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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, £ 56.95
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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 (HRM), 2005.
This paper discusses human resource management (HRM), an important function of business, especially in multinational enterprises.
2,710 words (approx. 10.8 pages), 11 sources, APA, £ 57.95
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Abstract
This paper explains that globally competent managers require a broader range of skills than traditional international managers including a global perspective, transition and adaptation skills and foreign experience. The author explains that human resource, whether in global or domestic environments, must have a clear view of the organization's scope, scale, size and general vision of the future needs of the organization; it must motivate employees and serve as a structure for allocating resources. This paper defines strategic human resource's management as the linking of human resources with strategic goals and objectives to improve business performance and develop organizational cultures that foster innovation and flexibility.
Table of Contents
Introduction
Human Resource's Vision in the Global Environment
Communication in the Global Environment
Human Resource Competitiveness in the Global Environment
Human Resource Global Strategies
How Much Global Influence is Necessary?
Business and Diversity in the Global Environment
Recruiting, Developing and Retaining Qualified Employees
Conclusion
From the Paper
"Because of the advancement in technology, HR is able to advance and take advantage of the information explosion. Information technology has change human resources here in the United States and abroad. Perhaps, the most central use of technology in human resources management is an organization's human resources information system (HRIS). It provided current and accurate data for the purpose of control and decision-making; in this sense, it moves beyond simply storing and retrieving information to include broader application such as producing reports, forecasting human resources needs, strategic planning, and evaluating human resource's policies and practices."
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Human Resources Management (HRM), 1999.
Examines the changes in the role of the manager, human resources as corporate assets, strategic planning, globalization, costs, competition, service sector, downsizing and demographics.
2,025 words (approx. 8.1 pages), 12 sources, £ 50.95
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Abstract
In recent years, personnel administrators have evolved into human resource professionals, but the question remains whether human resource management is truly a new field or whether good human resources is just good personnel practice with a different name.
From the Paper
"Introduction
In recent years, personnel administrators have evolved into human resource professionals, but the question remains whether human resource management is truly a new field or whether good human resources is just good personnel practice with a different name. It can be argued that personnel specialists worked largely outside the realm of strategic management, but human resource specialists are now an integral part of the strategic focus of a company. Human resource professionals take a proactive role in helping companies attract and retain the highest quality workers who are able to meet the needs of the organization not only in the immediate future, but over the long term. This research explores areas in which there has been a significant change in the role of the human resource professional, and considers what new roles human resources ..."
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TQM and HRM (Human Resource Management), 2005.
This paper discusses that TQM (Total Quality Management) can not be obtained without the expanded role of HRM (Human Resource Management).
1,215 words (approx. 4.9 pages), 8 sources, APA, £ 29.95
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Abstract
This paper explains that, in the past, HRM (Human Resource Management) involved classifying job positions, recruitment and hiring as well as employee benefits, discipline and compliance with employment laws; this role has expanded to include building a more stable, better qualified workforce as required by the TQM (Total Quality Management) approach. The author points out that HR managers play a creative role in introducing and disseminating TQM materials, producing mission statements, assist in reinforcing and maintaining TQM by a reward system based on achievements, reviewing with attitude surveys and analyzing their results. The paper relates that HRM practices enhance employee productivity and the ability of organizations to achieve their goals, especially when the use of personnel practices are integrated into the strategic planning process through the use of TQM at the group level, and Management by Objectives at the individual level.
Table of Contents
Introduction
HRM in TQM
The TQM Approach
Conclusion
From the Paper
"TQM calls for the involvement of top management and all levels of the organization and this in turn requires a more strategic approach to the management of human resources which is HRM. There is a "hard" type of TQM which pays little attention to the people element in the drive for continuous quality improvement. This TQM type is largely production-oriented such that emphasis is given to systems, processes and procedures. The criteria for the granting of ISO-9000 and British Standards-5750 are based mostly on this type which disappoint HRM professionals who feel that greater emphasis must be placed on the human aspects of TQM."
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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, £ 66.95
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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, £ 45.95
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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, 2008.
A functional and theoretical overview of human resource management (HRM).
6,320 words (approx. 25.3 pages), 6 sources, APA, £ 104.95
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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 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
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Abstract
The world we live in is constantly faced with new challenges it must overcome in order to survive; and the business world is no exception. A wide array of changes have affected industrial activities and have forced companies to develop and more importantly, to become increasingly adaptable to all forces of micro and macro nature. A most relevant modification within the business sector is represented by the approach to the human resource. If only a few decades ago, the personnel were perceived as the force operating the machines, today, they represent the company's most valuable assets, its core competency and its means of achieving organizational goals. The management of the human resource currently constitutes a vital issue within corporations, moreover for the companies activating in the service field, where the quality of the interactions with the customers is crucial for the successful continual of the business activity. Airline companies place increased emphasis on the human resource strategies and policies and have integrated them in the company's values. This research paper presents the most relevant human resource management practices as revealed by numerous academicians and specialized economists. Furthermore, two airlines companies are discussed while presenting the means in which they understand, develop and implement human resource strategies and policies.
Outline:
Executive summary
1. Introduction
2. Human Resource Management Practices
2.1 Relevant Concepts of HRM
2.2 Planning and Recruiting
2.2.1 Recruiting the personnel
2.2.2 Sources of recruitment
2.3 Organizing the Human Resource
2.3.1 Job Design
2.3.2 Working Conditions
2.3.3 Flexible Schedules
2.4 Developing and Training the Human Resource
2.4.1 Training and Development
2.4.2 Motivating the Human Resource
2.5 Evaluating and Remunerating the Personnel
2.6 Employee Relations
2.6.1 Communications
2.6.2 Collective Bargaining
3. Human Resource Management within Airline Companies
3.1 HRM Particularities in Airline Companies
3.1.1 Globalization and Market Liberalization
3.1.2 Technological Developments
3.2 Measuring Job Satisfaction of Airline Passenger Service Staff
3.3 Airline Employees and Airline Disasters
3.4 The Human Resource at British Airways
3.5 The Human Resource at Air Canada
4. Conclusions and Recommendations
5. Reflections
6. References
From the Paper
"The human resource strategies designed and implemented by the company's management are expected to retrieve two finalities. The company first expects to better satisfy the needs of its employees. Secondly, the management hopes that through the implementation of the HR practices and alternatively an increased job satisfaction, employees' performances will increase and this will generate a superior quality of the airline services offered by the organization.
"But in order to reach the desired status of increased market share, profits and increased interest from investors, due to a high quality of their services, managers must first measure the level of satisfaction of each employee. Ruth Taylor, the Academic Area Head for the Services and Tourism Management program at Curtin University, Western Australia, has long studied and analyzed the level of job satisfaction felt by airline employees as well as the measurements used by managements."
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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
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Abstract
This paper discusses human resource management as it relates to strategy and encompasses several issues including the, nature of strategic human resources management, best fit vs. best practice and the overall purpose of strategic human resources management. The paper begins by defining human resource management.
Table of Contents:
Introduction
Human Resource Management
Changes to Human Resources in recent years
Human Resource Management Paradigms
Human Resources Management and Strategy
Types of Strategic HRM
Advantages and Disadvantages of the Best Fit and Best Practices Models
Primary Purpose of Strategic HRM (Bottom Line)
Conclusion
From the Paper
"Overall, it has been asserted that universalism is not as successful a strategy as an approach that is associated with critical contingencies or best fit in nature. This assertion appears to be made in the climate of an ever changing business environment. This environment has become more global and as such more diverse. With these things being understood a best practice model may not be best for such a diverse work force because the paradigm set forth by this approach may not translate well from organization to organization."
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The Value of Human Resource Management, 2008.
An analysis of the value of the human resources management (HRM) to organizations, compared to the traditional human resource (HR) rules and regulations.
1,182 words (approx. 4.7 pages), 6 sources, APA, £ 28.95
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Abstract
This paper discusses the worth and value of human resources management (HRM) to organizations. It discusses the point of its relative value in contrast to the traditional view and role of personnel management which has proven completely inadequate in the global environment. The paper specifically looks at the clear distinction between the set of human resource (HR) rules and regulations implemented and adhered to within the personnel management paradigm and the set of integrated HR solutions implemented under an HRM paradigm.
Table of Contents:
Abstract
Overview
HRM & the Contemporary Organization
The HRM Body of Knowledge
Conclusion
From the Paper
"There is a clear distinction between the set of HR rules and regulations implemented and adhered to within the personnel management paradigm and the set of integrated HR solutions implemented under an HRM paradigm. The underlying difference in overall characterization between personnel management and HRM is that the former implies a set of rules that state what cannot be done, while the latter implies a set of policies that define what can be done. Personnel management is implementation of behavior constraints while HRM empowers individuals to act proactively within the organization."
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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
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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, ..."
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Effective Human Resource Management, 2008.
A case study analysis of the effectiveness of human resource management within Wal-Mart.
1,813 words (approx. 7.3 pages), 8 sources, MLA, £ 41.95
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Abstract
This paper discusses human resource management (HRM) within the Wal-Mart company and in so doing provides a comprehensive strengths, weaknesses, opportunities, threats (SWOT) analysis of that structure. It also looks into whether there ia a sequence of activities or actions that can marginally guarantee HRM. The paper then objectively analyzes whether HRM for Wal-Mart can be characterized as effective.
Table of Contents:
Abstract
Wal-Mart's Human resource Model: SWOT Analysis
Part 1: Strengths of Wal-Mart's Human Resource Model
Part 2: Weaknesses of Wal-Mart's Human Resource Model
Part 3: Opportunities Presented by Wal-Mart's Human Resource Model
Part 4: Threats to Wal-Mart's Human Resource Model
Wal-Mart's Organizational Structure
The Nature Of Human Resource Management At Wal-Mart
From the Paper
"In closing there is a plethora of literature that examines the effectiveness of Wal-Mart's human resource model, and there is a common thread within these books and articles, that is, Wal-Mart's human resource model is inadequate and takes disadvantage of workers. There have been other activities that have brought into question Wal-Mart's labor practices. Allegations of sex discrimination, support of child-labor based on purchases made in China, violations of labor laws concerning illegal workers, and federal overtime laws, and overall activities that are contrary to effective HRM have been documented and continue to pose a threat to Wal-Mart's perceived successful model."
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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
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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, 2008.
Looks at human resources management (HRM) in public agencies.
1,080 words (approx. 4.3 pages), 5 sources, APA, £ 26.95
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Abstract
This paper explains human resources management (HRM) in public organizations by examining the 2003 Staten Island Ferry crash as if the author were the commissioner and wanted to avoid similar crashes in the future. The paper first defines a set of evaluative criteria to determine which HRM principles are the most and the least important. The paper then indicates the importance of the job related test, performance appraisal and merit and notes that equal opportunity employment and affirmative action are not as significant in preventing future crashes.
Table of Contents:
Introduction
Definitions
Criteria and Ranking
Conclusion
From the Paper
"Job Related Test- This is first on the list because it was discovered following the crash that the pilot was on heavy medications which caused him to fall asleep at the helm. Perhaps if job related testing was performed on a regular basis this individual's medical condition would have been exposed and he would not have been driving the ferry on that day. In addition, if job related testing had been conducted perhaps the two pilot rule would have been enforced and the crash would not have occurred because there would have been somewhere there to take over the controls."
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