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CEOs and Human Resources, 2004.
A research proposal regarding the relationship between CEOs and human resources in a bid to maximize production and profits.
5,950 words (approx. 23.8 pages), 13 sources, APA, $ 141.95
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Abstract
One of the most important and basic areas of organizational essentials is that of the relationship and compatibility between the conceptual perspectives and ideologies of the CEO and the collective platform of human resources; this is typically the most critical factor in regard to determining the productivity inherent to any particular firm. This paper presents a comprehensive research proposal, which ultimately concludes that motivation and hygiene are the most crucial components in regard to determining the degree of influence that the CEO yields over his or her staff members.
Paper Outline
Part I: Introduction, Purpose and Organization
Introduction
Thesis
The Purpose of the Study
The Scope of the Study
Limitations of the Study
General Background Information; Contemporaneous Organizational Socio- Psychology
The Voluntary Sector
The Motivation Factor
Part II: Theory
Analysis of the Methodological Characteristics of the Study
Part II: Data and Measurement
The Relevance of Two Opposing Psychological Tendencies
The Instrumentality of the Two Theories, X and Y
Employee Satisfaction and its Quantitative Standards
The Hierarchy of Needs & its Motivational Relevance
Part III: Data and Measurement
Part IV: Methods and Measurements
Part V: Results and Normative Paradigms
Part VI: Summary, Conclusions and Paradigm Overviews and Alternatives
References
From the Paper
"John J. Morse and Jay W. Lorsch, within their study, Beyond Theory Y, 2000, take into consideration the relevance of the psychologies of employees to the intrinsic rate of organizational productivity. They assertively decree the existence of a Theory Y, that upholds and lends to the worker?s naturally inherent interest in the mode of work (s) that he or she is expected to perform. The employee prefers to be self- directed and seeks responsibility. The worker is ready to solve business problems. On the other hand, there is also the acknowledgement of a Theory X, which assumes that people naturally dislike work and subsequently, that they have to be coerced, controlled and directed toward the particularly necessary organizational goals."
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Human Resources - Cost to ROI, 2005.
Position paper on Human Resources Metrics.
1,150 words (approx. 4.6 pages), 3 sources, APA, $ 39.95
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Abstract
This is a position paper on Human Resources Metrics. It argues for return on investment (ROI) rather than cost as the appropriate measure of human resources operations at a firm, and recommends establishment of a Vice President for Human Resources, reporting directly to the CEO.
From the Paper
" The human resources operations of firms are often regarded simply a sa cost of doing business. It is increasingly being recognized however that as human ..."
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Human Resource Issues, 2002.
A look at human resource issues as they pertain to CEOs and upper management.
2,900 words (approx. 11.6 pages), 5 sources, $ 106.95
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Abstract
This paper examines the issues of leadership and human resources management in the general context of a corporate environment. The author examines the leadership styles of Jack Welch, Donald Rumsfeld, and Attila the Hun, and compares their approaches and techniques.
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Traits and Experiences of CEO's as Predictors of CEO Selection, 2002.
A literature review on the characteristics of CEOs and whether these are an indicator of their future occupation.
2,875 words (approx. 11.5 pages), 18 sources, MLA, $ 85.95
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Abstract
This paper examines literature relevant to the traits and experiences of CEOs with a view toward identifying factors that may be useful in predicting the potential of an individual to be selected to assume the responsibilities of a CEO. More specifically, the following research question is investigated: Do CEOs have common traits or experiences that can predict their selection for the position of CEO?
The literature reviewed focuses primarily on the traits and experiences of CEOs of major corporations and on the traits and experiences used by major corporations in the selection of individuals for CEO appointments.
From the Paper
"Pasternack, Van Nuys, and Perkins (1998) identified four behaviors that lead to CEO success. First, a successful CEO acts promptly once a problem has been identified and its character diagnosed. Equally important to CEO success, in this regard, is that a CEO should not act in a precipitous manner. Second, subordinate managers who do not actively support a CEO?s program should be replaced quickly. Third, a CEO should prioritize her or his time and adhere to the policy thus established. Fourth, a successful CEO quickly establishes strong relationships with members of the firm?s board of directors.
Paul de Benedictis (2000), Vice-President at Christian & Timbers, an executive search firm, holds that: ?Executives are hired on technical traits and are usually fired because of the wrong combination of human characteristics, or ?soft traits.? The essential elements of these ?soft traits? include honesty and integrity, intellectual capacity, intensity, leadership and passion? (pp. 1-3)."
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Human Resources as a Strategic Partner, 2006.
A discussion regarding the necessity and influence of a good relationship between the CEO and human resource managers.
1,125 words (approx. 4.5 pages), 5 sources, $ 44.95
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Abstract
This paper outlines the importance of a close relationship between CEOs and human resources 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."
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Selection of CEOs, 2002.
An examination of whether or not CEOs have common traits or experiences that can predict their selection for the position of CEO.
2,700 words (approx. 10.8 pages), 21 sources, $ 95.95
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Abstract
Examines whether or not CEOs have common traits or experiences that can predict their selection for the position of CEO. Discusses process of selection. Identifies traits & key leadership behaviors of successful CEOs; characteristics & experiences of serving CEOs in major corporations. 3 Exhibits. Annotated Bibliography.
From the Paper
"Traits and Experiences of CEOs as Predictors of CEO Selection
Introduction
The importance of a firm's chief operating officer (CEO) to the firm's performance and market value has long been recognized. The dynamism of the evolving global economy has simply accentuated the significance of the CEO's role in the organization (Walman & Yammarino, 1999).
Because of the importance of the CEO to a firm's organizational performance and market value, the process of selecting individuals for appointment as CEOs has been studied extensively, and, at times, such studies have produced conflicting results (Horton, 1996). The addition of the growth of Internet-based firms has added to the complexity of determining the best fit of the traits and experiences of a..."
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Managing a Human Resources Department, 2007.
An analysis of the effective management of a human resources department.
3,876 words (approx. 15.5 pages), 17 sources, MLA, $ 106.95
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Abstract
This paper discusses how the human resource assets of the company are intended to be managed, including the human resource department staff and the senior line managers. It is written from the point of view of the director of the human resource department. The paper discusses strategic human resource management, human resources planning, job analysis, compensation system design, equal employment opportunities, human resources development initiatives, recruiting and benefits administration.
Table of Contents:
Review and Discussion
Strategic HRM
Human Resources Planning
Job Analysis
Compensation System Design
Equal Employment Opportunities
Human Resources Development Initiatives
Recruiting and Benefits Administration
Conclusion
From the Paper
" While the experts may not agree on the best approach, everyone agrees that it costs a lot of money to successfully recruit and train any new hire just as it costs less to keep an existing customer than it costs to find new ones; therefore, to the extent that this HR function is managed effectively is the extent to which the company will realize some important cost savings as well as improve its employee turnover, absenteeism rate as well as the costs associated with further recruiting and training requirements. Likewise, benefits administration, as a component of the overall compensation system design, must become more cost effective. Many companies have realized significant cost savings by outsourcing their benefits administration function, and at the risk of losing valuable corporate "turf," it is the incumbent's recommendation that our company also outsource this function."
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The Pacific Northwest and Its Resources, 2005.
A discussion of the impact that natural resources had on determining the demography of the Pacific Northwest.
1,244 words (approx. 5.0 pages), 3 sources, MLA, $ 42.95
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Abstract
This paper discusses the role natural resources played in the peopling of the Pacific Northwest, including the natural resources that became commodities and how the commercialization of those resources affected interactions between various groups. It looks at what impact the exploitation of natural resources had on the region's environment. The Pacific Northwest is a diverse area full of natural resources that helped it grow and prosper as the population moved west. The writer concludes that many of these resources have been exploited for years at the expense of the area and its people.
From the Paper
"Comprising the areas of Oregon, Washington, Idaho, Montana, and Canada's British Columbia, the Pacific Northwest is an area known primarily for its natural resources and relationship to the environment. The area is primarily broken into two parts by the ridge of the Cascade Mountains. To the west lies the humid and lush western coast, and to the east lies the drier, arid eastern plains. These environmental areas can be broken down into smaller, more detailed regions that relate to their own specific resources. One Northwest historian notes, "Principal resources include: soils, grasslands, minerals, fisheries, water for power and irrigation, forests, wildlife, and scenic attractions" (Freeman and Martin 119). From the explorations of Lewis and Clark to the first trappers who visited the area, it was quite clear it was an area rich in resources and wildlife, and abundant potential."
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Scarcity of Natural Resources and Future Conflict, 2001.
An in depth look at the potential of future conflict over the scarcity of natural resources. A look at conflict over the scarcity of natural resources. The author investigates the conflict over: the degradation of fossil fuels, forests and agricultural la
1,805 words (approx. 7.2 pages), 7 sources, $ 58.95
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Abstract
A look at conflict over the scarcity of natural resources. The author investigates the conflict over: the degradation of fossil fuels, forests and agricultural land as well as pollution of fresh water and depletion of fisheries. The author argues that scarcity of these will lead to environmental stress and increased economic deprivation leading to social turmoil and conflict, both inter and intra-state.
From the Paper
"The debate over whether environmental scarcity is a crucial factor in conflict and therefore worth paying close attention to in what is perceived as a world of diminishing resources is contentious. In many respects it seems logical to conclude that since so many wars in history have had economic causes then something like the scarcity of natural resources would in all likelihood be a source of conflict in the 21st Century."
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Nigerian Natural Resources: Blessing or Curse?, 2007.
Questions whether natural resources are a blessing or a curse in the development process of a country, using Nigeria as a case study.
9,950 words (approx. 39.8 pages), 28 sources, APA, $ 201.95
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Abstract
The concept that countries that are endowed with natural resources such as oil, natural gas, and gold should exploit them to promote economic growth and development has long been recognized as one of the fundamental principles of development economics. The principle of comparative advantage also maintains that countries should exploit those factors that they hold in greatest abundance. The revenues that are generated by natural resources can be used to assist in the promotion of economic growth in this view, which will then allow the economy to diversify and produce the kinds of higher value-added goods that are necessary to further accelerate economic development. The resource curse theory. This study provides a comprehensive analysis of peer-reviewed and scholarly literature to determine the relationship between economic growth and human capital, and what current theories and models provide insights into this process. A case study of Nigerian underdevelopment is presented to determine how, in spite of abundant natural resources, the country has failed to fully realize the potential of many of its natural resources. Further, research on the role of western nations in conflicts in Africa as an indirect factor for the mismanagement of natural resources in Africa is also provided. A summary of the research, salient conclusions and timely recommendations are presented in the concluding chapter. The paper includes tables and graphs.
Table of Contents:
Chapter 1
Introduction
Statement of the Problem
Purpose of Study
Importance of Study
Scope of Study
Rationale of Study
Overview of Study
Chapter 2
Review of Related Literature
Chapter 3
Methodology
Description of the Study Approach
Data-gathering Method and Database of Study
Chapter 4
Data Analysis
Chapter 5
Summary, Conclusions and Recommendations
From the Paper
"While petroleum products are a relative newcomer to Nigeria's "resource curse" mix, coal and tin have been mined in the country since the early colonial period; however, coal production decreased following World War II, as a consequence of the redirection of resources to the potentially more lucrative oil industry. Nevertheless, substantial coal reserves of varying quality remain throughout Nigeria's south-central states (see map at Appendix B) in a strip of country that stretches from Benin to Cameroon. Furthermore, columbite and tin can be found in the Jos Plateau and there are iron-ore deposits in the Lokoja area (situated close to the Ajaokuta steel complex in the lower Niger valley)."
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Human Resources Comparison, 2006.
Compares the different styles of two human resources consulting firms -'McKinsey and Company' and 'The Boston Consulting Group'.
4,411 words (approx. 17.6 pages), 7 sources, MLA, $ 115.95
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Abstract
Although there are over 144,500 human resource consulting firms throughout the world, none give a better contrast of style of their approach to the solutions of problems in the area of human resources than 'McKinsey and Company' compared to 'The Boston Consulting Group.' The paper shows that, in the case of the former, 'McKinsey and Company' uses a network of eighty offices located in forty countries. On the other hand, The 'Boston Consulting Group' utilizes a central office concept and the vastness of the technological tools at their disposal to accomplish their similar goals. The paper shows that, moreover, the solutions sought in relationship to human resources problems by both firms are strikingly similar; however, their approach to the solutions sought is quite different. By providing an understanding of the functioning of these two enterprises, the paper observes the vast array of workable solutions to problems concerning human resources.
Paper Outline:
Thesis Statement
Corporate Strategy of 'McKinsey and Company'
'The Boston Consulting Group'
Contrasting and Comparing of the Overall Strategies
The Daimler-Chrysler Human Resource Challenge
The General Motors Europe Human Resources Situation
Conclusion
Bibliography
From the Paper
"In addition, the Boston Consulting Group works closely with clients to convert insights into strategies whose implementation shall have a substantial positive impact on performance of the client. Moreover, the Boston Consulting Group consistently attempts to deliver influence aiming for earning the trust that is the foundation of lasting relationships. Furthermore, these relationships serve as a platform for still deeper insights and more significant impact for the client.
The Boston Consulting Group aspires to achieve these goals with individuals as well as with organizations. They seek to inspire enterprising and imaginative people - at their clients and within their staff - with unparalleled opportunities for professional and personal growth, thus hoping to establish a lifelong bond with these persons."
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Human Resources Strategy, 2008.
This paper looks at the importance of human resources strategy and different relevant options available.
1,945 words (approx. 7.8 pages), 5 sources, APA, $ 61.95
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Abstract
In this article, the writer examines the importance of the human resources strategy and looks at the necessary steps to formulate such a strategy. The writer then discusses human resources (HR) strategy, how to align the HR strategy to the business strategy and why and how best to do this. Furthermore, the writer describes the need for scanning the environment, the challenges in doing so and also the environmental factors that impact an organization. In addition, the writer discusses the different aspects of HR planning that encompass job analysis, forecasting, demand for human resources in an organization and the internal and external labor supply in the same organization. Finally the writer looks at the strategic options available to meet the necessary shortages or excesses in the workforce. The aspects discussed in this section are downsizing and restructuring, mergers and acquisitions, outsourcing and strategic international human resources management.
Outline:
Abstract
Introduction
Importance of HR Strategy
Aligning HR with business Strategy
Environment Scanning
Evaluation of HR programs and policies
HR Planning
Job Analysis
Forecasting
Human Resources Demand
Labor Supply
Strategic Options
Downsizing & Restructuring
Mergers & Acquisitions
Outsourcing
Strategic International HRM
Conclusion
From the Paper
"In order to formulate an effective HR strategy it is essential to scan the environment the organization operates in. In this section we will be discussing the sources and methods used to scan the environment, the challenges involved, and environment factors."
"There are many different sources and methods that can be used to scan the environment. Publications, professional associations and professional consultants are some of the most popular sources used. Trend Analysis, Delphi Technique and Impact Analysis are some of the techniques that are very popular when scanning the environment."
"The inability to accurately predict the future is one of the main challenges of environment scanning. Isolating the critical from the insignificant is another challenge.
"There are many environment factors that can impact an organization. Some such factors are economic, technological, political, legislative, demographic, social and cultural factors."
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Tribal Lands and Their Resources, 2004.
An analysis of the topic of Native-American tribal lands and the fight for their natural resources.
1,096 words (approx. 4.4 pages), 4 sources, MLA, $ 38.95
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Abstract
This paper examines how much pressure is on some tribes to give up their natural resources. It explains that tribal lands across America are covered with a wealth of natural resources, and because of this, tribal lands have always been vulnerable to attack from outsiders and the federal government. It explains that if the resources are valuable enough, they are worth fighting for. It discusses how many Native American tribes have had to fight hard for their rights and the rights to their own natural resources.
From the Paper
"In Idaho, the Coeur d'Alene Tribe's ancient tribal lands were overrun with silver mines in the nineteenth century, and when the mines played out, all that remained was the environmental damage, as this writer notes. "Over a one-hundred year period, the mining industry in northern Idaho's Silver Valley wiped out most natural life in the Coeur d'Alene River Basin by dumping seventy-two million tons of mining waste into the Coeur d'Alene watershed (Althouse, 2001, p. 721). In 1991, the tribe began their own restoration project, and also filed a lawsuit against several mining companies which resulted in the largest ever natural resource damage suit in U.S. history. The Coeur d'Alene are also fighting about who controls the waters and the water quality of Lake Coeur d'Alene, and they were awarded control in 2000 by the courts (Althouse, 2001, p. 721)."
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War for Resources, 2007.
An analysis of the link between environmental stresses and conflict.
3,276 words (approx. 13.1 pages), 13 sources, MLA, $ 94.95
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Abstract
This paper discusses the links between aggression and environmental stress, in that damage to the environment often leads to conflict over resources and then to war. The paper specifically discusses the views of Richard Matthew, who argues in "Conserving the Peace" that the links between environmental stress and conflict can be distilled into four categories: unsustainable use of resources, inequitable access to resources, use of resources to finance conflict and incompatible uses leading to conflict.
Table of Contents:
Introduction
Unsustainable Use of Resources
Inequitable Access to Resources
Use of Resources to Finance Conflict
Incompatible Uses Leading to Conflict
Water
Solutions in Progress
Conclusion
From the Paper
"If we do not respond to environmental problems, social disintegration, war and famine will increasingly plague the planet. To have peace, we need sustainable development. Peace is not simply the absence of war, violence, and hostility--it is reconciliation, human flourishing, and natural beauty. We have the ability to provide basic and adequate resources for everyone living on Earth so that no one is trapped in poverty while others enjoy abundant wealth. We can change social policies that dispossess the poor of their land and ignore their property rights. "For the first time in history, technology and science enable us to understand Earth's ecology and our impact on it, to control population growth, and to increase the carrying capacity in ways never before imagined" (Steven A. LeBlanc cited in Coles, 2004). If we make a systematic effort, we can restore balance and nurture an environment conducive to peace."
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Human Resources Management, 2007.
An analysis of the trends and challenges of human resources management.
2,858 words (approx. 11.4 pages), 2 sources, MLA, $ 84.95
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Abstract
The scope of human resources management (HRM) has changed dramatically over the past decade. This paper looks at how advancements in technology, globalization, e-business and diversity have played a huge role in the changes in HRM. The paper details the trends and challenges of human resources management in the following key areas: performance management systems versus annual performance appraisal, advantages of managing turnover in organizations, contemporary safety and health management issues and future trends and challenges.
Outline:
Abstract
Human Resources Trends and Challenges
Performance Management Systems vs. Annual Performance Appraisals
Managing Employee Turnover
Contemporary Safety Issues and Health Management
Future Trends and Challenges in Human Resources Management
Conclusion
From the Paper
"In many organizations managing employee performance is a process done by giving employees feedback about their performance. Typically the feedback is given to an employee by an annual performance appraisal. The annual performance appraisal is a measurement of specified areas of an employees' performance (Noe et al, 2003 p.316). Ideally, performance appraisals allow management to combine feedback and goal setting, clarify job description and responsibilities, provide information about work performance, work improvement and identify training and development opportunities for the employee. The performance appraisal should review performance objectives and performance standards set within the job description. "
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