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The historical background of human resource management
The historical background of human resource management
The historical background of human resource management
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In this course, I learned a great deal about Human Resources Development (HRD). I now have a better understanding on the history of human resources development, the different theories and philosophies of HRD, and skills pertaining to analyzing an organization’s human assets and the processes related to human capital development. Human assets are the skills and abilities that employees and other members of an organization add to the organization as a whole. Some human assets are exceptionally valuable. For instance, employees who receive additional education and training in order to improve their repertoire of skills, which can then be contributed to the organization, are strong human assets. Such assets greatly enhance the potential for the organization to function on a proficient level and to advance economically. Human capital development, then, is the progress of employees’ skills and assets that can be contributed to the organization. In order to better develop an organization’s human capital or, in other words, the value of the employees an organization has, it is important for organizations to offer training, specializations, and advancement opportunities to employees. The more valuable the body of employees within an organization, the more profitable an organization can hope to be. It is the responsibility of the human resources department to maximize the potential for human assets and human capital development. Before effective development of human resources can begin, a thorough understanding of the organization must be obtained. I found Brache’s Enterprise Model to be an excellent tool in understanding the construct of an organization and how each component interacts with each other (Swanson & Holton, 2009, p.... ... middle of paper ... ...ources departments must then convey correct assertions to counteract unproductive and harmful beliefs, all while working to provide adequate training geared towards improving an organization’s human capital development. This course provided a very through look at the foundations of Human Resources Development. The knowledge I received greatly enhanced my understanding of the construct of organizations and the developing of human resources capital within an organization. I now feel I can better diagnose the overall health of an organization as well as develop better training. I look forward to applying this practice to help achieve optimal efficiency and effectiveness within organizations I am involved. Works Cited Swanson, R. A., & Holton, E. F. III. (2009). Foundations of human resource development. (2nd ed.). San Francisco, CA: Barrett-Koehler Publishers.
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. 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.
Stewart, Greg L. and Kenneth G. Brown. “Human Resource Management.” Human Resource Management. 2nd Ed. Hoboken, NJ: Wiley, 2010. 590.
Organizations’ other resources can be hired, retained and discarded at any time but human resources needs special treatment. It needs to be carefully hired, deserve an extra effort to retain it and requires training & development to upgrade and improve its capabilities. Other resources depreciate with the passage of time but when the human resource gains more and more experience, it becomes more beneficial for the organizations. These characteristics have brought human resources to be the central element for the success of an organization. (Mohammed, Bhatti, Jariko, and Zehri, 2013, pg. 129, para. 2)
Human resource management and the organizations in which it takes place are facing challenges from a changing environment. Hiring the proper people with the appropriate skills is an essential part of maintaining the workplace. Economic issues which include downsizing, organizational culture, productivity, ethics, demographics, and diversity plays a significant role when redesigning a company 's Human Resource Department. Success in the field of Human Resource requires an update of knowledge continually. Training, certifications, hands-on experience, and tactic knowledge helps to perform a difficult redesigning task with speed and sensitivity. Human Resource actions are comprised of but not limited to equal employment, staffing, compensation, benefits, labor relations, and safety. Ethical issues are
Fisher, C., Schoefeldt, L., & Shaw, J. (1996). Human resource management. (3rd Edition). Princeton, NJ: Houghton Mifflin Company.
Torrington, D. Hall, L. & Taylor, S. (2005) Human Resource Management. Harlow: Financial Times Prentice Hall
M.D. Arnold once said, “A good leader leads the people from above them. A great leader leads the people from within them.” Reading this quote always reminds me of my decision to go into the Human Resource Management and Development field. It reminds me of what being in a leadership role is all about and how the wrong kind of leadership influence can potentially break or corrupt an organization. Ever since I can remember, I have always been the friend who others felt comfortable enough to speak to about their issues. I have always been the student who tries to find different methods to learn. I have always been the employee who makes sure my peers feel comfortable with the work given to them. I have always been a leader.
Torrington, D., Hall, L. and Taylor, S. (2008). Human Resource Management, 7th ed. Prentice Hall.
Human resource is the most valuable and unique asset of an organization. The successful management of an organization’s human resource is an exciting, dynamic and challenging task , especially at a time when the world has become a global village and economies are in a state of flux. The lack of talented resource and the growing expectation of the modern day employee has further increased the difficulty of the human resource function.
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)