Human Resource Management is defined as the management of activities undertaken to attract, develop, motivate, and maintain a high performing work force in an organization. There are a lot of myths about the HR department, for example people just view HR as a “hiring department” and believe it has no major role in growth of an organization. Traditionally, HR function has been viewed as primarily administrative which was focused on the level of the individual employee, the individual job, and the individual practice (Becker, Huselid, and Ulrich 2001), with the assumption that improvements in individual employee performance would undoubtedly enhance performance of the organization. But in the 1990s, an emphasis on strategy and the importance of HR systems emerged with HR emerging today as a strategic paradigm in which individual HR functions, such as recruitment, selection, training, compensation, and performance appraisal, are aligned with each other and also with the overall strategy of the organization (Khatri et al, 2006).For making a successful transformation the HR department has to shed its traditional administrative, compliance, and service role and adopt a new strategic role concerned with developing the organization and the capabilities of its managers (Beer, 1997). Competition, globalization, and continuously changing market and technology are the principal reasons for the transformation of human resource management today (Beer, 1997). According to Beer (1997) following areas are needed to be improved in higher levels for a strategic approach towards Human Resource Management.
1. Coordination among functions and business units of the organization.
2. Commitment of employees towards continuous improvement of the organizati...
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Show MoreNoe, Raymond A, et al. Human Resources Management: Gaining A Competitive Advantage. New York: McGraw-Hill, 2010.
Human resource management can be viewed as the spider web that entangles a company’s workforce. HR departments are involved in employee’s work lives from the recruitment and selection process, to the training and development, performance reviews, and the compensation
The Institute of Medicine (IOM) released two impactful reports that rocked the health care system and the American’s perception of health care systems (McKinney, 2011). The reports were entitled To Err is Human (2000) and The Crossing the Quality Chasm (2001). Both reports supported the fact that the health care system failed to deliver quality health care; therefore, the systems needed improvements. Americans were not getting good health care. In fact, health care system harmed patients too frequently. The purpose of this paper is to define quality according to IOM, to discuss how these reports differ, to discuss IOM recommendations, to discuss how nurses play a role, and to discuss the impact of IOM’s reports, and to discuss future changes in health care as a result of the reports.
The primary information from the IOM report indicated that the reason for poor quality care was indeed inadequate performance reporting procedures (Sadeghi, 2013). With that said, another point to consider is that health administrator often times get anxieties when dealing with criticism from the public. This problem could result in expensive litigation. This can affect the organization’s in terms of quality and finance. This creates inadequacy in how problems are detected, solutions identified and resolutions brought about. Given the original Hippocratic Oath, which includes the commitment to First, Do No Harm as a guiding principle, these errors are unacceptable (Sadeghi, 2013). First Do No Harm is an esteemed proverb often traced to Hippocrates and the Hippocratic Oath that for a long time functioned as an essential admonition in the ethics of physicians and other health-care providers (HIGGS, R., 2017). There may well be other influencing factors; however, it does appear as though these have contributed to
Fisher, C., Schoefeldt, L., & Shaw, J. (1996). Human resource management. (3rd Edition). Princeton, NJ: Houghton Mifflin Company.
The practices of HR can impact for the company in the short term and long term, causing the company to lose and gain attractions for employees or new employees. Leaders or leaders that are good and respectable tends to motivate their employees to do a better performance and it will increase in profits which will result in an excellent human resource within the company. Employees working at the Human Resources department are the one in charge of the company to manage employees and customers and with managers, CEO and others to bring a better place. Human Resources looks for strategies and political rules that use in the right department. To operate the personnel policies in an organization is needed and define and articulate social functions
Lewis, Clive (2007) Human resource management international digest. Bradford: 2007. Vol 15, Iss.4: pg. 3.
In any company- be it a proprietorship or a partnership firm or a multinational corporation, Human resources has always played a significant role in particular vicinity of a company’s regular schedule. Depending on the nature and profile of the company the HR executes various general functions. (Mayhew R., N.D.) Such as –
What is human resource management? Human resource management is the task of recruiting, management and delivering guidance for the people within the organization from the top of the ladder to the bottom. The human resource managers provide information, training, guidance, career counseling, information regarding safety practices, and oversee many other operations that would contribute to the success of the organization. There are many ways to view and explain human resource management. One way to look a human resource management would be to see it as one individual governs and directs the labor of another. Looking it from the viewpoint human resource is basically labor administration. Human resource management can also be defined as “management/ administrative function in business, government, and nonprofit organizations that is responsible for handling employment, or personnel issues (Kaufman, 2008, pg 3-4). There are so many different functions that human resource management is responsible for the are the jack of all trades. Human resources provide information and play a key role in the development for the strategic management of the organization. In this paper, it will discuss why it is vital to take human management from an administrative role to
Noe, R. A., Hollenbeck, J. R., Gerhert, B., & Wright, P. M. (2003). Fundamentals of human resource management (1st ed.). New York: The McGraw-Hill Companies.
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
The selected position for this paper is HR Manager. The Human Resource Manager indicates and guides the HR team to allow them to transport a complete HR service to the occupation. The HR Manager proactively recommends on greatest practice HR and where essential proceeds a hands-on task in allocating with case effort. The HR Manager chains the employees about management purposes that reinforce the business philosophy. The comprehensive areas contain employee problems, reward and welfares, remuneration, occupational growth, infrastructures and performance management.
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:
However you define the activities of management, and whatever the organisational processes are, an essential part of the process of management is that proper attention be given to the Human Resource function. The human element provides a major part in the overall success of the organisation. Therefore there must be an effective human resource function. In the past, most organisations viewed Human Resource Management (HRM) as an element function, that is an activity that is supportive of the task functions and does not normally have any accountability for the performance of a specific end task. Because of the emphasis on analysis and precision there is a tendency for strategists to concentrate on economic data and ignore the way in which human elements and values can influence the implementation of a strategy. 'Economic analysis of strategy fails to recognise the complex role which people play in the evolution of strategy - strategy is also a product of what people want an organisation to do or what they feel the organisation should be like.?(1).
Robbins, S. P., De Cenzo, D. A., & Coulter, M. (2011). Fundamentals of Management. Upper