Why Employees Should Spend Significant Resources Investing At Every Group Of Employees Essay

In analyzing the concepts discussed in Human Resource Management, I have found an interesting mix of education and forethought into the role of a human resource manager. Many of the aspect of human resource management such as HR planning, recruitment and selection, as well as, human resources development and labor relations all play a significant role in the success of any organization. There are many benefits to the learning that has taken place in this course that has helped me better understand HRM and its roll that will shape not only my position in business now but for future

Human resource departments today have a more distinct, calculated position within organizations, and human resource strategy influences the bottom line. “One of the challenges for HR leaders is convincing executive leadership teams that human capital is one of the most important resources in which the company can invest” (Mayhew, 2014, p.). Subsequently, “this return on investment is an essential part of the argument for including HR as part of an overall business strategy” (Mayhew, 2014, p.). Human resource departments utilize the information given to them from company executives and leaders, coupled with their respective expertise on all things personnel, and they plan and implement staffing concerns for the betterment of the organization. From preparing job analysis, to comparing inventory and forecasting, it is the responsibility of human resources to consider the objectives of an organization and fulfill those goals while operating the specific planning relative to HR.

They are only thinking for themselves.” According to Tran, the fact that Human Resources were not working for you and the corner office does not understand him or her was completely each person’s doing. She said that improvements are necessary to stay on top of any business. Tran suggested that if each person in the company, whether it is the CEO or a Human Resource employee, would step out of their office or cubicle to just observe their surroundings, there would not be as many problems. “The only people to be blamed are those doing the finger pointing” was the type of answer Tran gave when asked whether it is the Human Resource department’s fault. To also thinks that Human Resource offices are keyed into the number of hours of training they provide, not the results delivered. They seem to collect job applications and process job candidates in a manner designed to prove their own competency and not as a pipeline for needed talent. Automated systems may make it easier to outsource the administrative tasks of HR, but they don 't necessarily add value.

1. Ch 1, page 60-61, question 4: What is “evidence based HR”? Why might an HR department resist becoming evidenced based?

To organize and prioritize the current and future projects in the pipeline in a way that fits into the PMB budget of $5B, and ensures projects that increase sales, growth, and stockholder value are of top priority, whereas projects that are not beneficial are either put on hold or discarded.

The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become strong strategic partners within an

Today 's fast-paced, competitive business environment has resulted in "rediscovery" of the human resource management function as a group that may be able to enhance firm competitiveness and performance by being "strategic" (Dyer & Kochan, 1995; Ulrich, 1997). Strategic Human Resource Management is a term describing an integrated approach to the development of Human Resource Strategy that will enable the organization to achieve its goals (Armstrong, 2005). Whiles strategy is an action that managers take to attain one or more of the organization’s goals. Strategy presents a general direction set for the company and its various components to achieve a desired state in the future. This results from the detailed

| Explain how different organisational structures and management roles can impact on the HR Function (AC: 1.3)

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.

During my career as a human resources professional I have had the opportunity to be exposed to the diversity of several industries like Health Care, Manufacturing and Digital Content. These interactions allowed me to understand the role played by human resources, regardless of industry or line of business, is vital for any organizational success. Without people organizations would not function. My work experience has also provided me

I became really interested in the well-being of employees within a corporation. I consider that in order to obtain happiness and satisfaction of employees, human resources is very important for any type of business, even a small one.

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

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).

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).

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)