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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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Human Resource Planning, 2001.
An analysis of the importance of human resource planning, classification and selection for the smooth running of an organization.
1,040 words (approx. 4.2 pages), 2 sources, APA, $ 36.95
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Abstract
This paper examines what the concept of "human resource planning" entails. It looks at the importance of this policy and its main components - goals and plans; current skills inventory; human resource forecast; implementation programs; evaluation and adjustment. It also examines the concept of "classification" and looks at the pros and cons of this job evaluation method.
From the Paper
"Human Resource Planning is a process implemented by an organization for ensuring that an adequate number of qualified personnel will remain available at the required time for meeting its needs. A comprehensive human resource plan would ensure that the needs of the employees are met concurrently. Human Resource Planning also provides the basis and the required information for important personnel activities such as ?classification? and ?selection,? the other topics of discussion in this paper."
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Human Resources Policy Merger Plan, 2003.
Creates a plan that joins the human resource ideologies of two separate companies.
2,117 words (approx. 8.5 pages), 1 source, MLA, $ 66.95
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Abstract
This paper presents a plan that merges human resource policies from two separate companies, ?Traditional Company? and ?Modern Company?, that are going through a joint merger / acquisition. The paper begins by discussing each company?s individual human resource policies. Next, it addresses the five human resource areas chosen to focus on in this essay : employee code of conduct, tuition assistance, work options, evaluation / compensation and dispute resolution. For each area, the paper discusses what human resource approach ?Traditional Company? and ?Modern Company? takes as an individual entity and then discusses which approach has been selected for the combined organization. In the merger plan, the policy of one company or the other, or a combination of both, is selected. The paper concludes with a paragraph summarizing the new merger plan policies.
From the Paper
?The productivity train is also important to our organization during the merger. We have chosen to maximize productivity by providing workers with all of the job options that were available at both companies previously: condensed workweek, job sharing, flextime, and telecommuting. ?The common theme among these policies is that they all increase flexibility for the employee? (Robbins 462). Increasing work schedule options can improve employee motivation, productivity, and job satisfaction, therefore affecting productivity in a positive way. Each option provides employees with increased flexibility to balance the increasing demands of work with their personal needs. Our challenge in implementing these policies is to encourage flexibility while enhancing productivity."
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Human Resource Management in the Airline Industry, 2008.
This paper discusses effective human resource management in the airline industry, including employee recruitment, management and evaluation.
12,341 words (approx. 49.4 pages), 22 sources, APA, $ 237.95
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Abstract
The world we live in is constantly faced with new challenges it must overcome in order to survive; and the business world is no exception. A wide array of changes have affected industrial activities and have forced companies to develop and more importantly, to become increasingly adaptable to all forces of micro and macro nature. A most relevant modification within the business sector is represented by the approach to the human resource. If only a few decades ago, the personnel were perceived as the force operating the machines, today, they represent the company's most valuable assets, its core competency and its means of achieving organizational goals. The management of the human resource currently constitutes a vital issue within corporations, moreover for the companies activating in the service field, where the quality of the interactions with the customers is crucial for the successful continual of the business activity. Airline companies place increased emphasis on the human resource strategies and policies and have integrated them in the company's values. This research paper presents the most relevant human resource management practices as revealed by numerous academicians and specialized economists. Furthermore, two airlines companies are discussed while presenting the means in which they understand, develop and implement human resource strategies and policies.
Outline:
Executive summary
1. Introduction
2. Human Resource Management Practices
2.1 Relevant Concepts of HRM
2.2 Planning and Recruiting
2.2.1 Recruiting the personnel
2.2.2 Sources of recruitment
2.3 Organizing the Human Resource
2.3.1 Job Design
2.3.2 Working Conditions
2.3.3 Flexible Schedules
2.4 Developing and Training the Human Resource
2.4.1 Training and Development
2.4.2 Motivating the Human Resource
2.5 Evaluating and Remunerating the Personnel
2.6 Employee Relations
2.6.1 Communications
2.6.2 Collective Bargaining
3. Human Resource Management within Airline Companies
3.1 HRM Particularities in Airline Companies
3.1.1 Globalization and Market Liberalization
3.1.2 Technological Developments
3.2 Measuring Job Satisfaction of Airline Passenger Service Staff
3.3 Airline Employees and Airline Disasters
3.4 The Human Resource at British Airways
3.5 The Human Resource at Air Canada
4. Conclusions and Recommendations
5. Reflections
6. References
From the Paper
"The human resource strategies designed and implemented by the company's management are expected to retrieve two finalities. The company first expects to better satisfy the needs of its employees. Secondly, the management hopes that through the implementation of the HR practices and alternatively an increased job satisfaction, employees' performances will increase and this will generate a superior quality of the airline services offered by the organization.
"But in order to reach the desired status of increased market share, profits and increased interest from investors, due to a high quality of their services, managers must first measure the level of satisfaction of each employee. Ruth Taylor, the Academic Area Head for the Services and Tourism Management program at Curtin University, Western Australia, has long studied and analyzed the level of job satisfaction felt by airline employees as well as the measurements used by managements."
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Materials Resource Planning, 2000.
An overview and exploration of the main differences between materials resource planning (MRP), materials resource planning II (MRP II) and Enterprise Resource Planning (ERP).
1,956 words (approx. 7.8 pages), 2 sources, MLA, $ 62.95
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Abstract
This paper looks at how material requirements planning (MRP or MRPI) was developed in the 1960?s, to enable companies to calculate the number of different components necessary and when they were needed. It traces its development over the years and identifes the main differences between materials resource planning (MRP), its predecessor materials resource planning II (MRP II) and Enterprise Resource Planning (ERP) as well as the pro's and con's of the MRP II concept. Using a basic diagram, the three fundamental functions of MRP are explained which are netting, batching and time phasing.
From the Paper
"Distinguishing MRPII from the original MRP concept is a simple process. MRPI is simply the process of identifying the amount of components required and at what time they are required. This developed into closed loop MRP, which calculated the workload required to fulfil the orders and compared this to the capacity available. MRPII expands on this by calculating the cost of proposed MRP runs, this allowed managers to identify viable production-runs and allowed them further control over the operation. In calculating the costs MRPII works in the opposite direction to MRPI, it starts at the lowest level of the BOM and works its way up until the net-requirements of the finished product is determined."
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Human Resource Management, 2004.
Examines the importance of the human resources manager and human resources department in today's changing business world.
2,907 words (approx. 11.6 pages), 17 sources, MLA, $ 86.95
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Abstract
Organizations are changing. Previously, human resources (HR) did not rise above the position of an administration and clerical department. The HR department?s functions have changed; HR takes on more duties and responsibilities than in the past. This paper shows that the HR department is becoming a strategic partner for the organization, as it is a purveyor of the most important asset a company controls, the human asset. More than any other resources, humans ultimately come to represent the new competitive edge for a corporation. The paper examines the role of the HR manager, his/her changing role in America's work force, and expected roles in the future.
Paper Outline
The Human Resource Planning Model for the US
The Organizational Socialization Process
Challenges that Human Resource Departments Will Face in the Future
Conclusion
Bibliography
From the Paper
"Sensitivity to issues of gender, race, culture and religion are becoming increasingly important to organization. The ability of an organization to accept new ideas and change or modify the existing attitudes of the company helps the organization grow. This was especially noticeable when the disabled and disadvantaged workers entered the workplace in increasing numbers. Many organizations in today?s market place encourage individuals to have their own style and attitudes as long as they are within the main acceptable codes for the overall company. The HR departments of many organizations have, over the years, used many of these ?soft? measures to improve the organization as a whole. An individual?s traits also play an important role in the encounter stage."
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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 Resource Management, 2008.
Looks at human resource management as it relates to business strategy.
2,625 words (approx. 10.5 pages), 20 sources, APA, $ 79.95
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Abstract
This paper discusses human resource management as it relates to strategy and encompasses several issues including the, nature of strategic human resources management, best fit vs. best practice and the overall purpose of strategic human resources management. The paper begins by defining human resource management.
Table of Contents:
Introduction
Human Resource Management
Changes to Human Resources in recent years
Human Resource Management Paradigms
Human Resources Management and Strategy
Types of Strategic HRM
Advantages and Disadvantages of the Best Fit and Best Practices Models
Primary Purpose of Strategic HRM (Bottom Line)
Conclusion
From the Paper
"Overall, it has been asserted that universalism is not as successful a strategy as an approach that is associated with critical contingencies or best fit in nature. This assertion appears to be made in the climate of an ever changing business environment. This environment has become more global and as such more diverse. With these things being understood a best practice model may not be best for such a diverse work force because the paradigm set forth by this approach may not translate well from organization to organization."
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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 Resource Management, 2007.
This paper examines human resource management techniques by interviewing a human resource manager.
2,316 words (approx. 9.3 pages), 5 sources, MLA, $ 71.95
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Abstract
This paper presents an interview demonstrating some of the ideas that are currently being used to provide a solid employee base in one company. The writer explores employee satisfaction, union issues and policies during the interview. The writer emphasizes the importance of effective human resource management. Additionally, the writer explains that the job of human resource management is to ensure that the recruitment, retention and satisfaction of the employees is maintained so that the turnover rate can be kept at a minimum and productivity at a maximum.
Outline:
Introduction
Interview
Conclusion
From the Paper
"Effective human resource management can mean the difference between a successful company and a company that fails to thrive(Wheeler, 2005). Employees that are carefully chosen, well trained and content in their jobs and benefits, provide better product and services that employees who are disgruntled and unhappy in their position. With the importance of human resource management increasing in value nationwide it is vital for human resource managers to understand the many elements of employee retention and satisfaction that they are charged with."
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Human Resource Management, 2002.
This paper discusses the importance of human resource management and focuses on some very essential tasks and responsibilities of the human resource department.
3,190 words (approx. 12.8 pages), 8 sources, APA, $ 92.95
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Abstract
This paper discusses the growing significance of human resource management and focuses on different roles and duties assigned to HR managers. The American workforce is unique in its characteristics and is therefore more complex than workers in other countries. This distinctive and diverse workforce requires a very well organized and highly sophisticated human resource management team.
From the Paper
"The American corporate world is facing serious challenges currently and productivity has become a grave problem for most of the firms in the United States. While we can attribute these challenges to the current slow down in the economy, it is important to understand that internal forces are equally responsible for lower productivity and efficiency, which is resulting in massive annual losses for both large and small firms. The economy is faced with a recession like situation where lower productivity and lower revenues are common issues being tackled by all firms. But here we need to understand that the companies, which will eventually come out of this negative situation intact, would be the companies with best and most sound internal forces."
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Effective Human Resource Management, 2008.
A case study analysis of the effectiveness of human resource management within Wal-Mart.
1,813 words (approx. 7.3 pages), 8 sources, MLA, $ 58.95
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Abstract
This paper discusses human resource management (HRM) within the Wal-Mart company and in so doing provides a comprehensive strengths, weaknesses, opportunities, threats (SWOT) analysis of that structure. It also looks into whether there ia a sequence of activities or actions that can marginally guarantee HRM. The paper then objectively analyzes whether HRM for Wal-Mart can be characterized as effective.
Table of Contents:
Abstract
Wal-Mart's Human resource Model: SWOT Analysis
Part 1: Strengths of Wal-Mart's Human Resource Model
Part 2: Weaknesses of Wal-Mart's Human Resource Model
Part 3: Opportunities Presented by Wal-Mart's Human Resource Model
Part 4: Threats to Wal-Mart's Human Resource Model
Wal-Mart's Organizational Structure
The Nature Of Human Resource Management At Wal-Mart
From the Paper
"In closing there is a plethora of literature that examines the effectiveness of Wal-Mart's human resource model, and there is a common thread within these books and articles, that is, Wal-Mart's human resource model is inadequate and takes disadvantage of workers. There have been other activities that have brought into question Wal-Mart's labor practices. Allegations of sex discrimination, support of child-labor based on purchases made in China, violations of labor laws concerning illegal workers, and federal overtime laws, and overall activities that are contrary to effective HRM have been documented and continue to pose a threat to Wal-Mart's perceived successful model."
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The Human Resource Department, 2007.
This paper discusses the human resource department and its function of creating and controlling the quality of work life (QWL), which individuals enjoy in a company especially in the areas of ethics, laws and discrimination.
3,540 words (approx. 14.2 pages), 7 sources, APA, $ 99.95
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Abstract
This paper explains that, since the human resource department often makes the rules, it needs to be sure that these rules are the most current, given that local, state and federal laws change frequently. The author points out that generational differences and the way that individuals are being taught are affecting how human resource departments react to and deal with issues that they had previously not suspected would concern them. The paper stresses that, if no trust exists between the human resource department and the employees at all levels, violations of ethics and other problems will often go unreported for fear of losing one's job, which, in turn, will greatly lower the quality of work life (QWL), which employees want and deserve.
Table of Contents:
Introduction
What is the Human Resource Department?
How Human Resource Personnel Affect the Company's QWL
History and the Human Resource Department
Human Resources and Changing Times
The Bridge between Employer and Employee
Affirmative Action and Discrimination
Conclusion
From the Paper
"There have been different eras in politics throughout the years that this country has been around. Politics often greatly affects the Human Resource department of any company because it affects the rules and regulations that companies have to abide by. The poor reaction to Big Government that was going on in the 1980s is only one example of the political upheavals that have been faced in the not too far distant past. It may seem odd that what happens in the political arena would affect what happens in the Human Resource departments of companies."
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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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