8 Critical Human Resource Practices
HUMAN RESOURCE MANAGEMENT – PAPER #2
Designing a World Class Organization: The 8 Critical Human Resource Practices and Rationale for Leadership
JENNIFER BILTON UTICA ONLINE COLLEGE OF NEW YORK
2
Designing a World Class Organization: The 8 Critical Human Resource Practices and Rationale for Leadership
Most businesses strive to create a successful organization while maintaining a professional and productive work environment for their employees. Some businesses put this task on their
Human Resource Management team to create this environment. There are many factors that HR Management needs to consider when developing a World Class Organization with regards to how an organization hires its employees, ensuring quality work is being completed and keeping their employees motivated. An organization can create a structured HR plan by developing and using certain measures, namely, Analysis and Design of Work, Human Resource Planning, Recruitment and Selection, Training and Development, Compensation, Performance
Management and Employee Relations. When organizations determine how to utilize each of the measures and create optimal balances between HR and upper-level management, a platform for healthy, thriving and successful business plans can be established. Role of Human Resource Management Prior to discussing the eight main measures in detail, it is important to understand why HR managers, directors, or executives must parallel the needs of his or her changing organization. Successful organizations are becoming more adaptive, resilient, quick to change direction and customer-centered. Within this environment, the HR professional, who is considered necessary by managers and executives, is a strategic partner, an employee sponsor or advocate and a change mentor (Heathfield, 2012). HR is expected to be aligned with upper level management on decision making levels to ensure that the organization and its employees are meeting the set goals. This begins from the
Designing a World Class Organization: The 8 Critical Human Resource Practices and Rationale for Leadership
JENNIFER BILTON UTICA ONLINE COLLEGE OF NEW YORK
2
Designing a World Class Organization: The 8 Critical Human Resource Practices and Rationale for Leadership
Most businesses strive to create a successful organization while maintaining a professional and productive work environment for their employees. Some businesses put this task on their
Human Resource Management team to create this environment. There are many factors that HR Management needs to consider when developing a World Class Organization with regards to how an organization hires its employees, ensuring quality work is being completed and keeping their employees motivated. An organization can create a structured HR plan by developing and using certain measures, namely, Analysis and Design of Work, Human Resource Planning, Recruitment and Selection, Training and Development, Compensation, Performance
Management and Employee Relations. When organizations determine how to utilize each of the measures and create optimal balances between HR and upper-level management, a platform for healthy, thriving and successful business plans can be established. Role of Human Resource Management Prior to discussing the eight main measures in detail, it is important to understand why HR managers, directors, or executives must parallel the needs of his or her changing organization. Successful organizations are becoming more adaptive, resilient, quick to change direction and customer-centered. Within this environment, the HR professional, who is considered necessary by managers and executives, is a strategic partner, an employee sponsor or advocate and a change mentor (Heathfield, 2012). HR is expected to be aligned with upper level management on decision making levels to ensure that the organization and its employees are meeting the set goals. This begins from the
Cited: Antariksa, Yodhia (2012). Selection and Recruitment. Exploring HR Management. Retrieved from: http://www.explorehr.org/category/Selection_+_Recruitment/Recruitment_and_Selection.html Collins, Christopher J.; Smith, Ken G.; Stevens, Cynthia Kay (January 2001). Human Resource Practices, Knowledge-Creation Capability and Performance in High Technology Firms. Cornell University Center for Advanced Human Resource Studies, p 6. Obtained from: http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1064&context=cahrswp French, Ray; Rumbles, Sally (2010). Recruitment and Selection. Leading, Managing and Developing People, Third Edition, Ch 9, p 169-190. Obtained from: http://www.cipd.co.uk/NR/rdonlyres/01F95685-76C9-4C96-B291-3D5CD4DE1BE5/0/9781843 982579 _sc.pdf Heathfield, Susan (2012). What is Human Resource Management, About.com Guide. Retrieved from: http://humanresources.about.com/od/glossaryh/f/hr_management.htm Management Study Guide (2008-2012). Employee Relationship Management. Human Resource Management. Job Analysis. Human Resource Management. Management Study Guide. Retrieved from: http://www.managementstudyguide.com/importance-of-employee-relations.htm http://www.managementstudyguide.com/human-resource-management.htm http://www.managementstudyguide.com/understanding-job-analysis.htm http://www.managementstudyguide.com/performance-management.htm Noe, R.; Hollenbeck, J.; Gerhart, B.; Wright, P.M. (2011). Managing Human Resources. Fundamentals of Human Resource Management, Fourth Edition, Ch 1, p 2-9.; Ch 4, p 96-99; Ch 7 p 190-213; Ch 10 p 294-313; Ch 13 p 384-400. WiseGeek (2003-2012). What is Human Resources Planning. Wise Geek. Retrieved from: http://www.wisegeek.com/what-is-human-resources-planning.htm