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Human resource management chapter 4
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Recommended: Human resource management chapter 4
Introduction
It’s amazing how, as children, we practice concepts that allow businesses and organizations to flourish while playing, not realizing that it’s preparing us for the future. Remember the days on the school playground, during recess, when we would play team games like red rover, capture the flag, and dodge ball? Before the games started, we had to select two team captains and they would choose the teams. If you were ever lucky to be selected as one of the team captains, you would always choose the fastest, the strongest, or the biggest kid, or your best friend. You would pick the best people to give your team the best chance to win, depending which game it was. At that time we were just playing, but now as we’ve gotten older and entered the working world, we realize that this concept has been utilized by organizations and businesses for centuries. It is referred to as team building, but famously known as human resource management. Human resources is important for any business or organization to ensure that they succeed. The Oxford Dictionary defines it as the department of a business or organization that deals with the hiring, administration, and training of personnel. This paper discusses vital components of human resource management while comparing traditional practices to those of agile methodology.
Effectiveness
In every business or organization people are always its most important asset, because they run the business, either up to new heights or into the ground. In cases of project management they determine the success or failure of projects. Selecting qualified people is often hard to do and traditional methodology dictates that it is even harder to keep them. Both Agile and traditional methodology emphasiz...
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...999). Help Wanted: The Complete Guide to Human Resources for Canadian Entrepreneurs. Toronto: John Wiley & Sons. Pp.159-166
Crispin, L., & Gregory, J. (2008). Agile testing: A practical guide for testers and agile teams. (pp. 59-86). Addison-Wesley Professional.
Lianjun, A., Jun-Jang, J., Young, L. M., & Changrui, R. (2007). Effective workforce lifecycle management via system dynamics modeling and simulation.
Lipnack, J., & Stamps, J. (1999). Virtual teams: The new way to work, strategy & leadership, vol. 27 iss.
Perry J. L., Mesch D., Paarlberg L. (2006). Motivating employees in a new governance era: the performance paradigm revisited. Public Administration Review, Volume 66, Issue 4, pages 505–514.
. (2004) A guide to the project management body of knowledge (PMBOK guide).Newtown Square, Pa.: Project Management Institute, Inc., chapter 9.
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
A virtual team refers to a collection of collaborating persons in geographically dispersed means. This group of persons do work across space, time and organizational boundaries and are connected together via information and telecommunication technologies in order to accomplish one or more organizational goals. The virtual teams do require new array of ways to work across boundaries through processes, systems, technology and people. This does require effective leadership in order to be a success.
Frame, J.D., Managing Projects in Organizations: How to Make the Best use of Time, Techniques and People, third ed., San Francisco: Jossey-Bass,112-117, 2003.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
Videoconferencing in Virtual Teams, The Business Review, 7(1) p.164-170.
Project Management Institute . (2008). A Guide to the Project Management body Of Knowledge. Newton Square, PA: Project Management Institute, Inc.
PMBOK, (2013). A guide to the project management body of knowledge : (PMBOK guide). 5th ed. Newtown Square, PA: Project Management Institute, Inc..
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
A virtual team is a group of people working interdependently via various types of electronic media across organizational and geographical boundaries for a shared purpose (D’Souza & Colarelli, 2010). Research indicates virtual teams are becoming increasingly popular in organizations across the United States and the world (D’Souza & Colarelli, 2010; Rusman, van Bruggen, Sloep, & Koper, 2010). These teams vary in size, degree of geographic dispersion, prior shared work experience, nature of assignment, and expectations of a common future (Rusman et al., 2010). Although virtual teams have potential advantages like the removal of physical boundaries, the ability to form new partnerships, and optimization of competencies (Chinowsky & Rojas, 2003), they also introduce many challenges that may not be as prevalent in traditional teams.
The methods of communicating for a virtual team consist of different tools than used by a traditional team because “…awareness of others’ activities is more difficult and requires some degree of technological intervention” (Fussell et.al., 1998, p. 276). A virtual team needs to use alternative tools because it has members working from different geographical areas and possibly at different times. A traditional team meets face to face, whereas a virtual team needs the use of technology to operate and interact efficiently. Teleconferencing, video conferencing, faxing, e-mail, and instant messaging are some of the tools available to a virtual team.
Lipnack, J., & Stamps, J. (1997). Virtual teams: Reaching across space, time, and organizations with technology (p. 262). New York, NY: Wiley.
Human resource management is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. (1)
When planning a new project, how the project will be managed is one of the most important factors. The importance of a managers will determine the success of the project. The success of the project will be determined by how well it is managed. Project management is referred to as the discipline that entails the processes of carefully planning, organizing, controlling, and motivating the organization resources so as to foster and facilitate the achievement of specific established and desired goals and meet the specific criteria of success required in the organization (Larson, 2014). Over the course of this paper I will be discussing and analyzing the importance of project management.