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Global Human Resource Management, 2008.
A case study analysis discussing the human resources issues related to Armstrong Holding's entry into the Mexican market.
1,215 words (approx. 4.9 pages), 4 sources, APA, $ 41.95
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Abstract
This paper discusses the human resources (HR) issues that may accompany Armstrong Holding's entry into the Mexican market. It discusses the issues of culture dimensions as they relate to Gert Hofstede's cultural dimensions vis-a-vis Armstrong Holding's local workforce and choice of local or home-market management structure. Additionally, the paper makes several recommendations regarding the management, personnel and appraisal structures within Armstrong Holding's Mexico operations.
Table of Contents:
Executive Summary
Global Human Resource Management: Armstrong Holdings
Human Resource Issues
Recommendations
Opportunities and Risks
Market Entry Vehicles
Issue Summaries
From the Paper
"A smaller company, such as Armstrong Holdings, should almost exclusively aim for a joint venture for several reasons. Opting for the licensing option typically results in a lack of operational oversight, far too much dependence on local manufacturers, local management, and exposure to competitive intrigue as well as the threat of loss of intellectual capital (Bjerke, 1999, p.112). The joint venture option allows for greater oversight, a greater degree of managerial control, as well as higher revenues. While not requiring as much in the way of financial resources as a wholly owned subsidiary would it does require more upfront capital than licensing. Yet, for Armstrong Holdings, the ability maintain decision-making and strategic control over a joint venture is much more desirable than the threat of lost intellectual capital that a licensee market entry strategy would entail."
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Mexico & Human Resource Management, 1996.
Examines Mexican cultural, business/labor & gender issues & effects on Canadian & Amer. firms in context of implementation of NAFTA.
2,250 words (approx. 9.0 pages), 10 sources, $ 79.95
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From the Paper
"This research examines critical issues for human resource management (HRM) in relation to the implementation of the North American Free Trade Agreement (NAFTA) between Canada, Mexico, and the United States. The focus of this examination is on the threats and opportunities, both internal and external, confronting Canadian and American companies in the wake of the implementation of NAFTA.
Background
International business failures are often the result of poor human resources management and a lack of understanding of the cultural differences between the home and foreign countries ..."
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Performance Management in Human Resource Management, 2002.
Examines the issue of HRM and how it applies in the field of hospitals. Looks at how performance management (PM) is directly linked to HRM.
4,215 words (approx. 16.9 pages), 26 sources, MLA, $ 112.95
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Abstract
This paper examines the various functions of HRM. Issues examined include the overall importance of PM in strategic HRM, the rationale for implementing PM, the advantages, disadvantages, tasks and goals of PM and the relevance of PM in the specific environment created by hospitals. The literature examined demonstrates that performance management has evolved as one of the critical tasks of human resource management in this particular work setting.
OUTLINE
Introduction and Purpose
Description of Performance Management (PM)
Role of Human Resources Management (HRM) in PM
Purpose of Study: Centered in Hospital
PM and Quality
Standards of JCAHO
Goals of PM in Hospitals
PM in Hospitals and Health Care
Standards and Scope
Purpose and Goals
A Blueprint for PM in Hospitals
Issues in Hospital HRM/PM
Role of HRM
Appraisals
Education
Rewards/Incentives
PM. HRM. Training and IT
Information Technologies (IT) and their Impact
Continuous Quality Improvement (CQI)
Patient Care
Deficits and Challenges
Summary and Conclusions
Restatement of HRM Role
References
From the Paper
"Performance Management (PM) is a system composed of an orderly series of programs designed to define, measure, and improve organizational performance (Katz & Green, 1997). It is a system developed to ensure compliance with requirements, that is, that staff are in compliance with written standards. PM uses the tools of statistical process control to form the basis for decisions about change. It incorporates the processes of performance awareness, performance measurement, and performance improvement.
Successful PM requires the creation, maintenance, use, and evaluations of mechanisms to define and revise standards and to inform those affected by the standards about them (Katz & Green, 1997). It requires the judicious deployment of fiscal, human, and material resources. It speaks directly to issues related to quality and such traditional quality-oriented tasks as quality assurance, quality control, and continuous quality improvement (CQI). In such disparate settings as sales organizations, hospitals, automobile and other manufacturing facilities, and schools, PM is a vital element of a cross-sectional, organization-wide strategy for coping with uncertainty, managing change, and "growing" an organization while satisfying client and customer needs (Skinner & Mabey, 1997)."
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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, 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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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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Human Resource Management, 2008.
A functional and theoretical overview of human resource management (HRM).
6,320 words (approx. 25.3 pages), 6 sources, APA, $ 147.95
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Abstract
This paper explains that a key activity of the human resources management (HRM) function is deciding what staffing is needed. The paper describes many of the activities of this department and the supporting managerial theories. The paper differentiates between HRM, a major management activity, and human resource development (HRD), a profession. The author explores the tremendous changes over the past 20 to 30 years in the HRM function and HRD profession. Includes several illustrations.
Table of Contents:
Executive Summary
Introduction
Definition and function of Human Resource Management
Torrington and Hall define personnel management
Frederick Taylor, Hugo Munsterberg, Mary Parker Follet, and Elton Mayo. Hawthorne studies
Global village
Global work force
Cultural Environments
Ethical issues
The Psychological Contract
Re-engineering
Rethink
Redesign
Retool
Job design
Summary
Appendix
Functions of Human Resource Management
Communication between organization Issues and HRM
Roles Played by HR department
Competitive Advantage of HRM
Responsibilities Carried out by HRM Department
Objectives of HRM
Resource Acquisition
Resource Management
Resource Disposal
Topical Issue
Retaining Staff
The Planning Process
Costing Human Resource Requirements
Safety and Health
The Hiring Process
Maslow's Hierarchy of Needs
Maslow Hierarchy of Needs and Herzberg's Motivation-hygiene Theory
Nature of Job Design
Job enlargement
Job enrichment
Job Rotation
Model for an enriched job
Leadership Effectiveness
From the Paper
"The global work force has been changing dramatically. For example, in the U.S. it is more diversity racially, women are in the labor force in much greater numbers than ever before, and the average age of the workforce is now considerably older than ever before, and the average age of the workforce is now considerably older than before. As a result of these demographic shifts, HR management in organization has had to adapt to a more varied labor force both externally and internally and HR professionals must ensure that work/family programs are designed and implemented in a way that recognizes employees have "outside lives" and different values and needs."
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Human Resource Management, 2001.
A look at organizational and environmental factors affecting Human Resource Management
900 words (approx. 3.6 pages), 4 sources, APA, $ 31.95
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Abstract
This paper analyzes and examines organizational and environmental factors affecting human resource management. Part II discusses organizational factors affecting human resource management. In Part III, environmental factors affecting human resource management. Lastly, this paper concludes with recommendations for addressing the organizational and environmental factors affecting human resource management.
From the Paper
"Human resource managers are like jugglers and tightrope walkers in some respect, i.e., they must balance the need to hire, retain, and train the employees who are the best qualified for the job while ensuring corporate profits steadily rise and corporate expenses hold steady at a reasonable level. As today?s workforce becomes increasingly diverse, human resource managers are being faced with increasingly complex organizational and environmental factors that affect human resource management. These organizational and environmental factors have resulted in human resource managers evolving from old school sideline coaches to front-line fighters. Employees are crucial to an organization?s success and human resources managers must ensure that they are maximizing every individual?s abilities, knowledge, qualifications, and skills."
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Human Resource Management (HRM) at Microsoft, 2002.
A study of Microsoft's successful human resource management.
2,690 words (approx. 10.8 pages), 10 sources, MLA, $ 80.95
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Abstract
This paper focuses on Microsoft?s employee management methods including how they recruit and retain their staff. It presents information on the human resource practices at Microsoft by describing why they are effective. The author states that Microsoft?s success is based on the effectiveness of their employees and is an example of excellent human resource management. Microsoft offers two advancement path, allowing those with technical skills to advance as technical experts, just as those with conceptual skills advance as managers. The paper examines the reward system at Microsoft, which is a prime example of the focus on a partnership by rewarding valued employees with shares of the company.
Table of Contents
Human Resource Management at Microsoft
Recruitment And Selection - In The Beginning
Recruitment And Selection - Later Stages
Employee Satisfaction And Loyalty
Employee Rewards
Analysis Of Human Resource Management at Microsoft
Recruitment And Selection
Employee Motivation
Employee Loyalty And Satisfaction
Employee Rewards
Bibliography
From the Paper
"Microsoft is one of the wealthiest and most successful companies in the world. Even more important, from a human resource perspective, is the fact that Microsoft is an employee-driven organization. While other organizations base their success on better manufacturing techniques, or better technology, Microsoft?s success is based on the effectiveness of their employees. Essentially, Microsoft value their staff and realize the importance of their staff. This focus on employees may, in the future, expand to all organizations. Microsoft then, is worth studying as an example of best practice in human resource management."
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Human Resource Management and Diversity, 2007.
This paper looks at diversity in the workforce and the implications for human resource management.
1,116 words (approx. 4.5 pages), 6 sources, MLA, $ 38.95
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Abstract
The paper relates that human resource management today includes the need to recruit and embrace diverse employees. The paper explores the ramifications of a diverse workforce for human resource management and offers various methods and techniques for the management to cater to this diversity. The paper discusses how the incorporation of many different cultures and traditions on work projects can only serve to benefit a company.
Outline:
Introduction
Human Resource Management Techniques
Conclusion
From the Paper
"The field of human resource management has always been a field that encouraged diversity. By its very nature the people that have an interest in working in the field generally have the type of personalities that enjoy diverse groups of people and diverse job duties. The globalization of the world has changed the face of society in ways that have never before been experienced. Today, the American workforce is more diverse than in the past and with that diversity comes differences in cultures, beliefs and traditions(Cox, 1991). Human resource management today includes the need to recruit and embrace diverse employees and the need to encourage the positive elements of that diversity while at the same time maintaining individuals' rights with regard to their background."
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Human Resource Management, 2005.
This paper discusses human resource management, especially in the global environment.
2,220 words (approx. 8.9 pages), 6 sources, MLA, $ 68.95
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Abstract
This paper explains that any top human resource manager of a global corporation must provide local or regional human resources managers who understand the local personnel and must not send directives from thousands of miles away from someone schooled in a different work and social environment. The author points out that the goals of human resource management, locally and globally, are universal: Finding, training and retaining valuable employees. The paper relates that too many global managements see disciplinary actions as a scolding, which does not work everywhere in the world; instead, (1) disciplinary action is intended to encourage an unsatisfactory employee to improve and (2) human resources needs to consider each case on its merits and avoid snap decisions.
From the Paper
"It is also important for a local, as well as global Human Resources manager to understand the difference between disciplinary actions and grievances, which may be brought up because of harassment, discrimination, or interpersonal relationships. Personalities in the workplace can sometimes cause major problems, and this is more likely to occur in some nations than others (especially where gender, religious, and ethnic differences are present). But are these disciplinary actions for which management is responsible? There is now, throughout the world, heightened sensitivity to harassment and discrimination, which are handled in part by new legislation. Every Human Resource manager must find himself (or herself) au courant with these laws. Ignorance, or failure to comply, is no excuse. Grievances, unlike disciplinary actions, may reflect in civil suits against the company, in case actions are pursued by employees."
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"Strategic Human Resource Management" ( Charles Fombrum, et al.) and "Management and Machiavelli" ( Antony Jay ), 1992.
Compares the authors' approaches to personnel management and human resources at General Motors.
1,800 words (approx. 7.2 pages), 2 sources, $ 63.95
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From the Paper
"Procuring, training, maintaining and managing qualified personnel within a business organization has taken its place alongside managing other resources such as raw materials. The entire process has been termed, "human resources management, identifying the resource role that individuals within an organization are expected to perform. The field of human resources is replete with productivity studies, time-motion studies and theories based on personal interviews, but managers continue to clamor for ways to get the absolute maximum benefit from their workers. This research examines two books, Strategic Human Resources and Management and Machiavelli, and compares and contrasts their approaches to the area of personnel management. Particular attention is paid to how the two books approach human resources within the General Motors corporation."
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Human Resource Management, 2004.
An analysis of human resource and personnel management.
1,759 words (approx. 7.0 pages), 2 sources, MLA, $ 56.95
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Abstract
This paper discusses the historical development of the business sphere of personnel management. The paper questions the similarities and differences between personnel management and human resource management. The paper contends that ultimately human resource management evolved from traditional personnel management, along with the natural development of the business environment.
Outline
Introduction
The Industrial Revolution
Personnel Managers
Scientific Management
Behavioral Science
Personnel Management to HRM
Characteristics of HRM
Process-Systems View of HRM
Types of HRM
HRM vs. Personnel Management
Differences
Similarities
Conclusion
From the Paper
"The birth of personnel management can be traced back to the industrial revolution in the late 18th century. The revolution saw the growth of the factory system that, due to its nature, the more formalized organization of work activities were planning, organizing, and controlling employees. The work environment was very unfavorable at the time, employees worked long hours for little pay and often in dangerous conditions. The approach to managing people was harsh and the main goal was to control the workers who had few, if any, rights."
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Human Resource Management, 2005.
This paper focuses on human resource managers and their functions in today's virtual office environment.
1,125 words (approx. 4.5 pages), 5 sources, $ 44.95
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Abstract
The paper explores how the role of human resource managers has been transformed by the emergence and development of Internet communications, for traditional office environments are being replaced by virtual office environments. The paper explains that this transformation has required human resource managers to apply HR theories accordingly, for although basic HR principles remain the same, the business environment in which they must be applied has changed and will continue to change. The paper discusses how in comparing and contrasting the differences between human resource management tasks and how they relate to the traditional office versus the virtual office, it is evident that the virtual office environment requires a different form of communications skills.
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