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Human Resources and Organizational Performance, 2000.
A research proposal to examine the effects of economic change on human resource diversity, employment decisions and job and organizational effectiveness.
1,800 words (approx. 7.2 pages), 14 sources, £ 44.95
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From the Paper
"Impact of Human Resource Diversity on Organizational Performance: A Research Proposal
Introduction
Diversity in an organization's human resources is a critical issue for contemporary management. Such diversity involves consideration of gender, ethnicity, race, and disability (both physical and mental). Human resource diversity within organizations has been a contentious issue in diverse societies such as the United States for decades. Attempts to legislate human resource diversity in organizations through affirmative action, equal opportunity, and other programs and initiatives met with both some success and substantial opposition (from both organizations and individuals). In the late-1990s in the United States, court rulings from the Supreme Court..."
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Human Resources and Performance Evaluation, 2005.
This paper discusses performance evaluations as a benefit to the workplace within an organization.
2,475 words (approx. 9.9 pages), 5 sources, £ 69.95
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Abstract
The writer discusses that within the last three decades, performance evaluations have grown in popularity as a formalized assessment of the abilities and skills of workers within the organizational culture. The writer points out that a manager in the Human Resources department of a multinational company is seeking to identify whether his company can benefit from performance evaluations as have others. The incentives and positive long-term impact of implementing a performance evaluation program are detailed, and recommendations for outcomes suggested. Performance evaluations are definitively identified as a positive asset to the workplace and for leaders within an organizational culture seeking to make informed decisions regarding policy change.
From the Paper
"The process of evaluating the performance of employees within the organizational setting helps to define the efforts of employees and clarifies areas of need which have yet to be addressed by the existing organizational culture. The role of the Human Resources department is to help facilitate successful and comprehensive performance evaluations of employees. This helps identify areas in which the company must focus to successfully promote productivity and improve the retention of employees through maximizing their job satisfaction. This paper is designed to identify the beneficial outcomes of routine performance evaluations within the workplace. Self-assessments and management assessments of employee performance shall be clarified in terms of their scope and functionality."
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Human Resources as Strategic Partner, 2008.
This paper looks at the current trends in human resources and assesses what organizational strategies within human resources are needed to maintain a competitive and successful business market.
1,239 words (approx. 5.0 pages), 5 sources, APA, £ 29.95
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Abstract
This paper discusses the role of human resources, stating that more recently it has been regarded as a business strategic partner for many organizations. In order to be successful and remain competitive in today's market, human resources (HR) must be considered a strategic partner if an organization wants to flourish. This paper makes a case for having human resources (HR) report to the CEO of the organization. The author describes the relationship between HR strategies and business strategies and discusses examples of HR strategies that can be effective. In addition, the author of the paper examines the benefits and consequences of having HR as a strategic partner, as well as the key business competencies that they must retain. Furthermore, the paper discusses an optimal career path for a senior HR executive.
Outline:
Case for Human Resources as a Strategic Partner
HR Strategies and Business Strategies
Benefits and Consequences
Key Business Competencies
Career Path
Conclusion
From the Paper
"Strategies require more than retaining competent people. They require specific people with specific talents for specific tasks. Concentration strategies are a good example of how HR can affect change. They are an integral part in retaining employees by way if training to keep skills sharp and compensation to give those with skills the proper income for their work. Another strategy that can impact change in a positive direction is the external growth strategy during mergers and acquisitions. HR is a critical facet during a merger as issues of conflict usually arise. HR must train staff in conflict resolution due to the merging cultures. In doing so, morale and production can be impacted if the proper training is conducted. Additionally, rightsizing to cut costs and remain competitive in the market is another strategy whereby HR is important and can positively affect the company in meeting its goals. HR can assess the positions and the job functions to see what positions can merge. Upon doing so, they then can look objectively at the employees who aren't as valued to determine the cuts needed to achieve the desired results."
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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 Resources and the Business Environment, 2002.
A discussion of the changing business environment and the role of human resources in that environment.
5,122 words (approx. 20.5 pages), 16 sources, MLA, £ 90.95
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Abstract
This paper examines how as the business environment in which most companies operate has changed, the role of the human resource function has changed, as well. It looks at how human resource professionals used to serve as personnel specialists who worked largely outside the realm of strategic management and how they are now an integral part of the strategic focus of a company. It evaluates how human resource professionals now 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. Human resource managers are in a unique position to bring change to organizations since they are increasingly being included in senior management and since they work closely with other managers as well as lower-level employees.
Outline
Introduction
Globalization
Managing the Expatriate
Reducing Costs
Competition
Increase in Service Sector Activity
Downsizing/Re-Engineering
Changing Demographics
Strategic Planning and Human Resources
Goal-Setting
Planning
Organizing
Profit Sharing
Executive Information Systems
Delegating
Organizational Culture and Ritual
Rituals as Barriers in Organizations
Culture and Standards of Behavior
Conclusion
From the Paper
"Increasingly, organizations are including human resource professionals in the strategic planning sessions which take place at the executive level. Where once personnel specialists would react to the strategic plan by trying to find employees who could help the company achieve its goals, human resource professionals are now active participants in determining those plans. Based on their familiarity of the workforce in the local region (or in remote areas, in some cases), human resource professionals can offer guidelines as to how much a particular strategy will cost in terms of human resources, and whether the company has the right people on staff currently or whether new employees will have to be hired and trained. In some cases, retraining of current employees will take place concurrently with hiring new employees."
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Human Resource Management, 2004.
Examines the importance of the human resources manager and human resources department in today's changing business world.
2,907 words (approx. 11.6 pages), 17 sources, MLA, £ 61.95
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Abstract
Organizations are changing. Previously, human resources (HR) did not rise above the position of an administration and clerical department. The HR department?s functions have changed; HR takes on more duties and responsibilities than in the past. This paper shows that the HR department is becoming a strategic partner for the organization, as it is a purveyor of the most important asset a company controls, the human asset. More than any other resources, humans ultimately come to represent the new competitive edge for a corporation. The paper examines the role of the HR manager, his/her changing role in America's work force, and expected roles in the future.
Paper Outline
The Human Resource Planning Model for the US
The Organizational Socialization Process
Challenges that Human Resource Departments Will Face in the Future
Conclusion
Bibliography
From the Paper
"Sensitivity to issues of gender, race, culture and religion are becoming increasingly important to organization. The ability of an organization to accept new ideas and change or modify the existing attitudes of the company helps the organization grow. This was especially noticeable when the disabled and disadvantaged workers entered the workplace in increasing numbers. Many organizations in today?s market place encourage individuals to have their own style and attitudes as long as they are within the main acceptable codes for the overall company. The HR departments of many organizations have, over the years, used many of these ?soft? measures to improve the organization as a whole. An individual?s traits also play an important role in the encounter stage."
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Human Resources Functions, 2005.
A discussion of human resource functions in the twenty first century and beyond.
2,027 words (approx. 8.1 pages), 11 sources, APA, £ 45.95
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Abstract
This paper examines human resource functions by focusing on the Ford Motor Company and some of the organization's human resource related challenges. The paper also attempts to provide insights into how a new globalized business spectrum adds additional pressures to recruit, train, hire and maintain the best possible employees possible at a time when organizational demands for continued profitability and growth demand many cutbacks, plant closings and relocations.
Outline
HR Function
Importance of Measuring Human Resources
Current Strategies
Major HR Issues
Modeling
Training and Development
Conclusion
From the Paper
"Human resources have historically been seen as the most expensive aspect of any business because payroll and benefits account for more than forty percent of businesses in America and the world. This can be considered to be a large drain on any organization's bottom line. Of course, the other way of looking at the function is that it represents the true company asset - people. And, people are the real value added feature of any business because without them, no sales or manufacturing can occur."
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Human Resources and Business Strategy, 2004.
Thesis paper with the intended purpose of clarifying the evolving responsibilities of the human resources department in business.
22,814 words (approx. 91.3 pages), 45 sources, APA, £ 176.95
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Abstract
This is an in-depth study intended to give some insights into changing HR styles and their preference of tools and methods. It looks at the variables affecting the present-day organizations and the models that the modern HR departments prefer in effort to help organizations use their human resource assets more effectively. The paper focuses on the idea that the HR department is becoming more than just an administrative department, which, in turn, means that the HR department must develop the human side of the business along with the goals and the objectives of the organization.
Outline
History of Human Resource Understanding and Management
Compensation and Rewards Utilization
HR and Management styles
Organizational Culture, Change and HR Effectiveness
Understanding Organizational Structure and HR impact
Training and Upgrading the Skills of the Employees
Change Management and the Role of the HR department
Mergers and Acquisitions
HR Department and Conflict Management
Information Technology and Changing Technology
Intellectual Capital and Knowledge Management by the HR
Teleworking and the HR Department
HR Department and Outsourcing
Leadership and the HR Department
From the Paper
"Organizations are changing. All departments within an organization have to change to keep pace with the change. The Human Resource Department?s functions have changed; HR takes on more duties and responsibilities than in the past. The HR department is becoming a strategic partner for the organization as it is a purveyor of the most important asset a company controls?the human asset."
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Effective Applications of Human Resources, 2002.
An analysis of the role that human resources needs to play for an organization to succeed in today's work environment.
1,690 words (approx. 6.8 pages), 8 sources, MLA, £ 38.95
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Abstract
This paper discusses the many challenges facing organizations, that human resource managers need to deal with and overcome. The paper outlines these issues: Sexual harassment, the Americans with disabilities act (ADA), equity in the workplace and the rising costs of health benefits. The paper explains that the human resource managers' roles also include overcoming the problems that can limit productivity in the office, providing service to line managers and preparing for organizational change.
From the Paper
"Now more then ever human resource managers face many difficult challenges that impact how they perform their job. The role of human resources has evolved beyond the basic function of recruiting and hiring the best possible employees for the organization. Human resources today are responsible for addressing many employee related issues that are not related to the main goal of the organization. Among the employee related issues that have altered the field of human resources include; sexual harassment, the rising cost of providing health benefits to the employees, workplace violence, increased use of technology and developing ways to get more productively out of their employees."
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International Events and Human Resources Management, 2003.
Reviews the potential for international events to affect human resources management .
2,530 words (approx. 10.1 pages), 12 sources, APA, £ 61.95
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Abstract
This paper reviews the potential for international events to affect human resources management at the organizational level. It maintains that effects vary in relation to an organization's global orientation and to the nature of an international event.
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CEOs and Human Resources, 2004.
A research proposal regarding the relationship between CEOs and human resources in a bid to maximize production and profits.
5,950 words (approx. 23.8 pages), 13 sources, APA, £ 99.95
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Abstract
One of the most important and basic areas of organizational essentials is that of the relationship and compatibility between the conceptual perspectives and ideologies of the CEO and the collective platform of human resources; this is typically the most critical factor in regard to determining the productivity inherent to any particular firm. This paper presents a comprehensive research proposal, which ultimately concludes that motivation and hygiene are the most crucial components in regard to determining the degree of influence that the CEO yields over his or her staff members.
Paper Outline
Part I: Introduction, Purpose and Organization
Introduction
Thesis
The Purpose of the Study
The Scope of the Study
Limitations of the Study
General Background Information; Contemporaneous Organizational Socio- Psychology
The Voluntary Sector
The Motivation Factor
Part II: Theory
Analysis of the Methodological Characteristics of the Study
Part II: Data and Measurement
The Relevance of Two Opposing Psychological Tendencies
The Instrumentality of the Two Theories, X and Y
Employee Satisfaction and its Quantitative Standards
The Hierarchy of Needs & its Motivational Relevance
Part III: Data and Measurement
Part IV: Methods and Measurements
Part V: Results and Normative Paradigms
Part VI: Summary, Conclusions and Paradigm Overviews and Alternatives
References
From the Paper
"John J. Morse and Jay W. Lorsch, within their study, Beyond Theory Y, 2000, take into consideration the relevance of the psychologies of employees to the intrinsic rate of organizational productivity. They assertively decree the existence of a Theory Y, that upholds and lends to the worker?s naturally inherent interest in the mode of work (s) that he or she is expected to perform. The employee prefers to be self- directed and seeks responsibility. The worker is ready to solve business problems. On the other hand, there is also the acknowledgement of a Theory X, which assumes that people naturally dislike work and subsequently, that they have to be coerced, controlled and directed toward the particularly necessary organizational goals."
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Human Resources Management, 2007.
A discussion of the strategic management of human resources.
2,910 words (approx. 11.6 pages), 6 sources, APA, £ 61.95
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Abstract
This case study discusses the process of organizational change in a bank. The paper describes the specific steps taken in order to manage this change. Two types of change are described and detailed, and the role of human resources in managing the change highlighted. Specific HR strategies are explored such as knowledge management, resourcing, learning and developing and reward and recognition.
From the Paper
"Recruitment and selection: The Bank promotes selection at all levels, uses psychological tests and other procedures in order to attract an retain the most qualified people. In other words, the strategy is characterized by "sophisticated recruiting at all levels" (Miles and Snow 1984 cited in Ahmed, Ullah & Uddin, 2006). It has been acknowledged that companies pursuing a differentiation strategy (as it is the case with Macquarie Bank as well) "emphasize on innovation, which requires a high degree of creative behavior, a greater degree of risk taking and a high tolerance of ambiguity and unpredictability" (Ahmed, Ullah & Uddin, 2006, p. 23). Under such circumstances external sources of recruiting will always remain important. On executive positions recruiting from the inside is recommended. On entry level positions fresh graduates are recruited. Interview, psychological testing and written tests are followed by a 4 weeks induction period after which a performance appraisal follows."
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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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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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