Human Resource Management and Hr Essay
Human resource management (HARM, or simply HER) is the management of an organization’s workforce, or human resources - Human Resource Management and Hr Essay introduction. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizationalleadership and culture, and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HER will also serve as the company’s primary liaison with the employees’ representatives (usually a labor union).
HER is a product of he human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management Of the workforce. The function was initially dominated by transactional work such aspirator and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, HER now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion.
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In startup companies, HRS duties may be performed by trained professionals. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various HER tasks and functional leadership engaging in strategic decision making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function.
Academic and practitioner organizations likewise seek to engage and further the field of HER, as evidenced by several field-specific publications. History Antecedent theoretical developments HER spawned from the human relations movement, which began in the early 20th century due to work by Frederick Taylor in lean manufacturing. Taylor explored what he termed “scientific management” (later referred to by others as “Tailors”), striving to improvidence efficiency in manufacturing jobs.
He eventually keyed in on one of the principal inputs into the manufacturing process-?labor-?sparking inquiry into workforce productivity. [al The movement was formalized following the research of Elton Mayo, whose Hawthorne studies serendipitously documented how stimuli unrelated to financial compensation and working conditions-?attention and engagement-?yielded more productive workers. Contemporaneous work by Abraham Moscow, Kurt Lenin, Max Weber, Frederick Herbert, and David McClellan formed the basis for studies in organizational behavior and organizational theory, giving room for an applied discipline.
Birth and evolution of the discipline By the time enough theoretical evidence existed to make a business case for strategic workforce management, changes in the business landscape ( la Andrew Carnegie, John Rockefeller) and in public policy (a l; Sidney and Beatrice Webb, Franklin D. Roosevelt and the New Deal) had ransomed the employer-employee relationship, and the discipline was formalized as “industrial Andorra relations”.
In 1913, one of the oldest known professional HER associations-?the Chartered Institute of Personnel and Development-?was founded in England as the Welfare Workers Association, then changed its name a decade later to the Institute of Industrial Welfare Workers, and again the next decade to Institute of Labor Management before settling upon its current in the United States, the world’s first institution of higher education dedicated to workplace studies-?the School of Industrial and Labor Relations-?was formed at Cornell
University in 1945. 14] During the latter half of the 20th century, union membership declined significantly, while workforce management continued to expand its influence within organizations. “Industrial and labor relations” began being used to refer specifically to issues concerning collective representation, and many companies began referring to the profession as “personnel administration”.
In 1 948, what would later become the largest professional HER association-?the Society for Human Resource Management (SHIRR)-?was founded as the American Society for Personnel Administration Nearing the 21st century, advances in remonstration and communications greatly facilitated workforce mobility and collaboration. Corporations began viewing employees as assets rather than as cogs in a machine. “Human resources management”, consequently, became the dominant term for the function-?the ASP even changing its name to SHIRR in 1998. 5] “Human capital management” is sometimes used synonymously with HER, although human capital typically refers to a more narrow view of human resources; I. E. , the knowledge the individuals embody and can contribute to an organization. Likewise, other terms sometimes used o describe the field include “organizational management”, “manpower management”, “talent management”, “personnel management”, and simply “people management”. In popular media HER has been depicted in several popular media. On the U. S. Elevation series of The Office, HER representative Toby Anderson is sometimes seen as a nag because he constantly reminds coworkers of company policies and government regulations.  Long-running American comic strip Dilbert also frequently portrays sadistic HER policies through character Cater, the “evil director of human resources” .  Additionally, an HER manager is the title hearted in the 2010 Israeli film The Human Resources Manager, while an HER intern is the protagonist in 1 999 French film Resources humanness.
Additionally, the BBC sitcom deaneries main character Philippe is an HER manager Practice Business functionality Dave Lurch lists the functions of HER as: aligning HER and business strategy, re- engineering organization processes, listening and responding to employees, and managing transformation and change. CO] In practice, HER is responsible for employee experience during the entire employment lifestyle. It is first charged with attracting the right employees through employer branding. It then must select the right employees through the recruitment process.
HER then inboards new hires and oversees their training and development during their tenure with the organization. HER assesses talent through use performance appraisals and then rewards them accordingly. In fulfillment of the latter, HER may sometimes administer payroll underemployed benefits, although such activities are more and more being outsourced, with HER playing a more strategic role. Finally, HER is involved in employee terminations – including resignations, performance-related dismissals, and redundancies.
At the macro-level, HER is in charge of overseeing organizational leadership and culture. HER also ensures compliance with employment and labor laws, which differ by geography, and often oversees health, safety, and security. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HER will typically also serve as the company’s primary liaison with the employee’s representatives (usually a labor union). Consequently, HER, usually through industry representatives, engages in lobbying efforts with governmental agencies (e. . , in the United States, the United States Department of Labor and the National Labor Relations Board) to further its oratories. The discipline may also engage in mobility management, especially pertaining to expatriates; and it is frequently involved in the merger and acquisition process. HER is generally viewed as a support function to the business, helping to minimize costs and reduce risk.  Careers There are almost half a million HER practitioners in the United States and thousands more worldwide. 10] The Chief HER Officer is the highest ranking HER executive in most companies and typically reports directly to the Chief Executive Officer and works with the Board of Directors on CEO ] Within companies, HER positions generally fall into one of two categories: generalist and specialist. Generalists support employees directly with their questions, grievances, and projects. They “may handle all aspects of human resources work, and thus require an extensive range of knowledge. The responsibilities of human resources generalists can vary widely, depending on their employer’s needs.  Specialists, conversely, work in a specific HER function. Some practitioners will spend an entire career as either a generalist or a specialist while others will obtain experiences from each and choose a path later. Being an HER manager consistently ranks as one of the best jobs, with a #4 ranking by CNN Money in 2006 and a #20 ranking by the same organization in 2009, due to its pay, personal satisfaction, job security, future growth, and benefit to society. [1 5] Human resource consulting is a related career path where individuals may work as advisers to companies and complete tasks outsourced from companies.
In 2007, there were 950 HER consultancies globally, constituting a USED $18. 4 billion market. The top five revenue generating firms were Mercer, Ernst ; Young Dolomite, Watson Wyatt (now part of Towers Watson), Non (now urged withiest), and PWS consulting.  For 2010, HER consulting was ranked the #43 best job in America by CNN Money.  Education Higher De auction  Further information: List of human resource management graduate degree programs The School of Industrial and Labor Relations decoration University was the world’s first school for college-level study in HER.
Several universities offer programs of study pertaining to HER and related fields. Toothaches of Industrial and Labor Relations at Cornell University was the world’s first school for college-level study in HER. [1 8] It continues to offer education at the undergraduate, graduate, and professional levels; and it operates a joint degree program with the Samuel Curtis Johnson Graduate School of Management, which HER Patriot termed the “crown jewel for aspiring HER professionals” . 19] Other universities with entire colleges dedicated to the study of HER include Michigan State University, University of Illinois at Urbana- Champaign, and Rennin University of China. Dozens of other universities house departments and institutes related to the field, either within a business school or in another college. Professional associations Main article: List of human resource management associations HER education also comes by way of professional associations, which offer training and certification.
The Society for Human Resource Management, which is based in the United States, is the largest professional association dedicated to with over 250,000 members in 140 countries.  It offers a suite of Professional in Human Resources (PR) certifications through its HER Certification Institute. The Chartered Institute of Personnel and Development, based in England, is the oldest professional HER association,with its predecessor institution being founded in 1918. Several associations also serve niches within HER.
The Institute of Recruiters (ROR) is a recruitment professional association, offering members education, support and training.  Workload focuses on “total rewards” (I. E. , compensation, benefits, work life, performance, recognition, and career development), offering several certifications and training programs dealing with remuneration Andorra;life balance.
Human Resource Management and Hr Essay
The report below sets out the importance of the HR function, explains how HR activities support the organisation’s strategy and ways HR support line managers and their staff.
The HR Function is in a position to add value by proper formulation and implementations of the following activities and in turn support the organisation strategy - Human Resource Management and Hr Essay introduction. Recruitment and Selection Recruiting the wrong people can lead to a drop in productivity, lack of commitment, low morale, and rapid staff turnover, all of which can impact heavily on the bottom line. The Chartered Institute for Personnel and Development (CIPD) puts the cost of recruiting the wrong person at 2.5 times their annual salary, taking into account factors such as wasted salary benefits, severance package and money spent on training and induction – not to mention the added cost of having to go through the recruitment process again. ACAS, Get the right people for your business – available: http://m.acas.org.uk/index.aspx?articleid=3631 (Accessed: 11th November 2013) HR function aids in recruiting new staff with relevant skills and abilities, not just for a current role but identifies skills and abilities that organisations will need in the future. Ensuring the company has the right people with the right skills at the right time. This will also allow for consideration of suitable internal candidates for job promotion by recognising relevant talent. The HR Function saves Management time ensuring selection of the most skilful and competent person from the high volume of applicants at the time. This will allow for Management to then select from a ‘premium’ pool of shortlisted candidates. When successful in this endeavour, HR will provide support to the organisation strategy.
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Training and Development
HR function plays an important role in developing a culture of continues learning. HR will identify training and development needs of existing staff and meeting those needs. HR would do this by either arranging training with a sourced provider or done internally. HR would establish a system which creates an environment conductive to learning through experience, coaching, mentoring and self-learning in addition to the traditional ways of training and development. Training and development will be aimed at improving the performance of individuals and groups of the organisation. HR would ensure all new employees undergo induction training ensuring all are compliant with relevant aspects of their job. This will allow for a uniformed approach in introducing new employees to company and the culture of the organisation. HR will maintain and monitor all employee personal development records and ensures company is getting best out of employees. In turn employees feel valued and see that company is invested in helping them attain personal growth. Training and development leads to improved profitability and more positive attitudes towards profit orientation.
The aim of managing performance is to continuously improve the performance of individuals and that of the organisation. It involves making sure that the performance of employees contributes to the goals of their teams and business as a whole. Good performance management helps everyone in the organisation to know: •What the business is trying to achieve
•Their role in helping the business achieving its goals
•The standards of performance required
•How they can develop their performance and contribute to development of the organisation •How they are doing
•When there are performance problems and what to do about them ACAS Advisory Booklet – How to manage performance available at: http://m.acas.org.uk/index.aspx?articleid=2927 (Accessed 11th November 2013) Maintaining a performance appraisal and reward system which is fully aligned with organisational strategy positively affects employees’ motivation. All goes a long way in attracting, maintaining, developing and retaining good employees. From probationary period to periodic reviews and annual appraisals, HR would monitor and maintain records of the performance journey for each employee. HR would ensure all performance issues are addressed and in a timely manner.
Having HR support line managers and their staff is very important in that it plays an important part in ensuring the company achieves success. Advice Conflict in the workplace is inevitable in this day and age where employees represent many different cultures and personalities in the workplace. When such conflicts arise line managers seek advice from HR. Line Manages generally feel more confident in dealing with these kinds of conflict when they have direct access to HR support. HR will advise on performance management of staff. Advise managers on any disciplinary and grievance issues. Help with advising on how issues can be resolved amicably. Support
Having a Human Resource function means there is always support for line managers when they need it. HR is there to guide in all aspects of employee development. Likewise if any employee wishes to address any concerns that they felt they could not address to their line manager HR can help resolve and aid in building those relationships. Support for Line managers and other staff in any grievance and or disciplinary process.
Human Resources function has an important role to play in coaching and working with line managers to help them to better understand all available tools at their disposal to develop and retain talent. Develop effective relationships and build on them. Help Line managers develop their talent management capabilities. Development of managers is important to influencing the organisational culture. Enable line managers to develop necessary interpersonal skills needed to deal with sensitive and emotional issues that come up in the workplace. Ensure continues development of line managers to enable them to avoid working relationship issues and easily resolve issues before it becomes ‘out of hand’.
In conclusion, having an HR Function in the organisation is hugely beneficial. HR plays an important role in developing the company strategy in addition to handling the employee focused activities of the organisation. According to Schwind Das and Wagner, “Human Resource Management aims to improve the productive contribution of individuals while simultaneously attempting to attain other societal and individual employee objectives.” HR can also ensure the employees in the organisation embrace the company’s philosophy and business principles and therefore create a cohesive work environment. For all the reasons in this report is why HR function should be