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Human resources management role in healthcare
Human resources management roles and responsibilities
Human resources management roles and responsibilities
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The Human Resource Function of a Retail Store Human resource manager’s role from the Human Resource Manager’s viewpoint is one that can be looked at from different angles. The different angles changes in a daily basis based on the challenges that the human resource manager faces. However the main responsibility of the HR manager is to recruit or hire potential employees who can fill positions in the organization, and ones that are qualified to perform the specific duties. It is also in line of the duties and responsibilities of the HR manager to train and develop employees so that they can be successful in their careers. Another responsibility of a HR manager is to conduct and facilitate performance appraisals so that employees can be kept informed on how well they are doing, and some of the areas that need to improve on. A HR manager should be strong and firm in enforcing the policies of the company they are in charge of (Raj, Nelson & Rao, 2006). They should answer to any questions that arise in regard to wages as well as benefits offered by the organization. The manager should also assist in disciplinary actions or decisions regarding firing of employees who are found to not be in line with the values of the company. There are many things that are involved in building a successful strategy for a retail store. The primary area to consider is to recruit, hire and train employees that the HR will need to consider. Getting the correct set of people is fundamental for the current as well as future success of the company. The next thing is to coordinate the working schedules so that they can be able to incorporate the newly hired members of the workforce. It is also important to come up with a plan to evaluate the performance ... ... middle of paper ... ...ge role in customer attraction and ultimate retention (Kadlub, 2009). Due to the competition at the moment in the retail industry, it is also important for the HR to come up with a customer loyalty program where customers can be offered discounts, loyalty cards, gifts among other things to retain them to the retail store. References Griffin, R.W. and Moorehead, G. (2010). Organizational Behavior: Managing People and Organizations (9th Ed.). Mason, OH. South-Western, Cengage Learning. Kadlub, L. (2009). A Little Fun Improves Performance. Northern Colorado Business Report. Retrieved from http://www.ncbr.com/article.asp?id=99789 Raj, J., Nelson, J., & Rao, K. S. P. (2006). Behavior Modification. A Study on the Effects of Some Reinforces to Improve Performance of Employees in a Retail Industry, 30(6), 844-866. doi:10.1177/014 5445506273222
McShane, S.L., Olekalns, M. & Travaglione, A. 2013, Organizational Behavior: Emerging Knowledge, Global Insights 4th ed., McGraw-Hill, Sydney.
Strategic human resource management involves the development of consistent and aligned practices, programs, and policies geared toward the achievement of an organization’s strategic objectives. It requires human resources (HR) managers to abandon the standard personnel management mindset and focus instead on strategic issues. These programs must be integrated into a larger framework that facilitates the organization’s overall mission and objectives (Mello, 2015). Nordstrom considers customer service to be at the core of the company’s culture (Spector & McCarthy, 2012) and sales is their service.
Kinicki, A., and Fugate, M. Organizational Behavior: Key Concepts, Skills, & Best Practices (5th Edition). McGraw-Hill. ISBN-10: 0078137209/ISBN-13: 978-0078137204, 79-124, 2011.
Robbins , Stephen P. and Judge, Timothy, A. Organizational Behavior. Upper Saddle River, New Jersey. Prentice Hall. Pearson Custom Publishing. 2008 Print
Robbins, S. P., & Judge, T. A. (2007). Organizational Behavior (12th ed.). Upper Saddle River, New Jersey, United States of America: Pearson Prentise Hall.
Robbins, S.P. & Judge, T.A. (2009). Organizational Behavior. Upper Saddle River, NJ: Pearson Education, Inc.
Kreitner, R., & Kinicki, A., (2004). Organizational Behavior (6th ed.). New York: McGraw- Hill/Irwin. pp. 406- 441.
Kinicki, A., & Kreitner, R. (2009). Organizational behavior: Key concepts, skills and best practices (customized 4th ed.). New York, NY: McGraw-Hill Irwin.
McShane, Steven L.; Von-Glinow, Mary Ann: Organizational Behavior 6th Ed. Copyright 2013. McGraw-Hill Irwin. New York, NY.
McShane, S.L. and Von Glinow, M. A. (2009). Organizational Behavior: Emerging knowledge and practice for the real world. McGraw-Hill.
Ivancevich, J., Konopaske, R. & Matteson, M. (2011). Organizational Behavior and Management. NewYork, NY: McGraw Hill.
Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14 ed.). Upper Saddle River, NJ: Pearson.
Human resources are the function within a company’s organization that monitors the availability of qualified workers. They recruits and screens applicants for jobs help select qualified employees. Some of those roles are focusing on recruitment, employee performance management benefits, compensation, training and retention in an organization. All this is the human resources manager needs to provide a high return on the company’s investment in its people. A human resources manager also deals with the employee relations, resource planning and administrative personal functions. They also deal with hiring, firing, training and other personal issues. A human resources manager also deals with safety, employee motivation, communication and all the administrative stuff. A human resources manager is one of the most important jobs in any health care organization.
George, J.M. & Jones, G. R.(2005). Understanding and managing organizational behavior (4th ed.). Boston, MA: Pearson Custom Publishing.
A human resource manager needs to plan ahead and know what is going on. in and outside the company labour market. He needs to be aware of the past, present and future trends of employment in a particular area. of the specialisation of the. He needs to know if there are available skills needed or if there are few people with the type of skills needed by the company.