Tag: Human Resource Management

Singapore Airlines Human Resource Practices Evaluation

The success of any organization is highly determines by the HR practices adopted in the organization. Different organizations employ different practices some which influence their performance more compared to other similar organization. This paper evaluates Singapore Airlines HR practices that have highly contributed to the organization success. SIA emphasis on five elements to enhance successful HR practices. The first element is straight recruitment and selection processes. The second element is investing extensively in retaining and training sources. The third element is successful teams of service delivery. The fourth element is frontline staff empowerment to control quality. The fifth element is staff motivation through recognition and rewards leadership for cost-effectiveness and service excellence. The implementation of these elements has highly enhances the organization success compared to its competitors.

The Uniqueness about Singapore Airlines’s Five Elements of its Successful HR Practices

One of the main reasons why these elements are unique is because they all work together and complement each other. The selection process is considerably strict and discriminative compared to other companies, especially those in US. Other than academic qualification, the selection process also focuses on individual physical attributes, age, attitude, and ability to work with others and interact with strangers.  Some attributes such as age and physical appearance cannot be applied in other similar companies in US since it is regarded as discriminative and hence illegal. The selection process also involves a number of tests which do not take place in other companies. The water confidence test, uniform check, psychometric test and also an English test ensures that the company does not make blind judgment on candidate ability to handle the tasks and to satisfy the requirements. The company does not take chances in recruitment. It offers different interviews and test to ensure that is only select and confirm the most confirmed individual in the group of applicants. This focuses on ensuring that that the selected candidates have all it takes to be part of the team (Wirtz& Heracleous, 2012).

Effectiveness of Each Element’s Contribution toward Singapore Airlines’ Leadership in Service Excellence and Cost Effectiveness

The selection and recruitment process is very strict and detailed which provides the company with an opportunity to only select the most qualified individuals who fully satisfy the company hiring requirements. This ensures continuation of service excellence in the company. In addition to this, the recruitment process is extended to probation period where those who qualify for the first selection are trained, couched and mentored, as well as closely monitored for a period of six months. This training ensures that the new employees are ready to work effectively and safeguard the image of the company. Continuous training is also offered to all to ensure that they remain informed and always ready to handle different tasks as required by the company (Borisova et al., 2017). Empowerment ensures that workers remain motivated and always in positive attitude while working in the company. This increases job satisfaction and assist in maintaining quality performance. Recognition and rewards enhances self determination to develop leadership skills and to be more effective in personal work and hence nurturing leadership skills. Team work ensures effectiveness in work done and support and guidance in refining individual skills as well as nurturing leadership skills. All this ensure the provision of high standard services and development of leadership skills (HCI Talent, 2016).

Why Most Companies have not Adopted Proven Practices Services to Attain Higher Company Performance

Despite a clear prove that the five Singapore Airlines elements enhances achievement of high company performance, many organizations have not managed to execute them. One of the main reasons is due to the cost involved. In most cases, companies only select individuals they are sure they can keep. Initial training is never given to people who may be dismissed after probation. Thus in most cases, companies do not set aside extra resources to train candidates who may not be confirmed at the end (Wirtz& Heracleous, 2012). The cost involved in training experienced people is also considerably high and hence most companies prefer avoiding it by only offering training to those who needs it most, unlike in SIA where training is offered to all. Some of the practices involve in SIA selection and recruitment is considered illegal in countries such as US and hence, they cannot be applied by any company in the country.

SIA Practices which are considered Illegal in US and how they may Create Unfair Competition

Selection and recruitment is one of the main five elements of the SIA which enhances it success.  This element involves a number of practices, some of which are illegal in the United States. Practices include elimination of candidates based on their physical looks and age is regarded as discriminative in the United States. According to labor anti-discrimination law no employer is required to eliminate an applicant based on age, gender, race, ethnicity, disability, religion, and sexuality. This means that American airlines are at disadvantage since unlike in Singapore, they cannot eliminate a candidate based on physical appearance which mostly comprise of race or color and disability aspect, or age. Concentration on individual physical appearance is considerably discriminative since most people cannot control how they look or where they were born. This aspect encourages racial discrimination where complexions considered being not good enough for airline services are eliminated despite having satisfied all other requirements (Houseman, 1999). It is not clear whether beauty or ‘fine’ physical appearance contributes significantly to the SIA success compared to other factors. In my opinion these practices are unethical (selecting based on physical attribute) and they may make a negligible contribution which can be covered by concentrating on other important aspects such as attitude and ability to work with others and to handle customers (Sillup& Klimberg, 2010). Thus, they may not give SIA much advantage, but they are definitely in promotion of racial discrimination in employment.

Social Media and Human Resource Management

The world has in the recent past experienced increase in the use of social media in all places that include workplaces. This has highly changed people’s behaviors in the workplace, where people tend to spend most of their free or even work time on social media. Social media is also widely used by the companies for public relation which include enhancing the company relation with its customers.  Social media has also been attracting human resource review during hiring and even for confirmed workers as a way of evaluating their character and behavior. This extensive use of social media has thus created a significant impact to the human resource management of different organizations. This paper analyses the impact of social media on HRM.

Influence Social Media has on Human Resource Management Success

Social media has a great influence on HRM activities in today’s workplace. Social media attracts HR professional urge to investigate more about a job applicant or an employee through their social media accounts. Most of them view their public profile and learn more about their personal details and character from their post. This is likely to influence their decision regarding an applicant or their judgment regarding an employee, and in most cases assist them in making the right judgment with regard to the new employee character or in any other matter other than discriminative aspects (Wilkie &Wright, 2014). Social media can also aid in identifying the right individuals based on their qualification. Media such as LinkedIn is a professional network that can easily link the company to the kind of employee it is searching for based on their qualification (Wright, 2014b). According to Waden (2016), most workers are found to use significant part of their working time to engage in social media activities. This is said to affect the individual work productivity and eventually resulting to a considerable decline in organization productivity. Uncontrolled use of social media is also likely to affect the image of the company. This mostly happens when unauthorized workers make post on behalf of the company without much scrutiny on the content of their posts (Swain, 2017).

Challenges of Human Resource Management Professionals Using Social Media to Learn about Current and Potential Employees

HRM professional are currently experiencing challenges accessing job applicants and employees personal accounts in the social media. According to Wilkie and Wright (2014), different states are making laws to prohibit HRM professionals from asking for personal social media accounts login details from their employees or job applicants. These laws which have by now been enacted in twelve states regards asking for login details from employees as a bleach of individual privacy and hence it is prohibited. The American congress is also pushing to be able to enact similar law as a national law. This according to Wright (2014a) will protect people who post anything on social media without thinking of the consequences it can bring to their professional life.

Another major challenge HRM professionals are facing is legal risk of obtaining personal details protected by the antidiscrimination law in employment. Most social media accounts owners give so many details about their lives which include their age, race or ethnicity, and religion among other protected personal information. The HRM team fears that dismissing an employee due to other permitted reasons may initiate legal battle claiming having been terminated due to discriminative reasons. This can highly take place especially if the employee knows that the HR had access to his or her detailed personal information from the social media (Wright, 2014a). Moreover, HR cannot dismiss an employee based on something he or she posted in states where social media privacy law is enacted, unless it can be viewed in a public domain; while viewing the profile without having to login.

Use of Social Media in Private Companies with Regard to HRM

Social media is extensively being used in various private companies to enhance HRM activities. Zappo for instance has recently abandoned the traditional method of recruiting which involved positing job in its website and waiting for applicants to apply to a new method that focuses on using social media. In the new system, anyone interested in working for the company should join the company’s social network known as Zappo insider where the company will be posting available jobs openings. The company gives its social media members a higher priority than other people in job provision (Robb, 2014). Kroger Co. is another company that has transferred its recruiting process to social media. Kroger HR basically shares job openings to people through the company Twitter and Facebook accounts. This has enabled the company to reach demography of workers they could have never attained in the previous means of job opening advertisement. Spitfire Group is also using social media to attract new talents. The company integrates LinkedIn, twitter and Facebook in a Financial Force HCM system which is a cloud based system for managing human capital in sales department (Rabb, 2014). This demonstrates that social media use in HRM activities is growing extensively and more is still anticipated in the future. 

What HRM is and Why it is Important – Article Review

Human resource management refers to coherent and strategic approach which centers on successful managing of workers at all organizational level to attain organizational goals. According to Burma (2014) workers are the organization human resource and the most valuable asset. In this regard, for an organization to be successful it must make productivity of employee as a major goal. The author insists that other than the recognition of HRM as a coherent and strategic approach that is used to manage workers, there is no any other description given on HRM. However, the organizations have more recently regarded the HR department as the department which plays a chief role in training, staffing and assisting in managing people in order for the organization and people to perform at the highest capability in a manner that is highly fulfilling (Burma, 2014). In the international business,

HRM is progressively regarded as a contemporary development whose main purpose is to mold relationships of employment as a tool which might have efficiently replaced other traditions of management such as industrial relations and personnel management (Burma,2014). The author insists that the main purpose of HRM is to enhance performance and people management. This according to the author is attained through particular human resources practices that include appraisal, selection, and recruitment, development of formal human resource policies that partially and directly constrain the development of particular practices and enhancing primary philosophies of human resource that postulate the values which inform practices and policies of an organization (Burma, 2014).

I agree with the writer on the purpose of the HRM. This is because HRM in most organization are involved in workers managed which include taking care of recruitment, remuneration, workers development and workers monitoring. All this is done to ensure that workers have the right skills and ability as well as the right environment to enhance good performance. They are also used in strategic planning whereby they manage workers in a manner that will assist them in attaining the organization goals. Thus HRM main purpose is ensuring that the organization is a capable of attain success through the people employed in it.

Human Resources Plan For An Urgent-Care Clinic

Introduction

Human resource management refers to a systematic and strategic approach, to manage workers, in a manner that would maximize their contribution and motivation towards meeting the objectives an organization. A human resource plan refers to a departmental document that sets out programs, which are needed in the subsequent years in an organization. This is done with the intention of assisting an organization in attaining its objectives and missions, via a systematic implementation and design of HRM programs. HRM main programs include staffing, recruiting and retention, benefits and compensation, development, and workers retentions. It involves all compensation, career development and hiring activities, as well as all activities of personnel management. This paper focuses on developing human resource plan for urgent care unit. The plan will focus more on staffing, recruitment, compensation, retention, and development of urgent care workers.

Staffing Plan

Staffing refers to a systematic process that is used to guarantee that an organization contains the right number of employees, with the factual skills needed to fulfill needs of the urgent care unit. This implies that the HRM will need to effectively evaluate the job requirements of all sections of operation in an urgent care unit, to develop an accurate and reliable job description and job requirement lists. The job requirement list will include the needed abilities, knowledge and skills, needed accreditation, needed level of experience, as well as licensure. The HRM will also be able to assess the organization capacity and work intensity of every section, to be able to define the number of workers needed to operate in a specific unit. Staffing plan will also include fair considerations in the employment, to avoid illegal applicants screening (Borba & Appeal, 2012). It will also involve assessing the skills of the current employees, determining current workers turnover trends, and the business trend. Business trend involves the analysis of internal adjustment that include downsizing, demographics and work shifts, and external factors that include legalization, and mergers and acquisition. This information will assist the human resource department in noting the organization workers surplus and deficiencies, as well as making prediction of the need of recruitment and staffing in the future. This process ensures that the organization has evaluated and effectively considered all recruitment aspects needed in each section of urgent care center, to ensure the provision of enough workers as per the need. A comprehensive record of available workers in the unit compared to needed workers will be kept to ensure replacement or addition of staffs is done without delays (Borba & Appeal, 2012).

Recruitment

Recruitment is a process of hiring new or more workers in an organization. It involves the identification of the areas of workers deficiency, determining the main targeted source of new workers, and advertising the positions. Recruitment happens due to workers turnover, or expansion of the organization in terms of capacity or structural development (Nordic Council of Ministers, 2014). In this case, the HR willidentify the areas that require more workers and advertise the positions. The department will choose different forms of advertisement based on the targeted applicants. The advert must give a clear description of the vacant position in terms of required professional and academic qualifications, experience, and accreditation. It will also guide the candidate on how to apply for the position. Recruitment plan will also include the selection techniques that the organization will use to obtain the best possible candidates for advertised position. The selection process will make use of elimination method to ensure that only the best candidates are selected for the interview. The most eligible candidate based on the interview performance will be recruited to fill in the vacant position.

Retention

Retention is a human resources process that focuses on reducing workers turnover in an organization. Staff turnover is a necessary and natural process in healthcare organization. Nevertheless, when staff turnover attains high level, it can result to negative effect on care quality and cost in recruitment and training. A healthcare organization should thus develop an improved workers retention technics. Some of the techniques that an organization should employ to enhance retention include defining competitive workers compensation. The compensation should be matched with what is in the market, and sometimes slightly above the market price to increase the organization competitiveness. A good retention plan should offer more than workers basic salary and more than benefits defined by the government. The organization needs to have attractive workers benefits, which include paid holidays, more attractive retirement plans, study scholarships, and more favorable medical insurance for the workers, as well as medical leaves (Kallander et al., 2013).

The HRM should also ensure a favorable working environment. This includes provision of all the required resources and facilities to enhance work efficiency. Effective work scheduling with reasonable staff-patient ratio will be very essential in ensuring manageable work load, especially among nurses. The retention rate is also determined by the organization culture, which determines workers behavior and the interaction between workers and the management (Human Resources, 2015). Open communication will be one of the best strategies that an organization can employ to enhance early detection of problems that may influence turnover. Open communication also enhances good relation in an organization, and the collaboration process which is highly important in healthcare organization. The work environment also determines the level of workers motivation and commitment. Poorly motivated workers are likely to leave the organization compared to highly motivated workers. The organization should consider enhancing workers job satisfaction level by checking on all human resource aspects that determine workers level of commitment. This also includes definition of workers development plan and motivation (Nordic Council of Ministers, 2014).

To enhance effective retention, the human resource department will need to conduct close monitoring of the employees turnover, recording the main course of employees withdrawal from the organization. The organization should record all the causes and the number of workers influenced to leave the organization. HR department should consider using the identified problems to define possible measures to resolve the identified causes of high turnover. This will assist in reducing the rate of high turnover and enhance the organization retention rate.

Urgent-care mostly involves reporting of serious cases including accident cases and other medical issues that need urgent care to save life. Handling urgent traumatizing cases may increase the level of professional compassion fatigue and burn out. Enhancing workers motivation and efficiency in this case is very important in enhancing retention. The organization need to define workers care programs, which will assist in fighting daily work related stress and to restore workers energy. This can be done by employing free workers counseling center, or/and physical fitness center. This promotes self-rejuvenation among the employees and reinforces their working strength and morale. Proper workers care and effective caring for their needs increase their personal value. Feeling valued increases workers attachment with the organization, promoting their ability to remain committed in an organization, and it can therefore be used to reduce workers turnover or to increase retention (Khan, Rajasekar& Al-Asfour, 2015).

Workers Development Plan

Employees’ career development plays an essential role in inspiring the organization’s component of human capital. Career development is being used strategically to influence organizational talents, and to retain and attract workforce component. Right form of workers management strategy entails sustaining success via generation of the right organization by utilizing insight on leadership, culture and talent. According to Khan, Rajasekar and Al-Asfour (2015), building talents needs an organization to implement the right form of career development practices, so as to offer chance for workers to grow and learn. Most organizations useworkers development plan to promote personal and team development in an organization. Workers development plan refers to the assessment of the skills and knowledge of the existing workforce, linked to the expectedskills and knowledge of the future workforce, to ensure that it meets the organization objectives and goals. Some of the strategies that the organizations used to enhance workers development in healthcare organization should start immediately after recruitment.

Orientation training should be given to all new organization employees. This is offered to the new organization’s workers to assist them in understand the organization behaviors, culture, policies, goals and missions. The training also assists in familiarizing the new employees with the work environment, which includes the available facilities and resources, and how these resources are effectively used and shared to enhance efficiency.Workers development can also be promoted by conducting regular workers training in the organization. This can be based on changes of urgent-care technology, integration of new technology with health care operations, and introduction of new evidence-basedpatient care methods, for specific situations among others. Regular leadership workshops can also be scheduled in the organization to help in the development of workers leadership and management skills in specific units of operation in urgent-care center. This can be done to prepare for succession or to enhance workers judgment and decision making ability, at their respective units and level of operation (Niles, 2012).

The organization should also promote individual growth by providing regular appraisals, improvement recommendations and/or rewards for noted improvements. The organization should consider conducting workers appraisal after every six months. The appraisal will check on individual medical error, patient outcome, patient satisfaction, level of safety, quality of care, cases of negligence, and general efficiency in conducting relevant medical procedures. The appraisal should also check on individual leadership skills, ability to work in a team, and to make effective contribution in defining solution to critical problems. The appraise will recommend on things that an individual should improve on, and also assist in defining new training that workers may need to improve proficiency in their specific areas of operation.

To enhance individual professional growth, the organization will provide study leave to those who need them. Paid study leaves should be provided to those who demonstrate good consistent performance or consistent improvementfor a period of three years. The scholarship will also be provided based on the condition that the beneficiaries will return to the organization and work for at least two years after the graduation. Study scholarship should also be given as an award for exceptional performance in an organization. This will be measured based on individual ability to handle critical tasks effectively without any medical errors. This will enhance individual career development in the organization. Promotion and salary increment should be provided to those who fight to advance their career and general performance. This is likely to encourage personal determination in career advancement among the employees.

Special competitive awards should also be introduced to enhance competitive personal improvement and desire to improve personal performance. For instance, the organization can collaborate with other organizations in the region or with its other branches to introduce competition award for the best nurse, or physician of the year. This award should be given based on specific performance metrics, which an individual must fulfill. The assessment can mostly be based on 360-degree feedback performance assessment technique among other forms of assessments (Niles, 2012).

Compensation Plan

Workers compensation in a health care organization plays a great role in determining workers level of motivation and retention rate. To be able to attract the best talents in the market, a health care organization should consider providing a compensation plan that is slightly above the market price in the industry.  This means that an organization should not only adhere to the set compensation laws of the state and the federal governments, but give far more than that. The organization workers should receive reasonable basic salary, allowances, and benefits. The benefits include health insurance and retirement package. Other than the provided governmental compensation limitations for all workers in the industry, the organization should provide a special medical care packages that covers the employees and all the employees dependents. This should include for example the provision 80% of employee or dependent medical feeas an extra benefit to the employee (Shafer et al., 2013).

Organization should also offer special packages for any work related injuries or infections. In this case, any affected worker should receive normal salary for a period of one year while receiving medication for work related injuries or harm. This can be reduced to equivalent of half monthly salary in case the condition extends beyond one year. The organization should consider creating special retirement program forits employees other than those provided by the government to facilitate the retirement of its employees. It can also consider collaborating with other health care organization unions to promote the life of its workers financially, through provision of pay-slip guaranteed loans for personal investments. Other possible benefits that the organization can provide include paid holidays for all workers once per year, with a holiday package. Financial incentives have also been associated to the improvement of quality of care and administration operations. The organization should therefore consider providing incentives as a way of rewarding employees for work well done. This should be done based on specific measures of performance to be able to offer the benefits to all who deserve the award (Borba& Appeal, 2012).

Conclusion

Growth and performance of any healthcare organization is highly determined by how an organization plan and manage its human resources. This includes recruiting qualified personnel that perfectly fit to the organization and specific jobs positions. This should be followed by employing all possible measures to retain the best talents in the organization. The retention rate is normally influenced by the organization climate, provided compensation, and organization ability to enhance workers development. In this regard, an organization should employ effective workers resources management plan to enhance personal development, high retention and high level of work performance in a health care organization.

Human Resource Management Annotated Bibliography

Beil-Hildebrand, M. B. (January 01, 2010). Re-Theorizing Human Resource Management and Human Resource Management in Context.

In this article, Beil-Hildebrand focusses on the strategic human resource management, human capital management, high-performance management, and high commitment management themes under the broad HR department. The article particularly emphasizes on academic and managerial claims that concern HRM, along with acknowledging the impact of past literature on HR from the healthcare sector perspective. The foci go to organizational changes and HR responsibilities, the HRM rhetoric, modern-day practices, and how people react to the disparities that occur with time. I will use this source to research on how organizations try to maximize their capabilities through HR practices and overall diversity in management to create organizational effectiveness.

Buyens, D., & De, V. A. (July 01, 2001). Perceptions of the value of the HR function. Human Resource Management Journal, 11, 3, 70-89.

In the article, Buyens and De explore the value of the Human Resource function as viewed by three types of managers namely HR managers, top managers, and line managers. They review evidence from existing literature and additionally explore the degree of strategic involvement of the HR function along with the added value it brings to the organization. Their findings point out that the role and value of the HR function extend beyond the fulfillment of its responsibility as a strategic partner. I will use their work to research the overview of the HR management and its role in the organization.

Gableta, M., & Król-Jasińska, A. (January 01, 2014). Development of HR department tasks with respect to the implementation of the employees’ interests. Przegląd Organizacji, 2014, 42-47.

Gableta and Król-Jasińska’s article focuses on interests that constitute a multifaceted set of human wishes and objectives in a firm, proving itself through expectations that provide the actions with a specific direction. Particularly, the authors attempt to explore the role played by the HR department in regard to respecting the employees’ interests. They try to verify if it is indeed empirically accurate that a changing company generates a need for the study of the processes occurring in it from an angle that caters for the employee’s interests and their corresponding compliance to the employer. My essay will use this source to fetch empirically-proven data on subjects modelled on the employee-perspective.

Jamrog, J. J., & Overholt, M. H. (January 01, 2004). Building a Strategic HR Function: Continuing the Evolution. Human Resource Planning, 27, 51-63.

In their article, Jamrog and Overholt attempt to trace every evidence of the evolution of the HR profession in a span of the last 100 years, and then examine the current role. Their research connects several components of the HR as well as how it influences them in various dimensions. The results of their investigation focus on the perfect model for measuring organizational effectiveness. However, the article contains substantial information and facts regarding the HR department. I will particularly use it as a source of reference to what constitutes organizational effectiveness, and the measurement tools that the HR department uses to build a strategic function.

John, S., & Björkman, I. (November 01, 2015). In the eyes of the beholder: the HRM capabilities of the HR function as perceived by managers and professionals. Human Resource Management Journal, 25, 4, 424-442.

The article investigates factors that influence the line manager’s perception of the capacity of the HR function by using 913 managers in the subsidiaries of 11 Nordic international corporations. They successfully test the extent to which attitudes of the unit’s general manager, characteristics of the HR, and features of the unit’s HRM system manager helps in explaining HRM capabilities. The authors find out that perceived practice visibility coupled with HRM inducements can be perceived as strong predictors of the perceptions of the HR function’s role. My essay will use the article to delve into the capabilities of HRM and to highlight its role in improving organizational performance.

Rafat, M., Mahboobeh, S., & Amir, J. (2012). Analysis of the human resource management role in hospitals using Ulrich model. African Journal of Business Management, 6(50), 11943.

The authors of this article carry out a study to evaluate human resource’s role in various types of hospitals in Iran via the Ulrich model. The results of the research showed positive relationships between human resources and service qualities. By using this as a source, my essay will focus on the relevant data with regard to the positive impacts of strengthening HR management, planning, and training of workers. Notably, the authors come to a conclusive evidence suggesting that the human resource management is capable of enhancing service quality in hospitals. My essay will, in light of this, explore the capabilities of the organization and how they can be maximized through appropriate human resource practices.

Shammot, M. M. (2014). The role of human resources management practices represented by employee’s recruitment and training and motivation for therealization of competitive advantage. African Journal of Business Management8(1), 35.

In his article, Shammot presents evidence relating to the role the human resources department along with its management plays in realizing the competitiveness of industrial organizations. The article has, however, highlighted on issues related to the human resources management practices intraining, motivating, attracting, and selecting, employing, and evaluating employees,as well as matters pertaining to the setting of salaries, fees, and rewards. This article will serve as a source for extracting undisputable information regarding the role of the HR management in fulfilling employees’ expectations with an end goal of giving the organization a competitive advantage.

Shephard, P. (January 01, 2005). The role of HRD and knowledge management: HR in the Epoch of the knowledge-based economy: towards continuous learning and building a learning organization.

The article concentrates attention on the role of Human Resource management in learning organizations. The author tries to show that the HRM plays a crucial role in transforming traditional firms to modern organizations that possess characteristics of a learning organization. He shows the importance of proper planning, performance management, and succession planning in forming a solid strategic management that caters for the future of the company. The article is helpful to my research in that it will guide me in laying out facts concerning the HR function in a continually-changing organization.

Truss, C. (2008). Continuity and change: the role of the HR function in the modern public sector. Public Administration86(4), 1071-1088.

This article tries to present empirical evidence relating to the evaluation of HR roles and if they have changed into a model more akin to that of the private sector by using six matched-pair organizations in UK’s public sector. Using the results, the author highlights the complex and contradictory nature of the functional roles of the HR department. My essay will use the article to draw facts on the strategic roles of the HR in general, as well as the trends on the same. I will also pay attention to how modern organizations are evolving towards cost-effectiveness and effective management through by the help of the HR department.

Zehra Alakoç Burma, (2014). Human Resource Management and Its Importance for Today’s Organizations, International Journal of Education and Social Science, 2(1). Retrieved from http://www.ijessnet.com/wpcontent/uploads/2014/09/9.pdf

By placing emphasis on the subjects of management, Human Resources management, organizational effectiveness, and management functions, Zehra informs the reader about the relationship between the human resources management and organizational effectiveness. This serves as pertinent information for my essay in relation to the overall effectiveness of the HR manager’s function in the organization. I will also use the source to fetch facts on the general role of the HR department, management of strategic decisions, and the factors at play in the same context.

Human Resource Management Professional Competencies

Assignment Instructions

Human resource management is becoming increasingly more strategic and complex. The Society for Human Resource Management (SHRM) has identified competencies that are necessary for human resource professionals.

View the video at

Considering the video and the readings from this week, write a 3-5 page paper (excluding title and reference pages) that analyzes and discusses the competencies that you believe an HRM professional should possess. Be sure to address the following questions in your paper:

  • Do you agree with Steven Miranda in his assessment that an HRM professional today must supplement his or her technical HRM skills in order to succeed?
  • How do the competencies that you’ve selected fit into strategic management of the HRM process?
  • Which competencies are important to strategically manage legal compliance issues?
  • Support your discussion points with citations from at least three scholarly sources.

Sample Answer

Human Resource Competencies

Introduction

The responsibilities and role of human resource professional have dramatically changed in the last decade. HR professionals have for years experienced closed door position, where they were frequently seen as second team players attempting to gain access to main forums of decision making. However, several HR professionals have in the recent years successfully turned to business partners. They contain novel chances for professional development and contain higher chances to be active builders of the competitive advantage of their companies. The new HR professional role presents them with the need to advance their competencies and to adapt new skills that will make them to be more viable in their new roles (Han et al., 2006). This paper focuses on identifying competencies which are currently necessary for HR professionals.

Analysis and Discussion of Competencies the HRM Professional should have

Competency is described as personal demonstrated abilities, skills and knowledge. According to Ulrich et al. (1995) HR professionals show competency when they add value to their enterprises. This is done by guaranteeing that they deliver initiatives, programs, and ideas to their enterprises that assists the business to compete. The HR professional value lives in their aptitude to develop competitive advantage which plays a great part in swaying bottom-line metrics positively. To accomplish this, I do agree with Steven Miranda that HRM professional must supplement her or his HRM technical skills to succeed. The HRM professionals might create competencies on various dimensions that include style dimension, functional dimension, role dimension, and business dimension. However, the three main domains where HR professional must add competencies include business knowledge, HR delivery, and change process management.

HR professionals add an organization value when they comprehend how the business operates. This is because this knowledge assists them to adapt organizational and HR activities to changing conditions of business. According to Ulrich et al. (1995), knowing the organizational, financial, technological, and strategic capabilities of a company is an essential condition for entry to any kind of strategic discussion. Similar to any other staff operation, HR professional should be experts in their area. They should know and be able to deliver the HR innovative practice to build HR professionals credibility. This can be categorized in six groups which include communication, staffing, organization design, development, rewards, and appraisal. HR professionals that are regarded to be competent in these groups of operation will be perceived as credible implementers and designers of HR system. Moreover, as the change pace increases beyond businesses, HR professionals will have to commensurate their internal adaptive change rate with that of the external setting to be competitive.

Business with higher change capacity will be extra competitive with time. According to Ulrich et al. (1995), personal resistance to change frequently blocks organizations from adapting as fast as needed. Having competences to control change process equip a HR professional in assisting other members of an organization to manage change. This helps in developing general organizational ability for transition as the main competitive advantage source. HR professionals with competencies to control processes of change illustrate an outstanding attributes of change agent. These professionals are able to build relations particularly with clients, implement goals, diagnose problems, solve problems, define leadership agenda, and articulate a vision.

Competencies Fit in Strategic Management

The three selected competencies, HR practice deliver, business knowledge and change management processes are the two compete are all needed to enhance strategic management. Business knowledge assists the HR professionals to understand all business components and their level of performance. This enables the involved individuals to determine the gap between the current and the desired situation. With this information, it becomes easier to identify strategies that can be employed to attain the desired situation. When this is complemented with the change process management and HR practices delivery, the HR professional can manage to define a change process to help attain the desired results, and also use the HR practice delivery to ensure that effective implementation of the change process in the organization. The three competencies can easily assist the HR profession in fining very reliable strategic measures to uplift the position of the company in all its components of operations. Thus having business technical skills is very important in knowing which technicality can be employed to reduce cost, enhance efficiency and ensure great productivity. When this is integrated with great HR practice skills, the company can easily experience great improvement (Yeung et al., 1996).

Competencies Important to Strategically Manage Legal Compliance Issues

The competencies that are essential to strategically manage legal compliance issues in an organization are the management and leadership compliances. A manager needs to understand all laws governing an organization and the best measures to ensure that they are implemented and observed. This competence allows the HR to know which measures should and should not be employed to solve a certain problem or enhance a certain change. The HR professional with this competency understands the laws governing operations in the organization form of business and legal limitations or guidance in carrying normal business operations or on any form of advancement (Han et al., 2006).

Human Resource Management Aspects Reflective Paper Instructions

The Reflective Paper should demonstrate understanding of the reading assignments as well as the implications of new knowledge. The eight-page paper should integrate readings and class discussions into work and life experience. It may include explanation and examples from previous experience as well as implications for future application.

The purpose of the Reflective Paper is for you to culminate the learning achieved in the course by describing your understanding and application of knowledge in the field of human resource management.

Focus of the Reflective Paper

The primary function of human resource management is to increase the effectiveness and contribution of employees in the attainment of organizational goals and objectives. Consider all the areas of HRM that have been discussed in class:

  • EEO and Affirmative Action,
  • Human resources planning, recruitment, and selection,
  • Human resources development,
  • Compensation and benefits,
  • Safety and Health, and
  • Employee and labor relations.

Submit a Reflective Paper in which you explain how these aspects work together to perform that primary function. Are any aspects more important than the others? Why or why not? How do you believe the HRM role can be optimized for shaping organizational and employee behavior?

The Reflective Paper must: (a) identify the main issues in the chosen area, (b) demonstrate new learning that has occurred, (c) include class activities or incidents that facilitated learning and understanding, (d) identify specific current and/or future applications and relevance to your workplace, and (e) reflect the potential impact to your future career plans or even in your personal life at home. The emphasis of the Reflective Paper should be on parts ‘d’ and ‘e,’ and on the application of new learning. Explore, in depth, the benefits of the new learning and understanding that has taken place.

Writing the Reflective Paper

The Reflective Paper:

  • Must be eight double-spaced pages in length, excluding the cover page and reference page, and formatted according to APA style as outlined in your approved style guide.
  • Must include a cover page that includes:
  • Name of paper
  • Student’s name
  • Course number and name
  • Instructor’s name
  • Date submitted
  • Must include an introductory paragraph with a succinct thesis statement.
  • Must address the topic of the paper with critical thought.
  • Must conclude with a restatement of the thesis and a conclusion paragraph.
  • Must use at least one scholarly source, in addition to the text.
  • Must use APA style as outlined in your approved style guide to document all sources.
  • Must include, on the final page, a Reference List that is completed according to APA style as outlined in your approved style guide.

Strategic Human Resource Management Plan – Assignment Instructions

Write a 750-1,000 word strategic human resource management plan. The purpose of this assignment is to simulate the thought process managers use to connect unit goals with organizational strategy. The students are not expected to produce a detailed strategic plan (which in actual organizations can exceed 100 pages). Rather, the expectation is that students demonstrate consideration of the multiple complexities involved in strategic planning.

The assignment is centered on the strengths, weaknesses, opportunities, and threats (SWOT) model of analysis, and the specific, measurable, achievable, relevant, and time-bound (SMART) model of goal setting.

Select an organization to research that has a description of the organization and necessary information available to conduct a SWOT analysis and develop SMART goals.

The Strategic HRM Plan should be in the form of a professional report. There is no single, correct manner of presentation. Critical and creative thinking is expected. The formatting is secondary to the content and application of knowledge. However, the proposal should be organized in a readily comprehensible manner that conveys a thorough understanding of course objectives. Graphics, bulleted lists, and charts are acceptable. Include the following:

  • Introduction that outlines how the human resource goals support the organizational goals.
  • Summary of the organizational description.
  • A SWOT analysis.
  • Three human resource goals that fulfill the SMART criteria.
  • Alignment of human resources goals and strategic plans.
  • Proposal for a job design initiative or an organizational hiring goal to meets the needs of the human resource goals and organizational goals.
  • A conclusion that summarizes the highlights of the plan is presented.

Incorporate three to five resources (including your textbook) to support your Strategic HRM Plan. Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

Integrated Human Resource Management System

Integrated Human Resource Management System:
The Sponsor
Broadmap Company holds more than 10,000 employees at different emirates of UAE. The company at the moment maintains employee information as hardcopies for processing and archiving. The company has been suffering from sorting and arranging records of the employees for many years. It has recently realised that it is not efficient and safe to keep record as hard copies. The company management is worried on data loss as well time loss during record searching. The management has decided to establish electronic system to keep the employee information, payroll, training, benefits, overtimes, manpower and development. The new system will be available online to all the employees so that they can apply and request any information. At the same time the records would be backed up regularly in case of any disaster or technology failure.
Strategic Plan
The company try to eliminate issues related to the record management for the high data capacity in the HR department. The company aims to install and train people in HR management system in order to minimise the paper work process. The company aims to provide many more facilities online in which the employees submit documents online.
Product Scope Description
The company is very keen to introduce, develop and run project to review, order, install and train people in HR management system. The whole project should be ready before summer 2014 so that the company announce it services online.
The company’s Environment and assets
The company has already employed skilled and experienced people in their fields. Those employees and others will be ready to join the project team during the project life cycle.
The company has not got any strict rules when it comes to employing staff for the project, cost, quality and any other resource required to develop the new system.
Requirements:
1.     Formulate a project charter based on what you know from the case above.
2.     Use any template that you like to produce the project charter.

 

Watson Wyatt Human Capital Index In HRM

Watson Wyatt Human Capital Index is a study which is ongoing which quantifies the link that exists between the shareholder value as well as the human-capital practices. It is conducted every two years since 1999 and has four prolonged objective. These include;

  • testing the belief that it pays to manage the people’s right;
  • to provide the HR with the financial-performance metrics;
  • to make a determination as to whether some of the HR practices are able to offer a “bigger bang for the buck” more than others;
  • to help the investors in their assessment of the human-capital investment (Wyatt, 2000).

As it has been stated earlier, Watson Wyatt Human Capital Index is important in Human Resource Management because it helps in the provision of the Human Resource facility with the financial performance metrics. This thus enables the organization to keep track of the financial operations and usage. It also enables the HR with the guidance to management of the organization as it measures how beneficial it is for better management of people(Wyatt, 2000).It also assesses the HR practices so as to know which one is beneficial to the organizational management and thus implement it. This can be used to monitor the HR management issues. This is because it carries out surveys that are meant to monitor how HR management is ongoing in an organization.

Samsung Strategic Human Resource Management Plan

Samsung is an independent company which deals with electronics of all kind mostly phones.it is one of the most popular brands in the market as per now. Every company has a human resource planning strategy and so does Samsung. Human resource planning is the process that basically identifies both the current & the future human resources needs for a particular organization so as to achieve its goals and objectives. The human resource planning serves as a link that connects human resource management and the strategy planning for that organization(Bryson, 2011).

Samsung has been using the Japanese style of management System upto the 1980’s. In thre1990’s, the American style was added into the system which was as a result of the success of the semi-conductor business(Jae- Yon. S. 2013). It kept the Japanese style of management at the same time. It worked to secure that the core talent employees both from the inside and outside the organization.

One of its HR plans is that they changed the coexistence of merit-based & seniority-based promotion and compensation as well as compensation  from promotion, compensation & seniority based system in the past (Jae- Yon. S. 2013).

Samsung is structuring its human resource plan so as to cut on costs by 10% at its headquarters at its headquarters. This is attributed to the decline of the market value of their products. The company has also opted to freeze all the wages of the workers based in South Korea. This is also due to the trouble it faces in the market. The competition from the Chinese companies which have come up has been quite a disturbing factor and are taking control of the market. This also led to a reduction in the force(Jae- Yon. S. 2013).

Among the Strategic Human Resource Management plans, increased retirement. This is because the rate of retirement is decreasing since people are able to work for longer years than in the past. The company thus has experienced very minimal retirement of their staffs. This has not been a major problem to them.

Role of Human Resource Management in Government and Non-profit Organizations

Human resource management simply means the procedural process of developing and hiring of employees, it is process of conducting the need assessment and qualification so that the right persons can be identified. Effective human resource management requires a critical analysis of person who suits to working in different sections within the government and Non-governmental organization since mostly they rely on human resource in planning of personnel needs like the salaries and wages.

Role of Human Resource in Government and Non governmental

According to Truss, (2008),human resource is vital in government and the non-governmental organization, a bigger percentage of public organizations rely also on human resource since they are devoted to efficiently managing  the organization because it helps in  enhancing  organization sustainability.

In  a global perspective ,human resource is an important element that ensures  that people needs are satisfied  because it determines the quality and  performance of organization, in return, major decisions affecting the government organization  are elevated  toward recognizing the importance of giving employees their needs so the goals and policies of organization is well implemented. (French &  Goodman 2011).

Challenges faced by Human Resource Management in Non Governmental Organization.

A range  of obstacles have  been experienced  in organization  especially when  implementing  the human resource policies, in particular, there are  new technological  revolution  that has made the working employees  depressed because of  incapability  to operate    computerized devices, to be precise ,the level of their  education and training  skills were excluded from their course thus becoming a challenge in adopting the system, for example, the use of computers in dealing with organization  correspondence  through the use of internet like the e emails , (Pynes, 2013).  Thus they  develop challenges commonly experienced in   both the  Government Non Governmental organization  thus they face  problems in the entire labor force because  of lack of  updating  their skills professions.

In conclusion the government companies needs to exercise clear guidelines in  recruiting employees and even training them so as to ensure an efficient human resource planning.

Key Roles Of Human Resource Management In Health Care Field

Assignment Instructions

  1. Determine key roles that human resource management plays in the health care field.
  2. Evaluate three to five (3-5) functions of human resource management in terms of their level of support to the health care field, and then select which one you believe is the primary function in furthering the health care field.
  3. Analyze the role of human resource management in an organization’s strategic plan.
  4. Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.

Your assignment must follow these formatting requirements:

  1. Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
  2. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

Order a plagiarism free and high quality answer to this assignment at an affordable price. 

Unions, Labor Relations, or Human Resource Management

Integrating Human Resource Management guidelines and policies within the institutional and regulatory framework that governs the Labor Relations and the Unions are demanding and challenging. This assignment fine points the causes and the nature of this problem, detailing the various theoretical and practical conceptions that highlight each kind of labor-management as applied in any organizational settings (Furlong, 2011). Consequently, I will analyze the possibilities and problems of integrating Human Resource Management with the Trade Unions and Labor Relations. My stand in this paper is to discuss how it is hard to incorporate Human Resource Management with any other Industrial relations such as trade Unions. Also, show the realities that labor relations manager face as they try to apply for the Human Resource Management practices.

Human Resource Management

Human Resource Management involves the attainment, motivation, development, compensation, and upholding of the workforce in every organization (Furlong, 2011). The functions of Human Resource management are incorporated as strategically oriented, and proactive to the success of the organization’s goals. These goals comprise of company’s practice of human resource setting up, work analysis, work design, training and career development, compensation and benefits, selection and recruitment, performance appraisal management, evaluation, and health and safety.  Therefore, the goals of human resource management are founded and predicted on the unitary and individualistic hypothesis, where these assumptions refute the prospect of inherent conflicts within any relations in the workplace.

 

Unions and Labor Relations

Labor relations comprise of the rules governing relationships in institutions and workplaces, where the unions and labor relations established so as to enforce and administer the rules set in these institutions. Consequently, the rules are symbolized in conditions and terms established in the workplace, which is both sets individually and collectively (Abbott, 2007). These laws divided into various groups as law contracts and labor contracts, statutory regulations, codes of conducts, dispute settlement procedures, and grievances procedures. Labor relations laws formulated through processes such as arbitration, conciliation, negotiation, individual, and collective bargaining. Therefore, these labor relations are enforced and governed through unions, industrial tribunals, and employees associations. The orientation and activities of labor relations are through collective and individual assumptions, where these assumptions agree with the possibility of an innate conflict of any relationship in the workplace.

From a philosophical point of view, such a case seems logical. Human resource management founded on the assumption that conflicts are not a part of workplace relations, which such regulations and rules are not needful. Conversely, labor relations and unions are founded on the assumptions that there will always be an ever-present capability of conflicts in the workplace, and institutions, and as a consequence, the regulations and rules are needful and a requirement (Abbott, 2007). Therefore, from human resource management stance, labor relations are assumed to be the cause of conflict in the workplace, and the rules and regulations should remove for capable of human resource management practices. As a consequence organizations under the unions and labor relations follow the advocacy from the government for procedures to the prerogatives and powers of the trade unions and the labor relations. Conversely human resource management practices are now introduced in these organizations as a way of removing employees from the union affiliation that have the collective agreements.

In conclusion, I believe that all organizations should embrace human resource management practices and abolish the collective agreements of the labor relations and the unions since they based on the assumptions of promoting conflict at the workplace.

Google’s Data-Centric Approach To Human Resources Management (People Operations)

Google

https://www.google.com/about/

Introduction

In Human Resources, 86% of companies do not have any capabilities in analytics. Of companies that have analytics capabilities in Human Resources, 67% are weak at using the data they have or collect to improve or predict workforce performance. Google; the company that started by offering the internet world a search engine and which has grown to offer many other services to individuals, businesses and the world wide web, on the other hand has massive analytics which they are applying not only operational reporting but also to people. People analytics has put Google at the leading edge of this data-driven approach to addressing human resources challenges.

People Operations; as they refer to Human Resources at Google, strives to find the most innovative people in the world, grow them and keep them by building programs that allow and assist them in their growth.As a company, Google is built on information and to excel at recruitment, the development of talent, or the refinement of their core programs, Google believes that their data-driven approach is reinventing the field of human resources.To Google, data is at the center of all their activities and according to the Senior Vice President  of People Operations at Google, Laszlo Bock, this data-centric approach is helping them to create environments at work that are helping Googlers; the term for employees at Google, to live more productive lives, live longer and healthier. Creativity and collaboration are the key performance drivers at Googlewhere the core of the company’s intellectual capital is made up of hundreds of software engineers.

This paper seeks to examine how Google’s Data-Centric Approach To Human Resources Management has been applied at the company and what impact it has had on the company’s performance. It looks at how Google leverages their understanding of innovative spaces;working environments, working spaces and working atmosphere, to stimulate, expand, and support knowledge sharing, creativity and performance. The paper also looks at the impact of leadership; managers and bosses, at Google and the impact they have on the performance of their employees.

 

Practices and Policies in Hiring, Retention and Promotion

Good managers matter to Google and through the use of data, the company has determined the things that make a great manager and based on those findings developed training programs designed to make their bosses better.Under a plan, code-named Project Oxygen statisticians at Google embarked on a mission in 2009 to build better bosses by leveraging the giant data-mining capabilities of the company. The process involved the analysis of performance reviews, top-manager awards nominations, feedback surveys and correlated praise, words, complaints and phrases to come up with the ‘Eight Habits of Highly Effective Google Managers’ (Bryant, 2011). From past reports, feedback surveys and performance reviews, over 10,000 observations about managers across more than 100 variables were collected and analyzed.

According to the senior vice president of People Operations; Laszlo Bock, the study found that a manager’s accessibility to his or her team was more important than his or her technical expertise. More than technical expertise, employees at Google value bosses who show up for one-on-one meetings and make a connection, who do not dictate answers, who took an interest in the careers and lives of the employees (Bryant, 2011). Managers who previously reported as being heavy-handed in their management style and had been denied promotions for that reason underwent one-on-one coaching with internal coaches and six-months later their reports and reviews had improved and a year later the improvement was significant and qualified them for promotions.

Performance reviews at Google are not done annually but quarterly and as soon as they started implementing the findings from Project Oxygen, the employee ratings for their bosses reflected huge positive changes. In addition to this, managers were having a much bigger impact on how the employees felt about Google as acompany and a much positive impact on the overall performance of the employees. The best managers at Google have always had teams that do everything better; they are happier, they perform better and are consequently retained better (Bryant, 2011). This was a crucial piece of information to the company andas a manageable variable, it served as the optimal starting point in the edifying Project Oxygen that set out to make Google’s management more effective.In their culture, these three components: voice, mission, and transparency are responsible for the encouragement needed to get the employees to come up with different and interesting ideas that push boundaries(Bock, 2011).

In the hiring process, there seems to be loopholes in that, managers tend to hire people who are more like themselves which is not always the best hiring decision and to counter this challenge, Google compiles elaborate dossiers from interview processes, which give the candidates the opportunity to reviewed by a group that later makes the decision to hire (Bryant, 2011). This effectively reduces the managers’ power and authority during the hiring process a move that helps the company to hire the right people for the right jobs and that are aligned to the long-term goals of the company rather than the short-term goals of the hiring manager as may be informed by their teams’ needs. In addition to this, data from performance reviews especially from groups have indicated that traps such as cognitive biases and ‘horn/halo’ effects exist and employees need to be aware of these in order to differentiate between one bad encounter and a bad track record of those they are reviewing or one’s own singular personality trait that skew their perception of a situation or a person. The standard recruiting tools for Google include: college recruitment, recruiter training, employee referral and professional networking.

The gDNA project at Google is an engagement survey aimed at understanding work and the effects of the work-life balance. This project studies 4,000 employees at Google and as a longitudinal study has a timeframe of 100 years, with a combination of questions reagrding their work attitudes being asked twice every year (Milne, 2014). The objectives of this study is aimed at figuring out what the gualities or a leader are and what makes a productive team. From the two years the project has been running the data is already indicating that there are kinds of employees, the ‘integrators’ (69%) and the ‘segmentors’ (31%). ‘Integrators’ are the employees who are always switched on and think about work even after work hours, while the ‘segmentors’ are the group of employees who at the end of the day are able to switch off. The study also indicated that most integrators would like to segmentors, these kind of findings offer more ground to help employees become better performers while preserving the integrity of their work-life balance.

Regarding work environments, Google’s aim is to create the happiest and most productive workplace in the world. By creating offices that are fit for both work and play, the company’s justification is that drab cubicles do not inspire creative thinking nor do they help people push the boundaries of what is possible. These type of offices with fun and innovative designs that Google invests in, are also researched and supported by data like all other decisions made by the company. According to data collected, inspiration, collaboration, and productivity are positively impacted by innovative and fun offices that people look forward to going to and enjoy working in them.

The location of Google offices for instance the East Coast headquarters in Chelsea, New York are located in an accessible area where employees can walk or catch a quick subway ride a move that is also data supported and maps showing where employees live.A company’s appearance of an organizational culture conducive to creativity is advanced and reflected in the careful planning, design and choice of the company’s style, layout, and physical location (Kallio, Kallio, & Blomberg, 2015).

Besides Google’s more conventional employee benefits, the company has numerous other benefits. For employees that bike or walk to work, the company has Self-Powered Commuting program that makes donations to the charities of the employees’ choice among other diverse self-organized experiences like the Sci-Fi book club, the library, game room, music room, weekly sessions on the massage chair or lying in a giant hammock. An employee can also choose to work on projects that interest them for 20% of their time while at the company’s Bakery Square campus. By creating these informal environments like the employee cafeteria and other such environments at work where employees can sit and just talk, the company strives to encourage interaction across teams.The success of Google is dependent on innovation and collaboration, therefore the company does every conceivable thing to ensure that talking gets easier and easier. According to Dr. Ben Waber who holds a Ph.D. from MIT and the author of ‘People Analytics’, data has shown that in complex industries like software engineering, serendipitous interaction is the biggest driver of performance (Stewart, 2013).

As part of the perks, free lunch is featured but as one Googler remarked, people at Google do not go to work for the free lunch but they show up because they want to work on interesting problems together with their colleagues.According to Teresa Amabile a professor of business administration at Harvard Business School, years of research has proved to her that when people are motivated by work itself, they do their most creative work (Stewart, 2013). As far as the food and snacks category is concerned, healthier options are promoted with candy and sodas being placed in or behind opaque displays with nutritional information and healthier options being placed in or behind transparent glass display.

Google has flexible working hours, does not require people to work from the office, and does not keep track of who is at the office, nor theywork twenty-four hours of the seven-days of the week, and it is unnecessary to act as if one is working or to show that one is working. As long as employees have a work schedule figured out with their team and the team manager, the culture allows employees to have a life away from work and to demonstrate this; offices are shut down over the weekends. According to Dr. Ben Waber, who is the founder of a company dubbed Sociometric Solutionsthat assesses workplace interactions using data, forcing and coercing, spying, and monitoring employees creates a poisonous working atmosphere (Stewart, 2013).

Regarding costs, the company’s position is that, the value of software engineers is enormous and it does not cost the company much to keep them happy and productive. To effectively deal with globalization and growing competition, businesses are in operation today have to be more innovative and creative (Martens, 2008).In the facilitation of creativity, the physical workplace is gaining more credibility and value. To encourage collaboration, physical space is the biggest lever, in Dr. Waber’s view (Stewart, 2013).

 

Discussion

The three most likely reasons for an employee to leave a company include; a terrible boss, a dislike or lack of respect for co-workers, or a lack of connection with the company’s mission. Direct and clear feedback by a manager to those he supervises is important for any teams to perform and thrive, consequently leading to the optimal performance of a company. Data on a managers performance is not meant so much for showing successful management but should be used by managers to understand what works, where a course correction is needed and what does not work.

The data-centric approach used by Google in human resources management breaks away from conventional human resources approach that uses gut instincts more than hard data. Google are at the leading edge of thought on their reliance on data for decision-making and are successfully applying to the unpredicatable world of human interactions, data-driven approaches to the management of human resources. Google’s Project Oxygen may come across as the re-invention of the wheel but the fact that the data being used by Google is mined internally, ensures that decisions and training based on the internal study’s findins will feel valid to those who work at Google. Generic management models transplanted from elsewhere into a company has a higher rate of rejection and possible failure because they do not take into account how management traits and advice ranks with the employees of a company. Changes in mangement that are not evidence-based is unlikely to be effective as it does not prioritize the issues that matter to a company and are thus unlikely to make a difference at the point of application.

Kallio, Kallio, & Blomberg (2015) who explored the potential positive effects on the emergence of an organizational culture conducive to organizational creativity that emanate from the design of a physical organizational environment. Comparing a case organization before and after a change in its physical environment their study was longitudinal, showing how the emergence of a culture conducive to organizational creativity is impacted by changes in the spatial environment. From the study, they found that physical spaces play a significant although implicit role in the emergence of a culture conducive to organizational creativity. Collectivity, openness, and equality were the three aspects of culture that are likely to be affected by the design of the physical environment of an organization.

Google recognizes that unlike the old factory model where people were just cogs in a machine, looking at human resources more holistically; employees are more productive, loyal, and happier when surrounded by friends in a community setting that looks out for their interests (Stewart, 2013). This realization coupled with the leveraging of creative workspaces give a company the competitive advantage required to improve innovation and performance the highly dynamic marketplace of these times. Well-designed organizational spaces are to be more flexible and responsive than those that are not, since they enhance an employee’s emotional well-being by serving as a source of motivation and inspiration (Kaufman & Sternberg, 2010).

Reporting on a case study conducted on the aspects that determine creativity, Martens (2008) demystifies the complexities of facilitating creative work processes and creativity. He finds that color, layout, light and space in which employees present their work needs definitions that are more refined.

Human Resource Management Questions And Answers

This questions are based on following textbook:  Strategic Compensation: A Human Resource Management Approach, 8th Edition by Joseph J. Martocchio ISBN 10: 1-269-91926-1, ISBN 13: 978-1-269-91926-5

  1. The textbook discusses several factors that influence a company’s choice of competitive strategies and compensation tactics. Discuss three factors.

The three factors that influence a company’s choice of competitive strategies and compensation tactics include labor market factors, product market factors, and organization factors. As far as labor market factors are concerned, employers need to consider demand and supply of labor when selecting competitive compensations for their employees. The market rate falls where labor demand crosses labor supply. According to Martocchio (2011), employers should look at the degree of competition and product demand when they want to use product market factors to determine competitive compensations. In this context, the compensation level used by an employer depends on its ability to compete in the product market. Although companies can set their payment policies based on product market and labor factors, a range of organization factors also influence an organization’s choice of competitive strategies and compensation tactics. Examples of these organization factors include the types of technology used, size of the company, and the type of strategy chosen by a company (Martocchio, 2011).

  1. Identify and explain the contextual influences that will pose the greatest and least challenge to companies’ competitiveness.

The contextual influence that will pose the greatest challenge to companies’ competitiveness is when an organization chooses to outsource jobs from another country. When this occurs, a company will offer lower wages to its employees than it competitor that directly hires workers. The outsourcing company will be able to make huge profit at lower wage, while the hiring company will earn less profit because it has to take care of labor laws and the minimum wage. Conversely, the contextual influence that will pose the least challenge to companies’ competitiveness is when an organization is the only provider of a given product or service. Such a company will face no competition and it will be able to set high wages for employees without any difficulty (Martocchio, 2011).

  1. The textbook discusses internally consistent compensation systems, explain the role of job analysis and evaluation in this process

Job analysis and evaluation assist companies to establish internally consistent compensation systems. Various jobs within an agency vary in terms of their requirements and relative importance. Employers can use these criteria to match employee performance. This approach cam assist companies to make appropriate decisions about pay increases by setting standards against which employee performance is judged. Therefore, companies need to analyze the job of all their workers as a basic procedure for introducing an internally consistent compensation system (Martocchio, 2011).

  1. What impact will flexible work schedules have on employees’ commitment to their     employers, on productivity, and on company effectiveness?

Flexible work schedules have a positive impact on employees’ commitment and help to promote company effectiveness. Employees who have flexible work schedules are more engaged to their organizations than workers who are not. Additionally, engaged workers and are concerned to producing quality work which enhances productivity in an organization. A company with highly engaged and committed employees is highly likely to realize it objectives and set goals. Therefore, flexible work schedules have positive impacts on company effectiveness (Martocchio, 2011).

  1. Merit pay increases should reflect prior job performance levels and motivate employees to perform their best. How does this relate to Equity Theory? Explain?

Companies should grant employees different salary increases based on their prior job performance levels as a way of motivating them to perform their best. This form of motivation is directly related to Equity Theory of Motivation. Equity theory postulates that employers should specify the types of inputs that are valued, establish explicit rewards for different types of jobs done to ensure that all workers are equitably remunerated, and communicate all information concerning compensation to employees. The main aim of implementing merit pay systems is to make different pay increases to workers holding the same job positions based on their performance. When all employees feel equitably rewarded through a merit pay system, they tend to feel satisfied and rates of turnover and absenteeism are reduced (Martocchio, 2011).

  1. Which component of compensation is most important for a company’s competitive advantage:  internal consistency or market competitiveness? Explain your answer.

The component of compensation that is most important for a company’s competitive advantage is market competitiveness. While internal consistency is concerned with analyzing compensation for workers in a company, market competitiveness is concerned with retaining experienced workers employees in an organization. Under market competitiveness, companies develop compensation systems through strategic alliances and by gathering information about the nature of completion in the industry. Additionally, market competitiveness form of compensation requires organizations to conduct comprehensive labor market assessments and foreign demand which are very important for a company’s competitive advantage (Martocchio, 2011).

  1. Discuss the concept of whether discretionary employee benefits should be an entitlement or something earned based on job performance.

Discretionary employee benefit should be something earned based on a job performance but not an entitlement. According to Martocchio (2011), discretionary employee benefits are incentives offered by employers to their employees to increase their remuneration via improved performance. The wordings used to define discretionary employee benefit reveal that it should not an entitlement. However, employers are expected to exercise discretion rationally and in good faith while paying attention to principles that had been applied in the past. Suppose discretion employee benefit is not based on performance, even workers who perform poorly will receive the bonuses at the expense of hard working employees (Martocchio, 2011).

  1. Explain and discuss some of the compensation issues to be addressed when dealing with the compensation of expatriates; and how do you best maintain a competitive advantage.

Employers need to understand some of the compensation issues that should be addressed when dealing with compensation of expatriates in order to learn how they can best maintain a competitive advantage. These issues include variations in pay policies and working environments between parent and host country and differences in compensation approaches used by multinational organizations. These issues can be solved by formulating standard pay policies and compensation approaches that will help multinational companies to prepare competitive compensation packages for expatriates.

  1. The textbook discusses seven challenges facing compensation professionals. Discuss and explain what you consider as the top four challenges (Martocchio, 2011).

Compensation professionals are faced with a number of challenges. First, they are often faced with the challenge of striking a balance between executive compensations and what is acceptable in the industry. Second, compensation professionals normally face the problem of setting internally competitive compensation rates. Third, they normally find it difficult to establish compensation that will help companies to retain employees and compete favorably in the market. Fourth, compensation professionals are faced with the challenge of designing reward and recognition programs that will motivate employees (Martocchio, 2011).

Strategic Human Resource Management : Customer Service Training – Answered

Imagine that you are a member of the HR department of a small retail company and upper management has asked you to create a new employee customer service training class for all new employees.

Write a six to seven (6-7) pages paper in which you:

  1. Justify the use of a needs assessment of your company’s proposed employee customer service training, stressing five (5) ways in which such an assessment would expose any existing performance deficiencies. View Sample Answer
  2. Develop a customer service training implementation plan and determine the method of training (i.e., presentation, discussion, case study, discovery, role play, simulation, modeling, or on-the-job training). View Sample Answer
  3. Justify why you selected the training method that you did. View Sample Answer
  4. Propose two (2) ways to motivate an employee who has no interest in attending a training class. View Sample Answer
  5. Develop a survey to collect feedback from the employees who attend the training.
  6. Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.

Your assignment must follow these formatting requirements:

  • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
  • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

  • Design job and task analyses that align with the overall HRM strategy.
  • Design training and development systems to improve employee performance.
  • Use technology and information resources to research issues in strategic human resource development.
  • Write clearly and concisely about strategic human resource development using proper writing mechanics.

Human Resource Management Principles Vs Operations Management Principles

The principles defining the management of HR (human resource) and those defining operations management (OM) are at times seen as conflicting. Owing to the different orientations of the principles, HR departments and OM departments are seen as working at cross purposes, and potentially subjugating organizations. In a business, OM principles primarily seek to have the business achieve increased profitability, as well as productivity, meet set deadlines, and hasten its processes in cost-effective ways. OM heads reports general managers, customers, directorial boards, and other parties especially on organizational productivity (Hill, 2012; Martin, 2006).

Theoretically, HR management is not driven by such parties. The principles on which they operate are not significantly focused on having businesses achieve increased profitability, as well as productivity, meet set deadlines, and hasten their processes in cost-effective ways. Rather, the principles are deemed to be held to higher and more challenging rules and objectives according to Botin (2009). Essentially, the principles relate to organizational adherence to applicable laws, maintenance of effective balances between protection and productivity, and the safeguarding of the interests of organizations and their staff.

HR management is not as focused on profits along with results as OM is. Regardless of this difference, in some organizations OM processes and HR management processes are tied together. That means that the organizations view the principles underlying the two as compatible. Operational HR staffs oversee the organizations’ daily operations, which are critical in addressing staff needs (Hill, 2012; Martin, 2006). Usually, the staffs are in top administration cadres according to Botin (2009). Their roles, as well as tasks, are commonly highly obvious to employees since they zero in on everyday work concerns stemming from ongoing staff needs.

Human Resource Management Key Functions

Human resource management comprises a number of functional areas. Below is a discussion of those areas and how they contribute to the organization’s overall performance (Armstrong & Taylor, 2014).

Staffing

Staffing includes determining the organization’s personnel needs, recruiting and screening suitable candidates to satisfy those needs. These duties may include activities such as designing job postings, advertising open positions, interviewing applicants, hiring, and conducting skill assessments(Armstrong & Taylor, 2014). HR professionals who are entrusted with staffing duties ensure that the organization has the right skills and manpower to carry out its day-to-day operations effectively. They also ensure that the organization’s recruitment process is discrimination free.

Total Rewards

This area is also known as benefits and compensation. It is the duty of the HR department to deal with employee’s direct and indirect compensation. Their activities in this area include payroll processing and administration of benefits(Armstrong & Taylor, 2014). This helps in making sure that the organization complies with the Fair Labor Standards Act when paying its employees, the company’s payroll taxes are properly filed, and that the organization’s benefits administration procedures are conducted effectively.

Employee Development

This function is also known as workforce development or training. Training may be for soft or technical skills; it may also be for one employee, a group or the entire organization’s work force.  The HR department’s duties include identifying areas where skill improvement is required, identify and implement a development plan, and finally follow up on the outcome of the development plan. The HR personnel may be required to provide the training themselves, they may invite trainers to do so, or they maysend employees to attend external classes(Armstrong & Taylor, 2014). This function not only enhances job satisfaction thus reducing turn over rate but it also ensures that the organization has all the skills it requires to operate effectively. This function improves skills of the already existing work force, which in turn increases productivity.

Employee Relations

This function concentrates on preserving progressive relationships between the company and its employees. The scope of this purpose includes duties such as managing employees’ morale, conducting performance appraisals, introducing and implementing rewards and recognition programs, validating policies compliance, investigating complaint and labor affairs. Employee relations experts’ work closely with those charged with governance, offering them any support and/or assistance when need be(Armstrong & Taylor, 2014).

Safety

An organization is required to provide its employees with a safe working environment. This safety function safeguardsthe organization from Occupational Safety and Health Act requirements complaints. This function includes roles like initiating and implementing safety policies and procedures;steering safety audits;supervision of safety training;and handling accidents and occupational injuries that may arise(Armstrong & Taylor, 2014).

Summary – Human Resource Management Key Functions are Staffing, Total Rewards, Employee Development, Employee Relations and Safety.

COBRA And Job description – Human Resource Management Terms

COBRA

The Convenient Omnibus Budget Reconciliation Act (COBRA) is important to human resource management as the individual entitled to elect COBRA continuation coverage at a time when he would otherwise lose group health coverage under a group health plan has the opportunity to consider every option he/she has to get other health coverage before he/she decides. COBRA is used in all the group health plans which are maintained by the private-sector employers having an employee base of 20 and more individuals. It is an interesting area in COBRA to analyze who is a qualified beneficiary to the plan. This is because only specific individuals can be qualified beneficiaries as a result of a qualifying event, with the kind of qualification event determining who is considered a qualified beneficiary when it happens.

Job description

Job description is an important tool for HR management which helps in increasing organizational and individual effectiveness through development of job profiles for the different key positions in terms of duties and responsibilities.This HR management tool is used in recruitment campaigns in which there is an explicit articulation of duties and qualifications for a particular position.An interesting aspect of job description is the application of the organization’s work plan and job description in monitoring the entire organizational performance.

Outsourcing – Human Resource Management Terms

Outsourcing is an important aspect in business arena in a scenario where the organization wants to focus on its core, activities that are value-adding with no distraction of running support services. This is because support services can soak up the organization’s financial resources and management time as these would usually enable the business to use its resources and competences in gaining competitive advantage. Secondly, outsourcing is equally important in cost restructuring, for instance, outsourcing for component manufacturing ensure that the organization incurs lower fixed cost and higher variable costs.  Making the components in-house, ensures that they would be inevitably associated with substantial fixed overheads. Lastly, outsourcing is considerably significant in a scenario that the business wants to transfer risk. To outsource a particular process which is perceived to be risky transfers some degree of risk to another company.

An example of where outsourcing is used is where the one seeks catering facilities. Secondly, a company would need to keep its files and documents safe by assigning a company handle its documents.

An interesting fact about it is that usually there is no clear mechanism to compare the capabilities and services which are provided by third party organizations and the ones provided in-house. This is because, if there is no standardization of the processes, it’s difficult for the companies to make a decision on whether outsourcing  provides money and to do a comparison of the different potential suppliers.

Health Care Human Resources Management

Imagine that you have applied for the position of Manager of Human Resources at an acute care hospital in your community. The hospital is planning to expand its services to meet the needs of a growing community. As part of the application screening process, you have been asked to write a document that outlines the steps you would take, as the manager of HR, to improve the effectiveness of HRM in this organization.

Write a three to four (3-4) page paper in which you:

  1. Analyze two (2) current trends in health care that are affecting human resources management that may likely impact your hiring decision as HR manager. Provide support for your analysis.
  2. Suggest a significant opportunity for HR to become more of a strategic partner within an organization. Justify your response.
  3. Recommend a model of human resources management that would be the most appropriate for this organization in question. Provide support for your recommendation.
  4. Recommend a strategy that HR could implement in order to develop more effective relationships between Human Resources and the organization’s managers and senior executives, indicating how each strategy will achieve the desired goal.
  5. Determine a specific employment law that may affect the hiring and selection process at the acute hospital in your community. Provide support for your rationale.
  6. Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.

 

Your assignment must follow these formatting requirements:

  • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
  • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

 

The specific course learning outcomes associated with this assignment are:

  • Analyze the unique aspects of managing human resources (HR) in health care organizations.
  • Evaluate the effects of major employment laws on HR functions in health care organizations.
  • Evaluate the competencies necessary for effective health care human resources management.
  • Use technology and information resources to research issues in health services human resource management.
  • Write clearly and concisely about health services human resource management using proper writing mechanics.

 

Human Resource Professionals And Management – Trends in the Workplace

Human Resource professionals play a key role in helping organizations respond to evolving trends, comply with federal and state regulations, and manage workplace flexibility. As an HR professional it is important for you to demonstrate your understanding of the ever changing global environment.

Write a five to seven (5-7) page paper in which you:
1. Specify the key functional areas of Human Resources Management. Explore the manner in which each function contributes to the overall performance of an organization. Support your response with specific examples of the activities for which HRM is typically responsible.
2. Examine four (4) federal equal employment opportunity laws. Suggest the primary manner in which each law influences fair employment practices within the organization where you currently work or an organization for which you have worked in the past. Support your response with specific examples of the chosen organization’s employment practices.
3. According to the text, there are three (3) significant trends affecting organizations today: the aging workforce, diversity, and skills deficiencies in the workplace. Analyze the primary manner in which each of these three (3) trends has impacted the organization where you currently work or one (1) where you have worked in the past. Support your response with specific examples of said impact.
4. According to the text, workplace flexibility is essential for organizational success in the rapidly changing world. Explore two (2) ways that the organization where you currently work, or one (1) where you have worked in the past, might respond to the need to be flexible. Provide a rationale for your response.
5. Use at least four (4) quality academic (peer-reviewed) resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.

Your assignment must follow these formatting requirements:
• Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.

Report On Human Resource Management Issue Affecting An Organisation

Write a report about a major human resource management (HRM) issue affecting your organisation or an organisation you know well. The Human Resource Management Issue you choose to write about should be one of the main issues discussed in the subject. Hence, choose from the following: job analysis and design, recruitment and selection, training and development, performance management, pay structure and benefits.

In your Human Resource Management Issue report make sure to include:

  • A brief description of the organisation and the Human Resource Management Issue you have selected.
  • An analysis of the Human Resource Management Issue.
  • Describe the issue in detail.
  • Explain why the issue needs improving in the organisation; make a case for change.
  • Include in your analysis a comparison of practice in your own organisation with industry best practice or with practice in another organisation.
  • A set of recommendations to enable improvement or change. Explain what could be done to bring about improvement. These recommendations should follow logically from the analysis above; they should not be an unconnected after-thought.
  • It is important to demonstrate your knowledge about the Human Resource Management Issue and to clearly reference your sources. Read about your issue in journal articles (using AIB Online Library), books (including the textbook), industry reports, business literature, etc. Remember to note down your sources and reference your sources in the report.

In order to do well you need to structure your discussion appropriately, use good references, and clearly link recommendations to the description and analysis presented earlier in the report.

Evolution of the Human Resource Management

One role of seasoned, experienced human resources professionals is to mentor junior professionals. You have decided to share your expertise with a group of college students who are considering making human resources their profession.

Research and address the following:

  1. How has the field of human resources management evolved over the past ten years?
  2. Discuss how the HR professional acts as a strategic partner to senior leadership.
  3. Discuss the major specialty areas within the field, such as Employee Relations, Organizational and Employee Development, etc.
  4. What generally are the differences in responsibilities of an HR generalist and an HR specialist?
  5. What criteria would you recommend college students use to decide if human resources was the right profession for them?