| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "HUMAN RESOURCE MANAGEMENT ASIA PACIFIC": |
|
|
Human Resource Management in Asia Pacific, 2005.
A examination of human resource management challenges for multi-national companies in the Asia-Pacific.
4,500 words (approx. 18.0 pages), 19 sources, MLA, £ 82.95
»
Click here to show/hide summary
Abstract
This paper explains that Asia-Pacific has become a region of hothouse growth, outpacing for the past decade both North America and the Euro Zone in the production of goods and services. It points out that with the march of some Asia-Pacific countries into the ranks of advanced economies and abundant signs that the others lagging behind are soon expected to follow, consumer spending is on the upswing. This paper further explains that due to multi-national level investments, the human resource departments have great challenges when dealing with cross-continent cultural barriers. This paper uses the case study of an Australian-based multinational corporation to understand these issues further.
From the Paper
"Actually, the vast investment and business opportunities offered by Asia-Pacific to foreign entities have always been there. But many were initially discouraged by the generally enigmatic character of this combined market. MNCs, for example, used to find the Japanese market inhospitable, even impenetrable. As for China, the previous attitude of Saudi Arabia towards that country tells the whole story. Until the 1980s, observed the Brooking Institution in Washington, Saudi Arabia was loathe to sell oil to China because of perceptions that it was a godless, revolutionary threat. Now, foreign investors and MNCs tread into the markets of all the Asia-Pacific countries on a welcome mat, such that the region has outflanked even EU as host to the most number of MNCs . But it would seem that MNCs have to sweat it out first to make their standard management and employment practices work in this region of widely divergent cultures."
| |
|
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 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 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."
| |
|
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 examines human resource management techniques by interviewing a human resource manager.
2,316 words (approx. 9.3 pages), 5 sources, MLA, £ 50.95
»
Click here to show/hide summary
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."
| |
|
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, £ 50.95
»
Click here to show/hide summary
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)."
| |
|
"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.
A functional and theoretical overview of human resource management (HRM).
6,320 words (approx. 25.3 pages), 6 sources, APA, £ 104.95
»
Click here to show/hide summary
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."
| |
|
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."
| |
|
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, 2001.
A look at organizational and environmental factors affecting Human Resource Management
900 words (approx. 3.6 pages), 4 sources, APA, £ 22.95
»
Click here to show/hide summary
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."
| |
|
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, £ 56.95
»
Click here to show/hide summary
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."
| |
|
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, £ 27.95
»
Click here to show/hide summary
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."
|
|
|
