‘ft for the future’ workforce required to deliver strategic ambitions. It plays a vital role to ensure that the organisation culture, values and environment support and enhance organisation performance and adaptability. It also provides insight and leadership on development and execution of any capability; cultural and change activities.
Gerhart, B., Hollenbeck, J., Noe, R., & Wright, P. (2009). Fundamentals of human resource management (3rd ed.). New York, NY: McGraw-Hill.
C. Leatherbarrow & J. Fletcher, 2014, Introduction to Human Resource Management, guide to HR in practice, 3rd edition, London, CIPD
Alexander, M., 2003. A handbook of Human Resource Management Practice. 9th ed. London: Kogan Page
Human Resource management has a high impact on the overall organization being managed. HR management makes certain that human talent is used successfully and resourcefully to accomplish organizational goals. As an organization core competency, human resources has distinctive competencies that generates high value and sets apart an organization from competitors in areas such as productivity, quality and service, employee skills, and innovative changes. HR management activities can be grouped into categories which include strategic HR management; equal employment opportunity; staffing and talent management; compensation and benefits; and employee and industry relations. This paper will
Bohlander and S. Snell. (2011). Managing Human Resources, 6th Edition. Toronto, Ontario, Canada: Nelson Education Ltd., p. 175.
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)
* Planning the workforce: it is very important to analyze how many individuals are required in an organization; what will the pay scale be (depending on the nature of the work); what will the reporting line be; what are the job requirements; on what basis will each individual be judged etc. All this needs to be planned before the hiring process begins.