Human Resource Department
Chapter 1
1: Explain how action-oriented HRM departments differ from people-oriented HRM departments.
Action-oriented: Effective HRM focuses on action rather than on record keeping, written procedure, or rules. Certainly, HRM uses rules, record, and polices, but it stresses action. HRM emphasizes the solution of employment problems to help achieve organizational objectives and facilitate employees’ development and satisfaction. People-oriented: wherever possible, HRM treats each employee as an individual and offers services and programs to meet the individual’s needs. McDonald’s, the fast-food chain, has gone so far as to give an executive the title vice president of individuality.
2. Many organizations have had a difficult time adopting a strategic perspective toward HRM. Why? The HRM function today is concerned with much more than simple filing, house-keeping, and record keeping. When JHEM strategies are integrated within the organization, HRM plays a major role in clarifying the firm’s human resource problems and develops solution to them. It is oriented toward action, the individual, worldwide interdependence, and the future. The strategic and competitive advantage importance of HRM to the survival of man organization will became clearer as we move into the book.
3. Identify five HRM criteria or components that can be used to measure organizational effectiveness or ineffectiveness. Grievance rate is an example. Organization effectiveness or ineffectiveness is described in this book in terms of such criteria and components are performance, legal compliance, employee satisfaction, absenteeism, turnover, training effectiveness and return on investment.
4. Identify five contributions that HRM makes to organizational effectiveness. Helping the organization reach its goals is an example. Employing the skills and abilities of the workforce efficiently. Providing the organization with well-trained and well-motivated employees. Communicating
1: Explain how action-oriented HRM departments differ from people-oriented HRM departments.
Action-oriented: Effective HRM focuses on action rather than on record keeping, written procedure, or rules. Certainly, HRM uses rules, record, and polices, but it stresses action. HRM emphasizes the solution of employment problems to help achieve organizational objectives and facilitate employees’ development and satisfaction. People-oriented: wherever possible, HRM treats each employee as an individual and offers services and programs to meet the individual’s needs. McDonald’s, the fast-food chain, has gone so far as to give an executive the title vice president of individuality.
2. Many organizations have had a difficult time adopting a strategic perspective toward HRM. Why? The HRM function today is concerned with much more than simple filing, house-keeping, and record keeping. When JHEM strategies are integrated within the organization, HRM plays a major role in clarifying the firm’s human resource problems and develops solution to them. It is oriented toward action, the individual, worldwide interdependence, and the future. The strategic and competitive advantage importance of HRM to the survival of man organization will became clearer as we move into the book.
3. Identify five HRM criteria or components that can be used to measure organizational effectiveness or ineffectiveness. Grievance rate is an example. Organization effectiveness or ineffectiveness is described in this book in terms of such criteria and components are performance, legal compliance, employee satisfaction, absenteeism, turnover, training effectiveness and return on investment.
4. Identify five contributions that HRM makes to organizational effectiveness. Helping the organization reach its goals is an example. Employing the skills and abilities of the workforce efficiently. Providing the organization with well-trained and well-motivated employees. Communicating