| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "HUMAN RELATIONS MANAGEMENT": |
|
|
Human Relations Management, 2004.
This paper discusses the way various companies have solved current human relations management problems in the area of health care, information technology, and management systems.
2,600 words (approx. 10.4 pages), 9 sources, APA, £ 55.95
»
Click here to show/hide summary
Abstract
This paper explains that some companies have begun experimenting with a labor/management partnership as a response to inevitable and rising costs of health care, which appears to be an effective model. The author points out that the experiences of companies, such as Hershey, Whirlpool, Starbucks, and Bang & Olufsen, provide important examples of the problem of introducing new information technology and its role in industry, especially in the area of human resources. The paper relates that the World Bank developed a Performance Advisory Service (PAS) model for dealings with problem workers, such as chronically poor performers, which does away with the hard-line approach of simply firing, demoting, or transferring the dysfunctional employee.
From the Paper
"Leadership failures occur most frequently because of ineptness, the inability to catch up with development requirements or simply because of a wrong diagnosis or handling of problems (Heisler 1989). Newer and more unprecedented changes and forces keep coming and, in many cases, they do not get addressed adequately because of a company's adherence to old ways. Managers and leaders get accustomed to old laws of doing things and, with the ingress of new developments, old programs prove ineffective, cash-draining and result in employee restiveness. There is urgent need to change the American business culture from a fast-buck and short-change format to a long-term and employee-oriented action as the only way to build or remain competitive. And there is greater need to adopt a system or a new vision in making a correct diagnosis and implementing correct responses to new problems within or affecting the human resources department.
Foremost among these new problems and issues are on health care, information technology and the management system."
| |
|
Human Relations, 2001.
An analysis of some of the fundamental issues of human relations, with a focus on conflict management.
2,450 words (approx. 9.8 pages), 5 sources, MLA, £ 52.95
»
Click here to show/hide summary
Abstract
This paper studies several aspects of human relations. It details the issue of how to design an effective plan for personal human relations. Furthermore, it studies conflict management and how to deal with conflicts using love, kindness, generosity and compassion. The paper analyzes effective human relationships and how to make them a success. The models put forward in this paper for problem solving, for decision making, for recognizing the complex relationships between leadership and group dynamics, are an attempt to translate the common, well-known ways to deal with human relations.
From the Paper
"The question of how to design an effective plan for personal human relations is a complex one that shifts from situation to situation and changes over the course of one?s life. This paper lays out some of the fundamental issues that to me as an individual seem to be most important."
| |
|
Labour Relations and Management, 2005.
A discussion regarding labour relations in Canada, focusing specifically on the cases of Navistar and Western Customer Management Inc.
1,350 words (approx. 5.4 pages), 3 sources, £ 37.95
»
Click here to show/hide summary
Abstract
This paper discusses two cases of labour relations and management issues in Canada, namely the Navistar case in Ontario and the Western Customer Management Inc. case in British Columbia. The paper briefly discusses the legal ramifications of the use of scabs and Ontario's decision in 1995 to lift the anti-scab legislation, which led to the injury of six Navistar employees during a strike.
From the Paper
"Why is Western management denying us access to free democratic vote? When it comes to union organization, it is illegal for employers to interfere and prohibit the creation of unions. In Canada, it is against the law for employers to use intimidation tactics and harassment in an effort to discourage employees from joining a union. Organizations are prohibited from discriminating and demoting workers based on their union membership. Under federal and provincial labour laws, employers are permitted to express their opinions so long as they do not commit illegal labour practices ("Your Rights", 2005, para. 4). "
| |
|
Public Relations and Marketing Management, 2007.
A discussion of the role of public relations in global marketing management and strategies.
6,195 words (approx. 24.8 pages), 38 sources, APA, £ 102.95
»
Click here to show/hide summary
Abstract
This paper gives an in-depth analysis of the role of public relations for today's global companies, with particular focus on marketing and management strategies. The paper includes a literature review which helps define a best practices model for this field. Several other models of public relations are taken from current research in emerging global companies. The importance of the Internet is described as a public relations tool, with applicable sites listed.
Outline:
Introduction
Emergence of Public Relations Maturity Model
Model of Market-Driven Organization, Synchronized Across Functions
Figure 1: Public Relations as being Demand Driven
Figure 2: Public Relations Maturity Model
Literature Review
Figure 3: Sales-force.com PR Manager Dashboard Interface
Turning the Position of Trusted Advisor into a Competitive Advantage
Completing Market Segmentation Based on Trust
Values-Based Segmentation Strategies and Pricing
Organizational and Customer Value Alignment and Relationships
ROI Analysis Literature Review
Nordstrom's Case Study: How Public Relation's Stressing Value Impacts Company Culture
Areas of Future Research
Bibliography or Works Cited
From the Paper
"The second critical success factor emerging from the research completed is the challenge of continually defining value both from a product and services perspective across multiple geographies. Respondent scores reflect a global focus of retaining credibility through stressing value-based selling over features, functions, benefits and other product-centric messaging including price. This second critical success factor centers on positioning and messaging with high credibility to support the trusted advisor role. Researchers mention that this approach to building credibility both supports the trusted advisor role and gets their companies away from selling only product features, which in many industries makes the selling process even more difficult. This second critical success criteria reflects the impact of market-driven organizations on product strategies. It is evident from the market-driven organizations in the sampling base there is a much stronger triad link between marketing, public relations, analyst relations, and investor relations. Imagining an overlapping Venn diagram of these items a best practices model emerges for messaging synchronization across a global enterprise."
| |
|
Human Resources Management (HRM) and Industrial Relations, 2002.
Examines the idea that human resources management solves the problems created by industrial relations.
2,813 words (approx. 11.3 pages), 19 sources, APA, £ 58.95
»
Click here to show/hide summary
Abstract
This paper examines some of the activities of HR management with respect to problems created in the workplace by industrial relations, such as unionization and affirmative action. A broad definition of "industrial relationships" reflecting various issues such as the impact of new technologies and the HR response, training of workers and response to such programs as affirmative action are covered in this paper.
From the Paper
"Ralph King (1988) commented that affirmative action has shifted some of the key roles and functions of human resources managers, who now play some of the roles once held by unions, and disputes over fairness are turning into costly court battles. As a direct result, the amount spent on HR management has tripled over the last decade, to $750 per employee each year, for a representative selection of 700 U.S. corporations polled by the Bureau of National Affairs. The emphasis on fairness has forced management to develop standards for hiring and promoting as well as evaluating employees that are viewed by many HR managers as too constraining."
| |
|
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, £ 79.95
»
Click here to show/hide summary
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)."
| |
|
Human Resources Management, 2002.
A discussion of the role of human resource management within the office environment through a review of the book ?Human Relations: Interpersonal Job Oriented Skills? by Andrew Dubrin.
1,460 words (approx. 5.8 pages), 5 sources, MLA, £ 34.95
»
Click here to show/hide summary
Abstract
This paper examines how the human relations manager and human resources play a key role in the productivity of an office environment and how their role is one of quality control, as they guarantee that the efficiency of a work environment is not compromised by the inability of workers to co-operate. It discusses the theory put forward by Andrew Dubin in his book ?Human Relations: Interpersonal Job Oriented Skills?, that human resources functions are too expensive and that the key to successful human interaction is to be found in the psychological aspects of employees and social dynamics among employees. It describes how the book focuses a great deal of time on interpersonal skills training, as it is dedicated to improving interpersonal action in organizations.
From the Paper
"The role of the human relations manager is usually broader in corporations where employees are unionized: there human relations managers are seen as more vital in that they negotiate compensation with union leaders and serve as management?s diplomatic team in dealing with the elected representatives of skilled laborers. Often managers responsible for working with small teams of union laborers in larger corporations lack the authority to change the nature of workers? positions because they lack the authority, or because contractual constraints restrict these workers? roles."
| |
|
"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, £ 44.95
»
Click here to show/hide summary
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."
| |
|
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, £ 56.95
»
Click here to show/hide summary
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."
| |
|
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, £ 66.95
»
Click here to show/hide summary
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."
| |
|
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, £ 59.95
»
Click here to show/hide summary
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."
| |
|
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, £ 167.95
»
Click here to show/hide summary
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."
| |
|
Case Study: Human Resource Management, 2007.
This paper analyzes the case of human resource management (HRM) at XYZ, a fictional company, particularly in the area of performance appraisal.
1,945 words (approx. 7.8 pages), 13 sources, APA, £ 43.95
»
Click here to show/hide summary
Abstract
This paper explains that, over the last two decades, the importance of the functions and activities of human resource management (HRM) has increased manyfold through its ability to assist greatly in the performance and effectiveness of organizations. The author points out that the fictional company XYZ needs to have a separate human resources (HR) department manned by HR specialists who have the desired skills and knowledge necessary to undertake all tasks required in today's competitive market. The paper stresses that the size and organization of this department should be appropriate to the needs of XYZ. The author relates that performance appraisals provide information upon which promotion and salary decisions can be made and provide an opportunity for managers to review the subordinate's work-related behavior.
Table of Contents:
Introduction
What is HRM?
Role of HRM in Organizational Goals
Industrial Relations at XYZ
Human Resources and Industrial Relations
Management of Employees Relations at XYZ
Performance Appraisal System at XYZ
Definition of Performance Appraisal
Steps Involved in Performance Appraisal
The Organization and Effective Performance
Conclusions
From the Paper
"Industrial relations tend to have a collective approach in the organization; whereby, the need for a trade union is much highlighted. The nature of the work climate has a direct impact on the viability of many human resource management activities. Where the climate is negative and the union strong, a company may not be able to perform various activities without the union consent. Such situations can foster a feeling in some managers that workplace relations are 'too hard'. This, in turn, produces managers who do not give priority to human resources, ..."
| |
|
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, £ 45.95
»
Click here to show/hide summary
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."
|
|
|
