| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "STRATEGIC HUMAN RESOURCES MANAGEMENT SHRM": |
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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 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 Human Resource Management, 2008.
A literature review to discover the factors that shape strategic human resource management (SHRM).
3,400 words (approx. 13.6 pages), 50 sources, APA, $ 96.95
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Abstract
This paper explains that, although human resource management is not a new field, strategic human resource management (SHRM) has changed the role of human resources from being supportive to being a strategic part of the organization.The author points out that the core issues of SHRM are recruiting and hiring new employees, training and education of existing employees, motivating and retaining employees, compensation and benefits, workplace laws and regulations, diversity management, succession planning and finally the challenge in finding just the right combination for the specific company. The paper identifies salient literature relating to each of these factors
Table of Contents:
Introduction
Recruiting and Hiring New Employees
Training and Education of Employee
Motivating the Workforce
Compensation and Benefits
Diversity, Workplace Laws and Regulations
Succession Planning
Conclusion
From the Paper
"A periodic evaluation will also help determine if any trends of worker burn out or disillusionment in the employee. When new positions and jobs open up within organizations, managers and supervisors that advertise this position should have a clear expectation of the needs of the position and the long-term viable options that the position will provide to the success of the goals and missions of the organization. Training is also needed to ensure that new workers are not overwhelmed by the task expected of them."
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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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Society for Human Resource Management (SHRM), 2005.
This paper analyzes the organization Society for Human Resource Management (SHRM)
1,380 words (approx. 5.5 pages), 6 sources, $ 47.95
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Abstract
This paper discusses the history, mission, goals, functions and activities of the Society for Human Resource Management (SHRM). The author points out that the core principles of the organization including professional development and responsibility. The paper stress that the organization requires ethical leadership.
From the Paper
"The Society for Human Resource Management SHRM describes itself as the world's largest association devoted to human resource management and represents more than individual members by serving the needs of ..."
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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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"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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Strategic Human Resource Management, 2008.
A comprehensive analysis of how companies view strategic human resource management and cope with managing change.
2,665 words (approx. 10.7 pages), 7 sources, APA, $ 80.95
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Abstract
The paper states that employees are a company's most valuable asset and organizations constantly develop new strategies to improve their human resource management. The paper discusses human resource strategies and confirms that extensive changes are adapted to the requirements of the company. The paper also relates that a new component of the strategic human resource management is that of helping the employees cope with organizational change. The paper then quotes examples of a certain company's activities with regard to change and concludes with a discussion on the company's strategies.
Outline;
Change in the News
Literature on Change
Proposed Strategy for Change
From the Paper
"A new component of the strategic human resource management is that of helping the employees cope with organizational change. This change can occur in numerous forms and can relate to several features of the business operations conducted by the organization. For instance, change occurs when the company undergoes a merger or an acquisition. The leadership of the company is prone to change and employees must be prepared to cope with it. What will this change mean to them? Maybe it will bring about new tasks, new colleagues, new responsibilities or new remuneration systems. Whichever the case, they must be prepared. Also, a change affecting the employees is given by the financial difficulties faced by the organization, when employees might themselves be subjected to repercussions, such as downsizing, delays in getting their salaries or reduced benefits. Finally, change can affect employees in the form of new internal policies which implement new codes of conduct."
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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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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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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 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 Management, 2002.
A look at human resources management (HRM) as a career field.
942 words (approx. 3.8 pages), 4 sources, MLA, $ 33.95
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Abstract
This paper looks at how the current job market has been the cause of much alarm and how it has sparked many debates during the last two years, since new graduates may find it difficult to enter the workforce in the career field that they have majored in. It examines human resources management as a potential career, focusing on three main points. It analyzes and compares the compensation and benefit packages for an entry-level HR specialist in both the public and private sectors, as well as the career prospects offered by employers. It also investigates how information technology (IT) has impacted HRM and what steps should be taken to ensure growth in the field of human resources management.
From the Paper
"In recent years the use of information technology has escalated within the HRM profession. There are several ways that information technology can be used in the HRM profession. On of the most prevalent ways to use IT is through online job banks. These job banks allow the HRM professional to seek out employees that have the qualities that coincide with the firm?s philosophy and overall business strategy. Choosing employees from a large pool of applicants also gives the firms that ability to monitor certain trends in the workforce the job banks can provide the company with this information in a timely and orderly fashion."
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