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Emerging issues and challenges for human resource managers
The dimensions of the strategic management of human resources
The dimensions of the strategic management of human resources
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Chapter 4 Case - Integrating Strategy and Human Resource Management
1. Based on these descriptions of the experience of People’s Bank, Ingersoll-Rand, and Maid Bess, what is the unifying theme of the role played by human resource management?
To begin with, human resource management is the process of hiring and training employees so that employees become more knowledgeable of their job tasks, and more valuable to the company. Hiring and training employees, managing payroll, performing job analyses, assessing performance, and communicating with employers and employees are all part of human resource management (Heathfield, 2013). Human resource management is important because it provides competitive advantages and helps to create workplace policies so that employees understand the rules and regulations, so that employees will understand what is expected of them (Greer, 2001, p. 122).
In addition, the unifying theme of the role played by human resource management includes providing solutions that improve workplace conditions by integrating strategies and human resource management in organizations such as implementing programs and purchasing new technology for the organization. For instance, People’s Bank which is a financial service company, changed its strategy to one directed toward markets known as a market orientation (Greer, 2001). The market orientation works in this way, products are developed based on the market demands. Due to these changes, People’s Bank expanded its financial service company which resulted in the establishment of 139 branches, and making banking services and stock trading available online (Greer, 2001, pp. 156-157). The significant changes led to a new organizational structure, and “HRM planning was...
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...hemi, 2011).
Works Cited
BusinessDictionary.com. (2013). Regional Bank. Retrieved from BusinessDictionary.com: http://www.businessdictionary.com/definition/regional-bank.html
Crouse, P., Doyle, W., & Young , J. D. (2011, February). Trends, roles, and competencies in human resource management practice: A perspective from practitioners in Halifax, Canada.
Greer, C. R. (2001). Strategic Human Resource Management. Upper Saddle River: Prentice-Hall Inc.
Heathfield, S. M. (2013). What Is Human Resource Management? Retrieved from About.com.: http://humanresources.about.com/od/glossaryh/f/hr_management.htm
Kahreh, M. S., Ahmadi, H., & Hashemi, A. (2011). Achieving competitive advantage through empowering employees: An empirical study. Far East Research Centre, 1-12.
Myrtle, R. C. (n.d.). Emerging trends in Human Resources Management. University of Southern California.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
HRM in any company is a weighty issue that needs much attention where business performance is linked to a HR strategy (Caldwell 2008; Ulrich et al. 2008). In the recent past, competition has become stiff, such that organizations need to come up with other means to compete in the extremely dynamic market world. Thus, companies have shifted their emphasis to Strategic Human Resource Management (SHRM) where they enhance and empower their personnel in order to increase the productivity and the services offered into the market (Mello 2006). This goes against the traditional ways of increasing the means of competition where organizations place emphasis on tangible resources. In the past, organizations competed in terms of machinery and acquisitions. This has changed greatly due to the changing customer tastes and the diversity of the market in the present (Delery & Doty 1996; Lengnick-Hall et al. 2009).
Fisher, C., Schoefeldt, L., & Shaw, J. (1996). Human resource management. (3rd Edition). Princeton, NJ: Houghton Mifflin Company.
...an approach of partnership is critical for organizations that want to gain competitive advantages. Butler, Ferris & Napier (1991) state this as, “the more management believes that HRM contributes to corporate success, the more its role will be integrated into the firm’s strategic planning process.” (as cited by Rose & Kumar, 2006, pg. 3). Additionally, organizations that apply energy and resources to HRD benefit from an increase in human capital. López-Cabrales, Real & Valle (2011) state the benefits of building human capital as, “If the company adopts appropriate procedures of personnel management, human capital can be orientated to the achievement of sustainable competitive advantages” (pg. 5).
Torrington, D. Hall, L. & Taylor, S. (2005) Human Resource Management. Harlow: Financial Times Prentice Hall
Human resource management (HRM) encompasses the activities of acquiring, maintaining, and developing the organization's employees (human resources). "The traditional view of these activities focuses on planning for staffing needs, recruiting and selecting of employees, orienting and training staff, appraising their performance, providing compensations and benefits, and making their career movement and development." HRM involves two aspects:...
However you define the activities of management, and whatever the organisational processes are, an essential part of the process of management is that proper attention be given to the Human Resource function. The human element provides a major part in the overall success of the organisation. Therefore there must be an effective human resource function. In the past, most organisations viewed Human Resource Management (HRM) as an element function, that is an activity that is supportive of the task functions and does not normally have any accountability for the performance of a specific end task. Because of the emphasis on analysis and precision there is a tendency for strategists to concentrate on economic data and ignore the way in which human elements and values can influence the implementation of a strategy. 'Economic analysis of strategy fails to recognise the complex role which people play in the evolution of strategy - strategy is also a product of what people want an organisation to do or what they feel the organisation should be like.?(1).
According to our textbook Human Resource Management (HRM) is the policies, practices, and systems that influence employees’ behavior, attitudes, and performance. “The human resources management process involves planning for, attracting, developing, and retaining employees as the HRM planning provides the rights kinds of people, in the right quantity, with the right skills, at the right time (Lussier, 2012, p. 240).” According to our textbook the typical responsibilities of the Human Resources department fall into three categories, and they are administrative services and transaction, which handle hiring employees. The second involves business partner services that focus on attracting, evolving, retaining employees by having a clear understanding
The main purpose of Human Resource Management is to increase the effectiveness and contribution of employee’s attainment of organizational goals and objective (Youssef, C.). Many areas of HRM have been discussed in this course. Those areas are EEO and Affirmative action, Human resource planning, recruitment, and selection, Human resource development, compensation and benefits, safety and health, and employee and labor relations. All these categories have an impact on how an organization is managed. Although there are many things that impact a business, the most important thing about managing a business is selecting the right people to help the company succeed.
Human Resource Management (HRM) can be defined as “the set of programs, functions, and activities designed and performed in order to capitalize on both employee as well as organizational effectiveness. It is a management function that helps organization in recruiting, selecting, and training, developing and managing
Lewis, Clive (2007) Human resource management international digest. Bradford: 2007. Vol 15, Iss.4: pg. 3.
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)
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.
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)
Human Resource Management is the title given to define formal systems arranged for the management of people within a company. There are many responsibilities of a human resource manager. These responsibilities usually fall into three major areas: employee compensation, staffing and defining and/or designing work. The purpose of Human Resource Management is to maximize the capacity of a company by bettering its employees. This is unlikely to change in the future even though the pace of business is always changing . Edward L. Gubman said in the Journal of Business Strategy, "the basic mission of human resources will always be to acquire, develop, and retain talent; align the workforce with the business; and be an excellent contributor to the business. Those three challenges will never change."