...Future Trends In Human Introduction: Human Resource management is one of the key functionality in an organization. It deals with strategic and compendious approach to managing people, the workplace and the environment. This involves issues related to people such as hiring performance management, salary & compensation, organization development, security, wellbeing, employee training and development. Companies all over the world have identified the importance of Human Resource Management in order to steer up their organization by managing the entire working capital, with them facing high attrition rate and poaching strategies of competitors. This has become an increasingly challenging task for companies to sustain their competitive advantage. With economies becoming more globalized, there are also several new challenges faced by human resource managers. Organizations no longer comprise of homogeneous groups but consist of people of different origins, cultures and ethnicities coming together for a common cause. This has completely changed the roles of a HR practitioner. The traditional role of human resource management has become obsolete and has now evolved into a process continuous change and more dynamic. This has resulted in a transformation of their roles both in its form and its functionality. There are a lot of new and emerging areas of human resource that are becoming increasingly relevant. Some of the significant trends likely to be seen in the future are related...
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...Technology and the fast moving international world are making the HRM function in companies and businesses redundant. Is this true, or is HRM actually a key part of future business. Human Resource Management Technology and the fast moving international world are making the HRM function in companies and businesses redundant. Is this true, or is HRM actually a key part of future business. Human Resource Management Contents Introduction 2 PESTEL Analysis 3 The argument 4 Technology 4 Talent management 5 Globalization 6 7’s Model 8 Is Human Resource Management a key part of the future? 10 Conclusions 11 Authors comment 11 Refrences 12 Introduction Human resource management has no future! At least, in the way it has been performing in the past. Human resource management nowadays is not limited with the boarders of their clerical role. Nowadays, human resource management has to deal with such responsibilities as recruitment, training and benefits administration. To make this job easier we use technology to carry these amounts of information and to process them. Furthermore, IT has changed the way we communicate with the employee, how we train them and expanded the possibilities. Nonetheless, it creates a framework for us to deal with them when working with similar issues. In such an easy way, technology has changed the way Human Resource Management is structured. Undoubtable, there are cons as well- it has become harder to keep up with these changes...
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...Human Resource Management and the Workplace Cassandra M. Rhymes BUS303: Human Resources Management Professor Beverly Williams April 26, 2010 Human Resource Management and the Workplace Human Resource Management requires a careful balance and coordination between corporate policies, local, state and federal regulations, and employee rights within the workplace. This paper will review a few of the principles examined during this course and applied to current work environments. Specifically, this paper will review the effect human resource management has on planning within a company through hiring, planning, and recruitment through the use of compensation and other benefits that are important to employee satisfaction. Discussions within our classroom environment included EEO and affirmative action, human resource development, safety and health, and employee and labor relations. While these are not the only components of human resource management, these are the items we addressed in class. Within my own company, our human resource department is divided among the divisions, with the main corporate office housing the human resource group for the entire company, and a small human resources group in the St. Louis office for the division I currently work for. For purposes of this paper, I will use the St. Louis information, as it is the group I am most familiar with. Additionally, I will address the corporate policies for the United States groups, as those apply to our...
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...Journal of Chinese Human Resource Management Emerald Article: Chinese HRM in action: an interview with Wayne Chen of Hay Group China Boyi Wang Article information: To cite this document: Boyi Wang, (2011),"Chinese HRM in action: an interview with Wayne Chen of Hay Group China", Journal of Chinese Human Resource Management, Vol. 2 Iss: 1 pp. 61 - 68 Permanent link to this document: http://dx.doi.org/10.1108/20408001111148739 Downloaded on: 04-05-2012 References: This document contains references to 2 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 1212 times. Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF SUSSEX For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Additional help for authors is available for Emerald subscribers. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com With over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant...
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...is ensuring that the HR staff recognize their roles as change agents and strategic business partners. This may be particularly difficult in a rapidly changing organization where the lack of stability tends to leave people with the feeling that they are victims of change rather than champions of it. However, one key to creating a successful HR function is to organize the chaos caused by change. This can be accomplished by forging ahead with innovative strategic plans that add value to the company instead of retreating into comfortable, traditional roles that will not effectively improve a company's bottom line (Cipolla, 1996). Effective strategic planning involves analyzing current data and identifying trends that may affect a company's future performance. Next, it involves mapping out a strategy that will most likely result in a company's success over the long term. A study by Eichinger and Ulrich (1995) indicates that in the next five to seven years at least 10 profound changes will alter the course of businesses and the function of HR. They identify these changes as (1) global economic and financial, (2) technological, (3) political, (4) structural (to the business organization), (5) educational, (6) labor-related, (7) social, (8) conflicts due to globalization, (9) environmental, and (10) crime-related. These changes are dominated by the shrinking world, as telecommunication, travel, information, ideologies, partnerships, and businesses are becoming global. As a result...
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...Management course from other courses available. Some students choose HRM course because they think that it is easy and a fast way to graduate because some of the mindset of the students are just to graduate and get a job like being a waiter or bartender, without thinking that the knowledge that they learned wasn’t put into good use. On the recent enrollment on Trinity University of Asia, students of Hotel and Restaurant Management course gradually increased, this shows that many students are giving interest in the course and because of that, the course is now being recognized as one of the top courses to be taken in the Philippines. One of the benefits of choosing the course is that you can learn about knowing the right managerial skills in handling a Hotel and Restaurant and also learning about the different kinds of foods that you can cook. One of the factors in choosing the course, is being chosen and going out of the country to train and learn more about the industry that you have chosen. The experience that you gain will be a valuable asset in finding a job or taking up your Master’s Degree. The importance of choosing Hotel and Restaurant Management course as well as any course available is vital and crucial part of a student, as it will be the building blocks for your success in the future. Students need to be more attentive and interested in our course because it will help us be prepared for your job in the future. The objective of this study is to know the factors that affect...
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...efficiency which help contribute to higher profits for the organization. Some other outcomes include; high quality, customer satisfaction, and low employee turnover all of which help to keep the overall costs of doing business down. •Discuss the role of HRM technology in high-performance work systems. The use of HRM technology usually involves automation and collaboration which aids in information processing which helps to aid in helping the organization meeting its goals. Some of the technologies that are now being used are transaction processing, decision support systems, and expert systems. All of which help aid the organization in reviewing HRM decisions and practices, help managers solve problems, and help support decision rules used by people who are considered experts. •Identify ways to measure the effectiveness of HRM. There are a few way in which to measure the effectiveness of HRM. First would be through an audit which is a formal review of the outcomes of the HRM functions. Another way to measure is through analyzing specific programs or activities. This helps to measure the program’s success in terms of whether it achieved it objectives and was able to deliver value. •From the O’Toole chapter, discuss which future trends of the workplace you find most...
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...International Human Resources 1- Is HRM a fashion or is it here to stay? What is the probability that HRM will be the dominant framework for people management in the 21st century? HRM has evolved from a number of different strands of thought and is best described as a loose philosophy of people management rather than a focused methodology. It derives largely from the 20th century but incorporates older notions about the management of people at work. These ideas have many different roots and they do not fit comfortably within one coherent and self-consistent body of knowledge. One major point of debate has been the difference - if any - between HRM and 'traditional' personnel management. The evolution of HRM continues today as new management theories, fashions and fads are developed. Human resource outsourcing has grown considerably in recent years. The Society for Human Resource Management (SHRM) conducted a poll in August 2008 to gauge the prevalence of HR outsourcing as well as the future plans for it. The research, where applicable, compares the results of the 2008 poll with results of a 2004 survey on the same topic. To answer the question ‘Is HRM a fashion or is it here to stay? What is the probability that HRM will be the dominant framework for people management in the 21st century?” we need to talk first about the past and the future of human resources management and the way it evolved this past few years. Human resource management is undergoing a massive...
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...The theory, research, and practice of Human Resource Management (HRM) has evolved considerably over the past century, and experienced a major transformation in form and function primarily within the past two decades. Driven by a number of significant internal and external environmental forces, HRM has progressed from a largely maintenance function, with little if any bottom line impact, to what many scholars and practitioners today regard as the source of sustained competitive advantage for organizations operating in a global economy. In this 25th anniversary Yearly Review issue, we conduct a less comprehensive and more focused review of the field of HRM. In doing so, we attempt to articulate some key concepts and issues that can be productively integrated with HRM to provide some interesting and important directions for future work, and consider ways to bridge the gap between the science and practice of HRM. © 1999 Elsevier Science Inc. All rights reserved. This 1999 Yearly Review marks the 25th anniversary of the Journal of Management, and indeed, over this quarter century, the organizational sciences have witnessed an evolution of this journal from start-up phase to its present status as one of the well-respected publications in the field. It is on this auspicious occasion that we take the opportunity to review the evolution, developments, and directions in the field of Human Resource Management (HRM). If we target the Direct all correspondence to: Gerald R....
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...Technology, Yola ABSTRACT This paper introduces the development of Human Resource Management (HRM) from a historical perspective and explains the debate between HRM and personnel management. Thus, the paper identifies the historical developments and their impacts on HRM, outlines the development and functions of HRM, explains the differences between HRM and Personnel Management, evaluates ‘hard’ and ‘soft’ approaches to HRM, illustrates how diversity is an issue in Human Relations (HR) practice and finally considers HRM as an international issue. It concludes with a discussion about ‘hard’ and ‘soft’ models of HRM and its implications for the human resource manager. INTRODUCTION The term "human resource management" has been commonly used for about the last ten to fifteen years. Prior to that, the field was generally known as "personnel administration." The name change is not merely cosmetics. Personnel administration, which emerged as a clearly defined field by the 1920s (at least in the US), was largely concerned the technical aspects of hiring, evaluating, training, and compensating employees and was very much of "staff" function in most organizations. The field did not normally focus on the relationship of disparate employment practices on overall organizational performance or on the systematic relationships among such practices. The field also lacked a unifying paradigm. HRM developed in response to the substantial increase in competitive pressures American business...
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...perspective to human resource management is adopted.” (Armstrong, M.,2008, pg 33) . This journal will explore on the principals of human resource management, analysis of its concepts, models and framework. Explanation of HRM process and build up of strategies. The journal ends with an assessment of roles in strategic HRM. Strategic Human Resource Management (HRM) can be defined as the way through which the organizational goals will be achieved by the people with the help of HR strategies, policies and practices. (Armstrong, M., 2008, pg 33). Other definitions of Strategic Human Resource Management are as follows:- “Strategic Human Resource Management means formulating and executing human resource policies and practices that produce the employee competencies and behaviors that company needs to achieve its strategic aims” – Garry Dessler (Durai,P.,2010,pg 24) “Strategic Human Resource Management is a pattern of planned human resource developments and activity intended to enable a firm to achieve its goals “ – G.C.MacMahan (Durai,P.,2010,pg 24). Models of Strategic Human Resource Management The Harvard model :- The Harvard model was put forward by Michale Beer, Richard Walton, Quinn Mills, P. Lawrence and Bert Spector which draws attention towards the soft aspect of HRM. It lays emphasis on the fact that HR policies should be made keeping in mind the vision, mission, goals and objectives of an organization, and in very few cases external factors should also be considered. To sum...
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...strategic, operational and financial objectives. The crux of the matter lies in the excessive focus on financial due diligence, risk assessments. Quite often, the people factor, i.e. issues that relate directly to people as workforce management and cultural integration, are left out of the due diligence process creating major challenges later during integration. In the past, HRM was expected to provide support in postintegration efforts, as well as increased business focus and knowledge to ensure that the full value of M&A deals is realized. For organizations, it important to believe in the fact that People are its key assets. However, today we realize that, mastering the softer issues is the hardest part of integration and has the strongest influence on an M&A’s long-term success. HRM professionals are expected to be ready to manage the people, opportunities and the risks associated in these transactions. Managing organizational change and business / culture integration requires more attention by Leadership and HRM to M&A deals. ______________________________________________________________________________ HRM in M&A By Ajit Kumar on May 18, 2013 2 Background Mergers and Acquisitions (M&A) is an aspect of corporate strategy and management dealing with the buying, selling, and combining of different companies and...
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...about a yearly process report. All written information about an individual will be re-examined by HRM and the employee in a formal setting as from an evaluation to putting an individual’s high, weak points, followed by future goals within the company’s policies and procedures and finally the negative aspects such as, write-ups and last input from department supervisors and HRM. A performance appraisal is a process report geared towards the employee’s growth and accomplishments in this way both the organization and employee can see where growth has taken place and were strength and weaknesses could improve a skill or knowledge based on how well the employee’s work ethic stands. Within the first six months both the employee and the organization should establish a written document on what the employee entered the body with and what the employee has accomplished during training or attending webinars’. A performance appraisal, a door to planning an informal discussion about the job itself and what the employee plans on providing. All the while, the organization could limit themselves perhaps seeing that an employee brought unnecessariness from outside of work to interfere with work; i.e. drinking all night and come in the next day drunk, showing up late for work on Monday after being paid and no motivation towards the job itself. An appraisal performance is more formal and allows HRM to attend the meeting, not everything reported or recorded contrary some things...
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...2. Write the features of HRM Human resources refers to the people that work for an organization and the capabilities of these people. The fun resource management covers (HRM) all the activities that are designed to acquire, preserve, develop and use th in an organization. The basic purpose of HRM is to make effective and efficient use of human resources of an o towards achievement of the goals and objectives of the organization. The various areas of influence of the HRM include the following. Determination of the right quality and quantity of different types of human resource assets required by th meet its current and future requirements. Determining and implementing business policies and practices that are best suited to acquire, develop, re effectively the human resources in the organization. ∑Recruitment of people. Ongoing management of activities related to remuneration of people and development and maintenance organizational culture and work environment, conducive to effective and efficient working of people as groups. ∑Providing support for recruitment of the required people in the organization. Providing support for decision making on increment, promotions, transfer and other similar people relate organization. Providing support for ongoing development and training of the people, in line with requirement of the or current availability of skills and capabilities. Pervasive Force: HRM is pervasive in nature. Ii is present in all enterprises. It permeates...
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...This article was downloaded by: [Academy of Management] On: 11 February 2014, At: 16:20 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK The Academy of Management Annals Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rama20 An Aspirational Framework for Strategic Human Resource Management Susan E. Jackson , Randall S. Schuler & Kaifeng Jiang a b a a School of Management and Labor Relations, Rutgers University b Mendoza College of Business, University of Notre Dame Accepted author version posted online: 04 Dec 2013.Published online: 04 Dec 2013. To cite this article: Susan E. Jackson, Randall S. Schuler & Kaifeng Jiang (2014) An Aspirational Framework for Strategic Human Resource Management, The Academy of Management Annals, 8:1, 1-56, DOI: 10.1080/19416520.2014.872335 To link to this article: http://dx.doi.org/10.1080/19416520.2014.872335 PLEASE SCROLL DOWN FOR ARTICLE Taylor & Francis makes every effort to ensure the accuracy of all the information (the “Content”) contained in the publications on our platform. However, Taylor & Francis, our agents, and our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views...
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