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Introduction
The field of human resources (HR) plays a critical role in the performance and success of organizations. As organizations have become increasingly more complex, the effective management of HR has become even more important. The traditional perception of HR as only an administrative office is no longer valid. Instead, contemporary HR is directly involved with the internal organizational structure, business operations, and variety of functions carried out by employees on a daily basis (Reed & Bogardus, 2012). HR functions impact the organization’s strategic planning, improvement processes, and goal achievement. Six core bodies of knowledge provide the foundation for all of these HR functions. These areas are: strategic management; workforce planning and employment; human resource development; total rewards; employee and labor relations; and risk management (Reed & Bogardus, 2012).
AT&T is a multi-million dollar worldwide telecommunications company employing approximately 242,000 people (AT&T Inc. SWOT Analysis, 2014). The work of AT&T’s HR professionals is critical to effectively managing this large workforce. M. Seiler (personal communication, April 4, 2014) is one of these HR professional who has held the position of Gulf States Regional Performance Manager for AT&T Mobility for the past four years. Seiler’s fifteen-year career with AT&T has included positions as store employee, store manager, and Regional Commissions and Territory Manager (M. Seiler, personal communication, April 4, 2014). Seiler’s primary responsibility is investigating cases of employee misconduct based on the AT&T Code of Business Conduct (M. Seiler, personal communication, April 4, 2014). Seiler’s extensive experience with AT&T makes this ...
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...Economic Science Series, 22(1), 1520-1525.
AT&T. (2014). AT&T company information: Our values. Retrieved from http://www.att.com/gen/investor-relations?pid=5711
AT&T Inc. SWOT Analysis. (February, 2014). SBC Communications, Inc. SWOT Analysis, 1-11.
Fossum, J. (2012). Labor relations: Development, structure, process. (11th ed.). McGraw‐Hill. ISBN: 978‐0078029158
Patel, T., & Patel, C. (2008). Learning cultures for sustained innovation success. Innovation: The European Journal of Social Sciences, 21(3), 233-251.
Reed, S. M., & Bogardus, A. M. (2012). PHR/SPHR: Professional in human resources certification study guide (4th ed.). Indianapolis, IN: Wiley Publishing, Inc. ISBN-13: 9781118289174
Sonawane, P. (2008). Non-monetary rewards: Employee choices & organizational practices. Indian Journal of Industrial Relations, 44(2), 256-271. doi:10.1080/13511610802404914
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
Mathis, R., & Jackson, J. (2007). Human resource management . (13th ed.). Mason, OH: South-Western Cengage Learning. DOI: www.cengagebrain.com
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
Over time the importance of the value of human resources (HR) to its firm has increased. The management of human resources went from being operational to strategic, which are the two levels of HR, and from reactive to proactive. The HR field may organize its thinking about the past, present, and future around the framework that results from the combination of both proactive and reactive HR. Operational HR activities generally refer to the routing, day-to-day delivery of HR basics. The strategic level of HR activity is more difficult to explain and involves five criteria:
Reed, S. M. & Bogardus, A. M. (2012). PHR/SPHR Professional in human resources certification study guide. (4th ed.). Indianapolis, IN: John Wiley & Sons.
Reed, S. M., & Bogardus, A. M. (2012). PHR/SPHR: Professional in human resources certification study guide (4th ed.). Indianapolis, IN: Wiley Publishing, Inc. ISBN-13: 9781118289174
Fisher, C., Schoefeldt, L., & Shaw, J. (1996). Human resource management. (3rd Edition). Princeton, NJ: Houghton Mifflin Company.
Iveta, G. (Mar. 2012). Human Resources Key Performance Indicators. Journal of Competitiveness. Vol. 4, Issue 1. Retrieved from http://www.cjournal.cz/files/89.pdf
Torrington, D., Hall, L. and Taylor, S. (2008). Human Resource Management, 7th ed. Prentice Hall.
Human resource management is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. (1)