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E-Government and Strategic Human Resources, 2008.
This paper describes e-government or e-governance and its relationship to the management of strategic human resources in the twenty-first century.
1,430 words (approx. 5.7 pages), 4 sources, APA, $ 47.95
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Abstract
This paper states that it is essential that human resources 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 strategic human resources 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
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Strategic Human Resources Management (SHRM), 2006.
A discussion regarding strategic human resources management (SHRM) in relation to employees or 'human capital'.
2,678 words (approx. 10.7 pages), 17 sources, MLA, $ 80.95
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Abstract
This paper examines and discusses the reasons that strategic human resources 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) "
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Strategic Management and Human Resources, 2007.
A case study examining the way that strategic management can be used in human resources.
2,058 words (approx. 8.2 pages), 4 sources, APA, $ 64.95
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Abstract
This paper explores a fictional case study of human resources management as a means of promoting recruitment and retention among English-language teachers at a University in China. The fictional case study defines the problems encountered and provides a series of detailed recommendations to help solve the target problem.
Table of Contents:
Introduction
Statement of Problem
An Effective Recruitment and Retention Program
Working with the Government
Recruitment from Western Countries
Retention of Existing English-Language Teachers
Personnel Involvement and Recommendations for Implementation
Review of the Strategy
From the Paper
"In order to make certain that these steps are proceeding as planned, consistent review is necessary. Human Resources needs to maintain the language liaison's office within the scope of its own department. The liaison will be required to provide documentation of progress on a monthly basis for the first twenty four months of the program; it may be needed to review progress every two weeks if conflict or unforeseen challenges arise, such as conflict between the government and the University. All review will consist of oral reports and documentation that reflects the current status of each phase of the program. Specific consideration needs to be made to detailing observed areas in which problems have occurred or could occur, and recommendations that could be used to reduce or avoid these."
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Strategic Human Resource Management, 2005.
A look at the changing function of the human resource manager, focusing on the practice known as strategic human resource management (SHRM).
2,315 words (approx. 9.3 pages), 10 sources, MLA, $ 71.95
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Abstract
This paper explains that the role of the human resource 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 human resource 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)."
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Strategic Management of Human Resources, 2007.
An analysis of the role of performance management within the human resource department's strategic management for an organization.
1,750 words (approx. 7.0 pages), 5 sources, MLA, $ 56.95
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Abstract
This paper discusses strategic management, particularly performance management in the human resources department of an organization. It discusses the importance of learning and development for the success of performance management. The paper then describes the roles of coaching, goals, competences and competencies in creating a performance management system. The paper finally discusses the importance of communication in human resource management.
From the Paper
"Relationship management is then integrated with performance management. While this makes the process much more complicated than the traditional business model, where the autocratic manager would give orders and expect to be obeyed without question, it is also a more effective way of managing performance. Effective relationship management results in a more pleasant work environment, which in turn is conducive to a higher level of performance. Such an integration of strategic human resource management with performance management systems, if handled correctly, can therefore be highly profitable for a business and result in goals being reached within the optimal time frame."
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Strategic Human Resource Management, 2005.
A discussion regarding the history of strategic human resource management and how it has evolved to become the function it is today.
900 words (approx. 3.6 pages), 4 sources, $ 35.95
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Abstract
This paper discusses the evolution of strategic human resource 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 strategic human resource 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. "
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Strategic Human Resources Management, 2002.
A report discussing the prospects for success and failure in Madison Group, Inc., from a human resources perspective.
2,150 words (approx. 8.6 pages), 4 sources, $ 80.95
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Abstract
Madison Group Inc. is a facilities management company. It has been in business for the past 15 years, specializing in facilities management for a wide range of corporate clients. The following report outlines the prospects for success and the likely impediments for a successful deployment from a human resources management perspective. (Since human resource management is a strategic business unit at Madison, broader themes must also be looked at).
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The Global Business Environment and Strategic Human Resource Planning, 2002.
A study of the constantly changing global business environment and how effective human resource planning enables organizations to achieve their strategic objectives.
3,060 words (approx. 12.2 pages), 10 sources, APA, $ 89.95
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Abstract
This paper critically evaluates the effects of technology and strategic human resource planning on the development of business enterprise in the turbulent global environment. It examines the effects of changes in human resource 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."
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Strategic Human Resource Management, 2002.
An overview of the principles of human resource management (SHRM).
1,650 words (approx. 6.6 pages), 5 sources, $ 62.95
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Abstract
This paper will discuss the concept of strategic human resource management (SHRM) and will explain its relationship with human resource 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.
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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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Human Resource Management, 2005.
This paper discusses the development of Human Resource Management (HRM) including Strategic Human Resource Management (SHRM).
2,035 words (approx. 8.1 pages), 4 sources, APA, $ 64.95
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Abstract
This paper explains that Human Resource Management grew out of the belief that employment was not only a source of income to the employee and profit to the company, but also represented challenges and opportunities; whereby, the employee becomes part of the company as a stakeholder. The author points out that, traditionally, human resource managers were mandated to acquire, train and maintain personnel by following appropriate government rules and regulations, by implementing just and equitable policies and procedures and by maintaining harmonious labor union and employee relationships. The paper relates that Strategic HRM links HRM practices with the strategic management process and emphasizes the coordination or congruence among HRM practices: The four HRM strategic theories are the resource-based view of the firm, the behavioral-based theory, cybernetic systems and agency or transaction cost theory.
From the Paper
"The new vision on the place and value of human resources in an organization evolved from studies conducted by Elton Mayo, the Father of Human Relations and from the Hawthorne Studies between 1924 and 1932. The Hawthorne Studies re-evaluated Frederick Taylor"s behavioral assumptions, while Mayo investigated the effects of changes in the work environment on productivity. Mayo's study found that employee productivity was affected more by the level of attention shown by management on employees' behavior than their physical working condition, such as the level of lighting. This meant that the human factor was more important than the physical factor. The enlightening conclusion led to a then controversial proposition that a worker's feelings were important and to the development of human relations or HR management concept."
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Human Resources Management, 2002.
This paper discusses the potential value of human resource management on the individual and the value of human resource management within an organization.
2,830 words (approx. 11.3 pages), 12 sources, MLA, $ 84.95
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Abstract
This paper explains that the term "human resource management" is used to describe a variety of functions aimed at effectively managing an organization's employees, or "human resources". The author points out that the goal of human resource management is to assist organizations to meet their strategic goals by attracting and retaining qualified employees and managing them effectively, while ensuring that the organization complies with all appropriate labor laws. The paper stresses that human resources managers ensure that the employees are kept informed of the organization's overall strategic goals and oversee the training and personal development of employees to guarantee that they are able to give of their best to the organization.
From the Paper
"Human resource managers design appraisals to primarily get feedback from the employees regarding their achievements in the year, and invite their opinions as to which aspects of their performance need improvement. This is designed to give the employees a chance to consider their own weaknesses and to encourage them to be proactive about their personal development. Also, by seeking feedback from employees about the course their personal development should take within the organization, the human resource managers make the employee feel valued by the company. The appraisals also give the human resource managers a chance to sit down with employees on a one on one basis and take the opportunity to reinforce the overall corporate goals of the organization."
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Human Resource Management, 2007.
This paper discusses how important effective human resource management is to a successful business.
3,314 words (approx. 13.3 pages), 16 sources, MLA, $ 94.95
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Abstract
The paper discusses the various theories of human resource management. The paper illustrates how strategic human resource management combined with a company's strategic management can bring higher benefits to organizations. The paper provides a short overview of global human resources and examines the application of technology in human resource management. The paper concludes that, for a company to be successful, it is vital that human resource management work together with, and in the same direction as, the strategic management process of the company.
Outline:
Introduction
Human Resources Management - Review of Theories
Importance of Human Resources Management to Organizations
Strategic Human Resources Management and Firm Performance
Human Resources Management (HRM) and the Strategic Management Process (SMP)
Challenges and Benefits of Global Human Resource Management
HRM and Technology
Conclusion
From the Paper
"Even if the plant and equipment, as well as financial assets are and will continue to be important and required resources by almost any organization, the human resources - the people these organizations have - start gaining an ever increasing role within companies. The people will be the ones designing and actually producing the goods and services a company offers to its clients, they will be the ones controlling the quality of their work, marketing the products and distribute the financial resources, as well as setting the overall organization's strategies and objectives... meaning - the people will have the same role as the sanguine system has in the human body. Therefore, it can be easily understood that a company that will not benefit from the presence of effective employees, will be confronted with serious challenges in achieving its objectives."
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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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Human Resources and the Business Environment, 2002.
A discussion of the changing business environment and the role of human resources in that environment.
5,122 words (approx. 20.5 pages), 16 sources, MLA, $ 128.95
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Abstract
This paper examines how as the business environment in which most companies operate has changed, the role of the human resource function has changed, as well. It looks at how human resource professionals used to serve as personnel specialists who worked largely outside the realm of strategic management and how they are now an integral part of the strategic focus of a company. It evaluates how human resource professionals now take a proactive role in helping companies attract and retain the highest quality workers who are able to meet the needs of the organization not only in the immediate future, but over the long term. Human resource managers are in a unique position to bring change to organizations since they are increasingly being included in senior management and since they work closely with other managers as well as lower-level employees.
Outline
Introduction
Globalization
Managing the Expatriate
Reducing Costs
Competition
Increase in Service Sector Activity
Downsizing/Re-Engineering
Changing Demographics
Strategic Planning and Human Resources
Goal-Setting
Planning
Organizing
Profit Sharing
Executive Information Systems
Delegating
Organizational Culture and Ritual
Rituals as Barriers in Organizations
Culture and Standards of Behavior
Conclusion
From the Paper
"Increasingly, organizations are including human resource professionals in the strategic planning sessions which take place at the executive level. Where once personnel specialists would react to the strategic plan by trying to find employees who could help the company achieve its goals, human resource professionals are now active participants in determining those plans. Based on their familiarity of the workforce in the local region (or in remote areas, in some cases), human resource professionals can offer guidelines as to how much a particular strategy will cost in terms of human resources, and whether the company has the right people on staff currently or whether new employees will have to be hired and trained. In some cases, retraining of current employees will take place concurrently with hiring new employees."
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