Abstract The paper states that employees are a company's most valuable asset and organizations constantly develop new strategies to improve their humanresource management. The paper discusses humanresource strategies and confirms that extensive changes are adapted to the requirements of the company. The paper also relates that a new component of the strategichumanresource management is that of helping the employees cope with organizational change. The paper then quotes examples of a certain company's activities with regard to change and concludes with a discussion on the company's strategies.
Outline;
Change in the News
Literature on Change
Proposed Strategy for Change
From the Paper "A new component of the strategic human resource management is that of helping the employees cope with organizational change. This change can occur in numerous forms and can relate to several features of the business operations conducted by the organization. For instance, change occurs when the company undergoes a merger or an acquisition. The leadership of the company is prone to change and employees must be prepared to cope with it. What will this change mean to them? Maybe it will bring about new tasks, new colleagues, new responsibilities or new remuneration systems. Whichever the case, they must be prepared. Also, a change affecting the employees is given by the financial difficulties faced by the organization, when employees might themselves be subjected to repercussions, such as downsizing, delays in getting their salaries or reduced benefits. Finally, change can affect employees in the form of new internal policies which implement new codes of conduct."
Abstract This paper discusses the evolution of strategichumanresource management from the beginnings of the industrial revolution to the changes that are taking place within corporations today. The paper further provides evidence of this evolution, and stipulates what the future of strategichumanresource management will be according to the research.
From the Paper "In the history of business, and non-profit organizations the individual worker was not always an integral part of the developing company. However, it became evident that worker's needs had to be addressed in order for business to function successfully. As time elapsed the concept of corresponding the company's growth to the workers developed because the world finally became aware that in order for company's to be successful, employees had to be made a part of the organizational goals. Strategic human resource management became the blanket term that addressed this partnership between business and the worker. The Beginning The evolution of strategic human resource management began with the emergence of personnel management during the rise of the industrial revolution because there was need to manage thousands of workers within single corporations. "
Abstract This paper states that it is essential that humanresources fund and train personnel and staff to exploit the latest Internet technology to the fullest extent possible because e-governance is becoming one of the major public-sector phenomena of the twenty-first century. The author points out that today's centralized governments are in retreat, as members of the public are savvier and temporal demands are more acute. The paper relates that the utilization of e-governance must be a priority of governments and of strategichumanresources that seek to protect the state from appearing inflexible, unresponsive or even anachronistic. The author emphasizes that the ability of the state to "spin" its own message to suit its own needs is greatly enhanced by e-government. The paper asserts that e-governance affords people the opportunity to engage in online transactions that are much faster than traditional "bricks-and-mortar" transactions. In addition to the sources used by the paper, the paper also includes an annotated bibliography of five more sources.
From the Paper "In a matter related to much of what has been stated above, e-governance allows governments to distribute their message to the masses in a fashion that far exceeds - for speed and convenience, certainly - the manner in which it can be transmitted via other media. Specifically, interactive government web sites can be accessed by members of the public at any time and almost anywhere - as long as an internet hook-up is in place. Because of this, citizens wishing to voice their displeasure (or support) of a government measure do not have endure the tedium of calling into a government ministry or the uncertainty that always seems to accompany penning a letter to government officials and then wondering if it ever arrived. As well, for individuals who are removed from their television sets or who do not have ready access to the local newspaper, an interactive internet site can be a fast way of learning more about something that may very well impact their lives or the lives of others they care about. Finally, because a government web site is not medi
An examination of the importance of strategichumanresource management (HRM) in the improvement of organizational performance and its competitive advantage.
Abstract This paper discusses strategichumanresource management (HRM). The paper first discusses how strategic HRM results in improvements in organizational performance and its competitive advantage. It then discusses the relationship between senior managers and humanresource development (HRD) professionals and the successful integration of HRD into the organization's planning process.
Table of Contents:
Abstract
Introduction
Strategic HRM and Performance (A review)
SHRD Characteristics
Organizational Maturity-HRD roles (An extensive Survey)
Key Issues
Acquisition and Mergers (Strategic Role of HRD)
Repatriates and expatriates (A strategic HR Issue)
Conclusion
From the Paper "Having analyzed the characteristics, and the practical status of HRD in an organization using the survey, let us focus on the chief problems that hinder the development of SHRD. HRD should be able to induce a change in corporate culture, which is only possible if it is part of the strategic thinking body of the organization. (Alan Price, 38,1997) The most important and obvious issue is the lack of strategic partnerships with the consequent lack of strategic maturity of the HRD in organizations. Strategic partnerships between the senior management, line managers, staff and the HRD is thus at the very core of the problem. As discussed earlier mature organizations tend to have strong strategic bonds. Strong strategic partnerships between the different stakeholders within the organization can only be sustained if each of the partners understands the role of the others. Effective boundary management becomes an important issue for the HRD professional. Once these core issues are sorted out HRD could contribute as a proactive, strategic body of the organization. Evaluation of training programs (positive results) is suggested as a way of gaining the confidence of the senior management. Only when HRD closes the 'credibility gap' it will be accepted into the strategic fabric of the organization. (Dilworth and McClernon, 2000)."
Abstract This paper examines and discusses the reasons that strategichumanresources management (SHRM) puts the emphasis firmly on 'resource' rather than 'human'. According to the paper, SHRM is a model that is highly precise, as well as adaptive and interactive.
Outline:
Objective
Introduction
Four Levels of Integration: HR Function & Strategic Management Function
Contingency of 'fit' (alignment)
The Debate: Horizontal v. Vertical Alignment
Behavioral Theory in SHRM
Human Capital?
Capability Management
Summary and Conclusion
From the Paper "Through integration of human resources management (HRM) "into the agency planning process, emphasizing human resources (HR) activities that support broad agency mission goals, and building a strong relationship between (HR) activities that support broad agency mission goals, and building a strong relationship with HR and management, agencies are able to ensure that the management of human resources contributes to mission accomplishment and that managers are held accountable for their HRM decisions." (Ibid) The basic concept of strategic HRM is stated by Mazen and to be that: "Business organizations exist in a competitive environment with scarce resources. Controlling this resource (physical, organizational, information and human) that gives the company the competitive advantage..." (2006) The 'strategic management process' focuses toward analysis of the competitive situation of the organization in developing both the strategic goals as well as the organizational mission and as well the "...external opportunities and threats, and its internal strength and weaknesses to generate alternatives." (Mazen & Kayaly, 2006) 'Strategic human resources management' (SHRM) is "the pattern of planned human resources deployments and activities intended to enable an organization to achieve its goals." (Mazen & Kayaly, 2006) "
Abstract This paper explains that, although humanresource management is not a new field, strategichumanresource management (SHRM) has changed the role of humanresources from being supportive to being a strategic part of the organization.The author points out that the core issues of SHRM are recruiting and hiring new employees, training and education of existing employees, motivating and retaining employees, compensation and benefits, workplace laws and regulations, diversity management, succession planning and finally the challenge in finding just the right combination for the specific company. The paper identifies salient literature relating to each of these factors
Table of Contents:
Introduction
Recruiting and Hiring New Employees
Training and Education of Employee
Motivating the Workforce
Compensation and Benefits
Diversity, Workplace Laws and Regulations
Succession Planning
Conclusion
From the Paper "A periodic evaluation will also help determine if any trends of worker burn out or disillusionment in the employee. When new positions and jobs open up within organizations, managers and supervisors that advertise this position should have a clear expectation of the needs of the position and the long-term viable options that the position will provide to the success of the goals and missions of the organization. Training is also needed to ensure that new workers are not overwhelmed by the task expected of them."
A study of the constantly changing global business environment and how effective humanresource planning enables organizations to achieve their strategic objectives.
Abstract This paper critically evaluates the effects of technology and strategichumanresource planning on the development of business enterprise in the turbulent global environment. It examines the effects of changes in humanresource planning on the business environment and compares experiences within the United States and developing countries.
From the Paper "Today more than ever, organizations must capitalize on a changing business environment, improve profitability and overall productivity, formulate and implement a planning process and make better strategic decisions. Perhaps the most striking change in Human Resource Management today is its increased involvement in human resource planning, while developing and implementing the company's strategy (the company's long-term plan for how it will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage ). The concept of human resource planning takes an added significance, therefore, in firms that build their competitive advantage around their people. However, there are several basic trends, which pose a threat to the accuracy and validity of human resource planning predictions, and which prove to be important factors in determining the strategic direction of most firms today. The most obvious of these trends is the globalization of markets. Firms in days gone by, that competed only with local firms, now face competition from foreign firms. As one expert puts it, ?The bottom line is that the growing integration of the world economy into a single, huge market place is increasing the intensity of competition in a wide range of manufacturing and service industries.? Deregulation has reinforced this trend, as nations eliminate the legal barriers that protected industries from unbridled competition. More globalization means more competition and more competition means more pressures to improve the quality of the business sector ? that is; lowering costs to make employers more productive, and to find new ways of achieving cost-effectiveness while creating an avenue for doing things in better and more dynamic ways. Similarly, the Internet and Information Technology have been forcing and enabling firms to become more competitive. Technology is doing more than merely reducing costs and opening up new ways to compete; it also changes the nature of work and creates brand new kinds of jobs. Technology, however, is not the only trend driving the changes in the business environment, as workforce demographics are also changing. Of note, the workforce is becoming more diverse, as women, minority group members and older workers enter the workforce. Today, it is the firm's workforce ? that is, its knowledge, commitment, skills and training, that provides the competitive advantage, for World Class Companies, like Microsoft, Sony, AOL, and General Electrics (GE). For this purpose, increased attention has been given to the Human Resource Planning process: from the input stage, through analysis, forecasting, and implementation to evaluation and redesign of the Human Resource Plan."
Abstract This paper is a case study using the Internal Revenue Service, or the IRS, to showcase strategichumanresource management. The paper relates the background of the IRS and provides a description of the organization including its hierarchical structure, culture and types of employees. The paper also analyzes the primary issues of IRS' humanresource management that have been acknowledged to have brought about a reduction in productivity. In addition, the paper discusses the sound principles of strategichumanresources and examines how these theories and concepts, when applied effectively, can improve organizational capacity and productivity. Figures are included with the paper.
Outline:
Introduction
The Internal Revenue Service
Primary Issues of IRS HR Management
Analysis
Summary & Conclusion
From the Paper "Identified as primary issues relating to the Human Resources function of the Internal Revenue Service are the issues of: (1) budget constraints; and (2) technology issues. Technology issues and budget restraints are related in that the perceived usefulness of what is available to the Internal Revenue Service employees is not being manipulated by the employees or the organization in order to derive the most in terms of benefits of those applications. As noted in the beginning of this study, the organization of the Internal Revenue Service (IRS) has failed to integrate the 'Integrated Financial System' (IFS) with the tax processing system of the IRS who has also failed in mitigating the weaknesses in its internal control, which are of a material nature."
Abstract This paper takes a look at how the new level of "global interconnectedness" has affected the role strategichumanresources' planning has traditionally held in the development of the business enterprise. This paper will discuss the manner in which information technology currently affects the humanresources departments of various businesses, toward the accomplishment of their respective long-term strategic objectives.
Outline:
Introduction
The Internet
Employee Training through Technology
Conducting Business Online
Computer Assisted Manufacturing
Conclusion
From the Paper "In the past few years, the competition among companies that manufacture goods through assembly plants has dramatically increased. As a result, companies have begun to introduce computer-assisted manufacturing processes into their assembly plants as a method of improving product quality. Unfortunately, this new technology is likely to result in the substantial modification of jobs, as employees will be required to learn statistical process-control techniques. This new technology and the push for higher quality products will require employees to attend new types of training, and it is predicted that over 50 percent of the employees affected by such changes have been out of school for at a decade. As a result, human resources and employers must opt for new methods of training to adequately prepare employees for the technological changes. As demonstrated by companies such as Kraft and Sony, computer-assisted manufacturing ultimately turn a company into a multi-million dollar success, at the cost of modifying employee's positions. The U.S. Census Bureau defines manufacturing as the mechanical, physical, or chemical transformation of materials and substances into new products (U.S. Census Bureau, 1997). Technological change and it's impact on the work force have become a focus of attention in both the United States and internationally. These innovations include advanced communication systems, robots, computer-assisted design and computer-assisted manufacturing."
Abstract This paper explains that the role of the humanresource manager has changed greatly over the past decades, and the role is no longer controlling the minor details of the work force, but rather seeing what are the best methods to get maximum cooperation and motivation from the workers. The writer examines different humanresource methods that fall under the practice of SHRM, explaining its benefits.
From the Paper "Strategic human resource management or SHRM has been defined as the pattern of planned human resource deployments and activities aimed at the attainment of organizational goals (Wright 1992). It is a macro approach to viewing the function of human resource management in the larger organization and, in this respect, differentiates it from traditional human resource management or HRM. It is woven around a short-term focus on business needs, called strategy, and described as "a set of processes and activities jointly shared by human resources and line managers in solving people-related business problems." It links human resource management to that strategy and emphasizes the coordination among these practices. But owing to the applied nature of SHRM, it lacks a theoretical foundation necessary in predicting and understanding the impact of human resource practices on the functions of the organization (Wright). Experts assume that particular institutional processes may shape HR practices: those imposed or coerced by governments or companies upon acquired subsidiaries; authorized or legitimized practices by an organization seeking the approval of a regulating entity, as in the case of hospitals and colleges seeking accreditation from external agencies; practices that conditions of reward from outside agents elicit; practices that evolve or are acquired by one organization from other organizations so as to appear legitimate or up-to-date; and practices that become institutionalized through the adoption of other practices at the start of operations (Wright)."
Abstract This paper will discuss the concept of strategichumanresource management (SHRM) and will explain its relationship with humanresource planning, employment relations, recruitment and selection, and diversity management. The DECO case study will then be evaluated in the light of SHRM principles and recommendations will be made for any necessary changes.
Abstract This work proposes research in order to answer specific questions related to humanresource (HR) management strategy that affects worker efficiency within the organization. Different organizations are finding different technology solutions to be effective with variations in systems used for efficiency. This work reviews some of those systems in use and will compares and contrasts the systems and their various applications. The researcher holds that while technology has enabled workers to work from remote locations such as homes or businesses however, there has not been a utilization of this very fertile field of talent by HR managers or in other words there is a disconnect between HR management and utilization of tele-workers in promotion of worker efficiency.
Outline:
Objective
Introduction
Literature Review
Methodology
Findings of the Study
Recommendations of the Study
From the Paper "Research has shown that: "Human resources (HR) departments play a critical role in contributing to the overall productivity and strength of an organization." (E-HR: Increasing Human Resources Efficiency with a Proven Portal Solution, 2006) In fact, it has been noted by the Oracle Corporation that efficiency in the organization "begins at the point of impact -where a worker performs a job." (Incorporating Human Capital Management Strategies for an Effective Workforce, 2006) Management of the human capital within an organization is one specific strategy, which empowers workers and leads to efficiency and productivity among workers in the organization. Today's business world is characterized by technological applications that streamline work resulting in worker efficiency. There are various solutions offered by various vendors for Human Resource strategic management to promote worker efficiency. Oftentimes the employee as well as the Human Resources personnel are entrapped in lengthy meetings filling out paperwork and going over options concerning worker insurance and benefits as well as reviewing vacation and sick leave accrual. The implementation of a HR management system has been found 'key' by Oracle for efficiency of workers, an important finding that this study will review in Chapter Two of the Literature Review in this work. Study findings reviewed also show that there is a great reluctancy on the part of Human Resources management to top the fertile field of talent represented by tele-workers. This work proposes research in order to answer specific questions related to HR Management Strategy that affects worker efficiency within the organization. Different organizations are finding different technology solutions to be effective with variations in systems used for efficiency. This work will review some of those systems in use and will compare and contrast the systems and their various applications."
Abstract This case study discusses the process of organizational change in a bank. The paper describes the specific steps taken in order to manage this change. Two types of change are described and detailed, and the role of humanresources in managing the change highlighted. Specific HR strategies are explored such as knowledge management, resourcing, learning and developing and reward and recognition.
From the Paper "Recruitment and selection: The Bank promotes selection at all levels, uses psychological tests and other procedures in order to attract an retain the most qualified people. In other words, the strategy is characterized by "sophisticated recruiting at all levels" (Miles and Snow 1984 cited in Ahmed, Ullah & Uddin, 2006). It has been acknowledged that companies pursuing a differentiation strategy (as it is the case with Macquarie Bank as well) "emphasize on innovation, which requires a high degree of creative behavior, a greater degree of risk taking and a high tolerance of ambiguity and unpredictability" (Ahmed, Ullah & Uddin, 2006, p. 23). Under such circumstances external sources of recruiting will always remain important. On executive positions recruiting from the inside is recommended. On entry level positions fresh graduates are recruited. Interview, psychological testing and written tests are followed by a 4 weeks induction period after which a performance appraisal follows."
Abstract This paper examines the humanresource criteria for the proposed federal agency, The Homeland Security Department. It looks at the history and characteristics of the merit system, as well as considers the political environment and the history of the debate and the Civil Service Reform Act of 1978.
Table of Contents
1. Introduction
2. History of The Merit System
3. Characteristics of the Merit System
4. Merit System Reform HumanResources and the Homeland Security Department
5. Reactions to the Homeland Security Department
6. Bibliography
From the Paper "Debate is currently underway in response to a proposed bill calling for the creation of the Homeland Security Department. This department is designed to integrate the various federal agencies that contribute to national security. One cause of debate is the human resource implications of the new system. This system asks for a flexible approach to human resources, but as will be seen, this is not a new concept. Human resources in the public service has been an issue for decades, yet for the last century the public service has been based on a system known as the ?merit system.? "
Abstract This paper outlines the importance of a close relationship between CEOs and humanresources managers. The paper examines how HR departments contribute to the well-being of a company's corporate objectives and the consequences of discouraging this sort of relationship as well as HR strategies which can serve the organization in ways that may be only dimly perceived by business decision-makers. Finally, the paper devotes time to assessing the optimal career path for aspiring HR professionals eager to involve themselves in the decision-making of the corporation for which they work.
From the Paper " There can be little doubt that effective human resources management is critical to the successful implementation of organizational strategy. With this in mind, the following paper will examine the "business case" for having a Human Resources Director report directly to the Chief Executive Officer of the Organization. Of especial note, the paper will look at the key competencies (business and otherwise) an HR director must have if he or she is to achieve success at this organizational level. Beyond that, the paper will explore the relationship between HR strategies and business strategies and list three examples of specific HR strategies that will permit an organization to achieve its macro-level objectives. From there the paper will assess the consequences of not having HR report to the CEO and answer the question of to whom HR executives most commonly report within mid and large-sized corporations."
