Hrm 300 Week 1
What is Human Resource Management (HRM?)
Introduction
Human Resource Management (HRM) is the term used to describe official systems developed for the management of people within an organization. The responsibilities of a human resource manager fall into three major areas: staffing, employee compensation and benefits, and defining/designing work. (Encyclopedia Inc., 2016.) The chief executive officer (C.E.O.) of Northwest Hospital has enquired support in the formation of a Human Resource Management Department. Fundamentally, the purpose of an HRM department is to capitalize on the efficiency of the organization by enhancing its employees. This obligation is most likely to change in any essential way, despite the increasing dynamics of the business culture, consequently organizations …show more content…
must carefully entail the basic mission of an HRM department that will attract, cultivate and retain employee talent; in addition to paralleling the work production with the organization; which will result in excellence contribution to the business. These three factors will be consistent challenges in HRM that will never change.
HRM Professionals and Responsibilities, Task and Major Functions
HR personnel is forceful set of employees to the organization culture.
In the course carrying out their duties, every operating manager is, in essence, an HR manager. Before the development of an HR team, candidates must be aware of the responsibilities and duties of an HRM department, which entails: strategic management- effectiveness, planning and retention, equal employment opportunity (EEO,) – assuring compliance, diversity, and affirmative action, staffing- job recruitment, talent management and development-performance management, training and development , Total Reward: Compensation and Benefits-ensuring fair compensation and incentives, Risk Management and Workers Protection-employee protections, health and safety, Employee and Labor Relations-ensuring that all employees have rights and privacy. According to, Differentiation through People: How Can HR Move beyond Business Partner, “Our profession has the lead responsibility, working closely with our line and other colleagues, to design the policies and practices that elicit the discretionary behavior leading to sustainable success,” (Armstrong, 2005.) HR personnel are value assets to an organization culture and
reputation.
Contributions of HR efforts to Productivity and Competitiveness of Companies
Performance, in the context of organization, is a vague concept which has been used in comparison of productivity, efficiency, and effectiveness and more so of competiveness. These factors have been a subjected study for social scientist from an array of disciplinary perspectives. Research describes the various perspectives of work production and its competitiveness of companies through a Japanese HRM case study. Accordingly, “We compare the performance of lines in the United States that have more traditional HRM practices to the performance of Japanese lines and U.S. lines with the most innovative HRM systems to deter- mine whether the latter approaches raise performance levels compared to the more traditional approach in the United States,” (Ichniowski and Shaw, 2010. p.g. 2)
Introduction
Human Resource Management (HRM) is the term used to describe official systems developed for the management of people within an organization. The responsibilities of a human resource manager fall into three major areas: staffing, employee compensation and benefits, and defining/designing work. (Encyclopedia Inc., 2016.) The chief executive officer (C.E.O.) of Northwest Hospital has enquired support in the formation of a Human Resource Management Department. Fundamentally, the purpose of an HRM department is to capitalize on the efficiency of the organization by enhancing its employees. This obligation is most likely to change in any essential way, despite the increasing dynamics of the business culture, consequently organizations …show more content…
must carefully entail the basic mission of an HRM department that will attract, cultivate and retain employee talent; in addition to paralleling the work production with the organization; which will result in excellence contribution to the business. These three factors will be consistent challenges in HRM that will never change.
HRM Professionals and Responsibilities, Task and Major Functions
HR personnel is forceful set of employees to the organization culture.
In the course carrying out their duties, every operating manager is, in essence, an HR manager. Before the development of an HR team, candidates must be aware of the responsibilities and duties of an HRM department, which entails: strategic management- effectiveness, planning and retention, equal employment opportunity (EEO,) – assuring compliance, diversity, and affirmative action, staffing- job recruitment, talent management and development-performance management, training and development , Total Reward: Compensation and Benefits-ensuring fair compensation and incentives, Risk Management and Workers Protection-employee protections, health and safety, Employee and Labor Relations-ensuring that all employees have rights and privacy. According to, Differentiation through People: How Can HR Move beyond Business Partner, “Our profession has the lead responsibility, working closely with our line and other colleagues, to design the policies and practices that elicit the discretionary behavior leading to sustainable success,” (Armstrong, 2005.) HR personnel are value assets to an organization culture and
reputation.
Contributions of HR efforts to Productivity and Competitiveness of Companies
Performance, in the context of organization, is a vague concept which has been used in comparison of productivity, efficiency, and effectiveness and more so of competiveness. These factors have been a subjected study for social scientist from an array of disciplinary perspectives. Research describes the various perspectives of work production and its competitiveness of companies through a Japanese HRM case study. Accordingly, “We compare the performance of lines in the United States that have more traditional HRM practices to the performance of Japanese lines and U.S. lines with the most innovative HRM systems to deter- mine whether the latter approaches raise performance levels compared to the more traditional approach in the United States,” (Ichniowski and Shaw, 2010. p.g. 2)