...Roles of Human Resource Management Ariel Kimble Grantham University Abstract The idea of looking for employment has crossed all our minds at some point in time and we have been out there pounding the ground trying to find that one job that we love. Though our searches and countless applications, we all have had the “luxury” of one on one contact with those who will decide whether we get the job or not. These individuals that have been at the forefront of every job application and interview are the Human Resources Management Department (HRM). Over the years this department has grown and changed into what we know to be, from what was once known as simply as “Personnel”. The growth and changes pertaining to the basic roles of HRM are not that different than those of the past. I’d like to begin by pointing out the basic roles of HRM. HRM roles, as explained for most major businesses; are like gears in a clock, they are all needed to be working properly for the company to work at a smooth and even pace. These roles are employee selection and recruitment, employee benefits and payroll, orientation and training, employee performance and compensation, job function analyzing and design, the safety/wellness of all employees and ensuring each employee has a safe and healthy work environment. Now as we look at the basic roles of personnel. Personnel’s roles are to ensure the completion of employee hiring, training, career development, retention, health, safety, retirement...
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...the meaning and concept of human resource management; and explain the functions of HR, and responsibilities and new roles of HR practitioners. Structure 2.1 2.2 2.3 2.4 2.5 2.6 2.7 Introduction Concept of HRM Objectives of HRM Human Resource Functions Summary Self Assessment Questions Further Readings 2.1 INTRODUCTION Human resource management (HRM) is an approach to the management of people, based on four fundamental principles. First, human resources are the most important assets an organisation has and their effective management is the key to its success. Second, this success is most likely to be achieved if the personnel policies and procedures of the enterprise are closely linked with, and make a major contribution to, the achievement of corporate objectives and strategic plans. Third, the corporate culture and the values, organisational climate and managerial behaviour that emanate from that culture will exert a major influence on the achievement of excellence. This culture must, therefore, be managed which means that organisational values may need to be changed or reinforced, and that continuous effort, starting from the top, will be required to get them accepted and acted upon. Finally, HRM is concerned with integration - getting all the members of the organisation involved and working together with a sense of common purpose. 2.2 CONCEPT OF HRM HRM is a strategic approach to the acquisition, motivation, development and management of the organisation’s human resources...
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...schedulling options that meet their needs, and making decisions about whether benefits will be offered to the contingent workforce. No organization can make the transition to a contingent workforce without sufficient planning. As such, when these strategic decisions are made, HRM must be an active partner in the discussions. After all, it is HRM’s responsibility to locate these temporary workers and bring them into the organization. Just as HRM has played an integral role in recruiting full-time employees, so too will it play a major part in securing needed just-in-time talent. Many companies today recognize the importance of people in meeting their goals. HRM must therefore balance two primary responsibilities: assisting the organization in its strategic direction and representing and advocating for the organization’s employees. Clearly, HRM has a significant role in today’s organizations. HRM must be forward thinking. HRM must not simply react to what “management” states. Rather, HRM must take the lead in assisting management with the “people” component of the organization. Moreover, an organization’s employees can assist in gaining and maintaining a competitive advantage. Attracting and keeping such employees requires HRM policies and practices that they desire. Being a strategic partner also involves supporting the business strategy. This means working with line management in analyzing organizational designs, the culture,...
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...decides to change directions in it strategy the HRM practices needs to change to support the new strategy. In order to effectively gain competitive advantages though HRM practices; the HRM practices needs to change in three major areas: knowledge workers, employee empowerment, and teamwork. Knowledge workers are employees whose main contribution to the organization is specialized knowledge, such as knowledge of customers, a process, pr a profession (Noe et al, 2009). Employee empowerment means giving employees responsibility and authority to make decisions regarding all aspects of product development and customer service (Noe et al, 2009). Teamwork is the assignment of work to groups of employees with various skills who interact to assemble a product or provide a service (Noe et al, 2009). Redmond Minerals gained a great competitive advantage by utilizing their understandings of how important the HRM practices are to it company. The company’s HRM practices allowed his company to maximize its productivity of the organization by optimizing the effectiveness of its employees. Technology/Internet Advances in computer-related technology have had a major impact on the use of information for managing human resources (Noe et al, 2009). Internal working of Redmond Minerals HR department can be optimized far beyond the owner’s initial vision with the use of technology. The three ways the use of the internet can improve Redmond’s HRM functions are human resource information system...
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...theory and practical application, while examining the areas of accounting, critical thinking and decision-making, finance, business law, management, marketing, organizational behavior, research and evaluation, and technology. Students are required to demonstrate a comprehensive understanding of the undergraduate business curricula through an integrated topics course. The Human Resource Management Concentration helps students develop an understanding of the fundamentals of human resource management and its strategic relevance in business. The concentration addresses the legal and ethical components of the decision making process involved in the human resources environment. The Human Resource Management Concentration introduces students to the basic concepts of human resource management, and allows further study in the areas of employment law, risk management, recruitment and selection of employees, international HR, change management, compensation and benefits, employee development, and performance management. Students will also develop an understanding of the critical business implications for human resource professionals today and in the future. HR practitioners and managers must be equipped with a solid understanding of the fundamentals of human resource management, along with strong skills in the areas of systems thinking, problem solving, influencing, negotiating, communications, and leadership. In the Human Resource Management Concentration, 18...
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...seen human resource management as a source of value to their organizations. True False 2. The concept of "human resource management" implies that employees are interchangeable, easily replaced assets that must be managed like any other physical asset. True False 3. Human resources cannot be imitated. True False 4. No two human resource departments will have precisely the same roles and responsibilities. True False 5. Today, greater concern for innovation and quality has shifted the trend in job design to an increased use of narrowly defined jobs. True False 6. An organization makes selection decisions in order to add employees to its workforce, as well as to transfer existing employees to new positions. True False 7. In the context of performance management, when the person evaluating performance is not familiar with the details of the job, outcomes tend to be easier to evaluate than specific behaviors. True False 8. The pay and benefits that employees earn play an important role in motivating them, except when rewards such as bonuses are linked to the individual's or group's achievements. True False 9. Maintaining positive employee relations includes preparing and distributing employee handbooks that detail company policies and, in large organizations, company publications such as a monthly newsletter or a Web site on the organization's intranet. True False 10. Establishing...
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...Travel Agency HR Plan HRM 552 June 16, 2014 Travel Agency HR Plan The travel agency is rapidly growing, but its HR department does not have a clear mission and function. In developing HR strategies, it is important to refer to the organization’s objectives, as well as a clear mission statement. In order for the company to accomplish its goal of growing the organization, it is imperative that an HR strategic plan is conducted. This paper will go over what is needed in order for the HR department to accomplish the overall strategic business plan. The travel agency is growing and hiring 50 employees can be a challenge. It is important to find candidates with the right type of qualifications and experience to fill specific jobs within the organization. Planning for such growth, travel agency’s Human Resource department needs to orient and train employees, as well as build effective teams within the organization. With such a huge number of new hires, it will be challenging to handle the organizational change especially finding a fit between culture and new employees. Once the HR department has been created, functions such as performance appraisals, compensation and benefits, and conflict management are also carried out, but it would be challenging if the team is understaffed or inexperienced in Human Resource. It is necessary for travel agency to have a system in place to measure level of satisfaction. The purpose of having HR metrics is to know whether or not a function...
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...a more strategic role? 4. INTRODUCTION There has been a dramatic shift in the role of human resource management (HRM) in recent decades. Traditionally, the HR function has been viewed as primarily administrative, focusing on the level of the individual employee, the individual job, and the individual practice (Becker, Huselid, and Ulrich, 2001), with the basic premise that improvements in individual employee performance will automatically enhance organizational performance. In the 1990s, an emphasis on strategy and the importance of HR systems began to emerge. Both researchers and practitioners began to recognize the impact of aligning HR practices with organizational strategy. HR has now emerged as a strategic paradigm in which individual HR functions, such as recruitment, selection, training, compensation, and performance appraisal, are closely aligned with each other and also with the overall strategy of the organization. This new approach of managing human resources has introduced a more strategic role of HRM in an organization. Globalizations, technological advance, changes in the nature of work, changes in workforce demographics are the factors that demand more strategic role of HRM in management. In order to play a more strategic role as a HR manager you need to involve in many tasks like creating strategy execution role, creating formulation execution role, creating a strategic HRM system, creating high-performance-work system, translating strategy into HR policy...
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...Hospitality Industry Human Resource Management (HRM) has been placed, at least in terms of prescriptive theory, above all the other primary activities of a business and the importance of HRM to businesses in general has been argued to be central and fundamental in order to better enable their business activities and for the fulfilment of their business objectives. In discussing the Resources, Competences and Strategic Capability of Businesses, Johnson and Scholes (1997, Ch 4, p147), say of HRM - “This is a particularly important area which transcends all primary activities. It is concerned with those activities involved in recruiting, managing, training, developing and rewarding people within the organisation”. Others have found evidence that HRM practices can significantly improve a firms performance and for example Dessler (2000 p18) cites research which claims as much as 30% differences (improvements) in financial performance which were attributed to differences in HR practices in banks. He continues to note a study (p 19) which identifies that in 97 metalwork manufacturing plants “Similar evidence of the HR-Performance link has been found”. Elsewhere, as Redman and Wilkinson, Editors (2001 Ch 1, p10) point out, Strategic Human Resource management (SHRM) theory holds that “an organisation’s human resource assets are potentially the sole source of sustainable competitive advantage” This serves to illustrate that HRM has been placed in a central position in an idealised...
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...of personnel management will be described and how the Human Resource Management (HRM) developed from that process. A brief discussion on the development of the ‘factory system’ and a description of the employee working conditions within these ‘factory systems’ will be discussed. Also included will be an outline on how these ‘factory systems’ operated and what this meant for the employees. The development of the ‘Welfare Tradition’ will be discussed and how it relates the Human Resource Management of today. The role the ‘welfare officers’ played in businesses and the changes that was brought about will also be discussed. After the ‘Welfare Tradition’ came the ‘Scientific’ movement. The changes in businesses that the ‘Scientific Movement’ brought about will be looked at. F.W Taylor’s ‘Principles of Scientific Management’ will be explored and the affects his principles had on businesses. The ‘Behavioural Science’ movement will be discussed along with Elton Mayo’s ‘Human Relation School of Thought’ and his experiment widely known as the ‘Hawthorn Studies’. The impact this had on businesses and the affect this had on the managers and workers will be included. The growth of trade unions and the affect they had on employers and employees will be discussed along with Jeffrey Pfeffer’s seven key HRM practices and a brief analysis of their meaning. Included in this essay will be a brief outline of HRM and its function within an organisation with which one is familiar with. In this...
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...Instructor’s Manual for Fundamentals of Human Resource Management, 4th edition Chapter One: Managing Human Resources [pic] Welcome to your guide to teaching Chapter One, Managing Human Resources! This guide will provide you with a chapter summary, learning objectives, lecture outlines, solutions to in-chapter case questions, suggested use of internet exercises and self-assessments from the online learning center, video resource notes and discussion questions, and suggested uses for the PowerPoint slides contained in your Instructor Resources. Instructor’s Manual Highlights: Chapter One Roadmap We hope you find each chapter of your Instructor Manual practical and useful, but also, exciting! You can adapt the chapter text, the PowerPoint, and the video to work in an online class environment, a guided independent study environment, or a face to face or on-ground environment. ✓ When presenting Chapter One, have the students first read the chapter and encourage them to absorb the “big picture” of Human Resource Management. ✓ Use the PowerPoint for Chapter One to frame your lecture. This Instructor’s Manual will provide you with a suggested placement of the PowerPoint alongside your Lectures. ✓ Then, have your students watch the Video Case on the “Creative Corporation,” and facilitate an in-class or an on-line discussion highlighting the lessons contained in that Case. ✓ Have students read and discuss the end-of-chapter...
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...Cornell University ILR School DigitalCommons@ILR Visiting Fellow Working Papers International Programs 3-1-2005 The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/ National and Plant Level Elaine Farndale Erasmus University Rotterdam, farndale@few.eur.nl Jaap Paauwe Erasmus University Rotterdam, paauwe@few.eur.nl Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/intlvf Part of the Human Resources Management Commons This Article is brought to you for free and open access by the International Programs at DigitalCommons@ILR. It has been accepted for inclusion in Visiting Fellow Working Papers by an authorized administrator of DigitalCommons@ILR. For more information, please contact jdd10@cornell.edu. The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/National and Plant Level Abstract The HR literature has been abundant in providing typologies of the roles of HR professionals in their organisation. These typologies are largely related to the changing nature of HRM over time, and the context in which empirical work was carried out. In this paper we focus on the context of the increasing internationalisation of firms and how this has an effect upon modern-day typologies of HR roles. We explore these roles by focusing on the way in which HRM practices come about. Especially in a MNC setting of increasing internationalisation of firms the issues of coordination, shared...
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...1 Lesson: 2 HRM functions Contents: Elements of HRM functions Importance of HRM functions Personnel functions HRM vs. Personnel Functions HRD Instruments HRD Processes HRD Outcomes Appendix: 2 Articles on HRD Learning Objective this Unit By the end of this Unit, you should be able to: Give concise definition for HRM functions. Clearly articulate the difference between HRM and Personnel philosophy and functions. Describe the various instruments/functions of HRM. Know the processes resulting from the instruments and the final outcomes. 1. 2. 3. MS 22B - Eddie Corbin, Lecturer 2 2 Dear students, hope the first lesson gave you a fair idea of what the field of HRM holds for us. Today let us know a little bit more about the same. You all keep hearing about personnel management. You must be wondering what’s the difference between personnel management and HRM and what is HRD?? So in this lesson we are going to tackle the same question. Let us begin by having a systemic view of HRM .Let us understand this with the help of a slide: Stakeholder Interest •Shareholders •Management •Employees •Government •Community •Unions HRM Policy •Employee influence •HR flow •Reward systems •Work systems Situational Factors •Workforce Characteristics •Business strategy •Management philosophy •Labour market •Unions •Task environment •Laws/social values HR Outcomes •Commitment •Competence •Congruence •Costeffectiveness Long-Term Consequences •Individual well-being...
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...Strategic Management Paper Today healthcare organizations work in a very dynamic environment. The human resource management, or HRM for short, is a function within the organization that plays a major role in providing direction to the company employees. HRM includes different responsibilities which aim towards recruitment and retention, training and development, employee performance management, regulatory compliance, and compensation and benefits. Thus, HRM is functioning to help place the right individuals for the right task and vice-versa to help the organization receive the maximum service from his or her employees. However, HRM is shaped by many factors depending on the type of organization (Traylor, T., Doherty, A., Mc Graw, P., n.d). Recruitment and retention is part of the decision-making in every organization to help obtain the best person to fit the job. The main goal is to assure that organizations will receive qualified people for the job, and order for the business to operate efficiently and effectively. In fact, many companies will evolve and change, while new recruits show enthusiasm to learn to work as a team. Implementing employee retention within the organization will help reduce employee turnover. However, employers can reduce turnover, and many other ways by improving communication within the organization, competitive salary, demonstrate feedback on performance, and flexible schedule. Training and Development provides different processes and activities...
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...Human Resource Management is the function of an organisation that deals with recruitment, placement, promotion, training, and development of company employees. This essay will consider the history of this complex role and the many functions it encompasses. In the 19th century personnel management was introduced into the workforce. This was created because, the harshness of industrial conditions, coupled with the influence of trade unions and the labour movement. Social scientists such as Taylor and Fayol has impacted on personnel. Taylorism was an idea taken on board by personnel management it is a theory that analyzes and synthesizes workflow processes and improving labour productivity. The core ideas of the theory were developed by Frederick Winslow Taylor in the 19th century. Fayol impacted on the personnel management by introducing planning, organising and controlling the workforce. Another key event of the development of Human resource management was the introduction of collective bargaining on both local and national levels. Due to increasing number of shop stewards, local bargaining become more common. In addition to the growth of collective bargaining, larger employers constructed their own polices regarding the employees actions. As a result of collective bargaining employers started to implement their own staff pollicies not just about pay but for example pensions, training and safety. National bargaining effected employers on a larger scale. This was...
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