Human Resources Management

Paper Summary:

This paper explains that human resources professionals must learn to observe an organization from all perspectives by considering what is effective and what is important to achieving the company's goals as defined in the mission statement. The author points out the potential for conflicts between corporate mission statements and business strategies and the genuine needs and concerns of personnel, especially in the area of compensation. The paper stresses that training involves not merely the imparting of specific job skills to an employee but also making sure the employee understands clearly the company's goals and values. The paper includes several quotations.

From the Paper:

"Workplace behavior must be in accord with the standards of the company in order to be rewarded. The employee who follows proper procedures and conducts himself or herself well with other employees and management will be rewarded with a secure future and an adequately remunerated present. As well, the business skills aspect of the paradigm serves both worker and firm. If an employee knows the acquisition of new and useful skills, or the perfecting of existing one is to be rewarded in a manner that is conducive to his or her needs, he or she will strive to perfect or increase those skills."

Sample of Sources Used:

• "About IBM." IBM.com. (No Date). URL: http://www.ibm.com/ibm/us/.
• Brotherton, Phaedra. "Meyners Pays for Performance: Changing a Compensation System Is a Sensitive Undertaking. Here's How One Firm Handled It." Journal of Accountancy 196.1 (2003): 41+.
• Carlson, Dawn S., Nancy Upton, and Samuel Seaman. "The Impact of Human Resource Practices and Compensation Design on Performance: An Analysis of Family-Owned SMEs." Journal of Small Business Management 44.4 (2006): 531+.
• "Corporate Information: Company Overview." Google.com. (2007. URL: http://www.google.com/corporate/.
• Fox, Renata, and John Fox. Organizational Discourse: A Language-Ideology-Power Perspective. Westport, CT: Praeger, 2004.

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