Introduction: The Issue here we are addressing in this assignment bellow is the problems of Human Resource Management, the author here has through the topic “Why we hate HR?” Has come out with all Issues faced such by the human resource management – managers and their quite a number of times having the disconnect with the employees at most times. He has started his case by bring up “why does human-resource do not do such a good job – and how can we fix it?, then he continues with the Sarcastic criticism of the general outlook of people towards HR – that the HR people just find a great excuse of partying – by calling it a HR leadership training program at the most expensive resorts. Considered by many as a waste of time. Answering of Queries asked: Analysis of the case and identifying the issues regarding the practice of HRM: 1)” HR people aren’t the sharpest tacks in the box.” There is an increasing gap between the capabilities of those functioning in HR and the business intelligence needed for them to be successful strategic partners in a business organization. Anthony Rucci, EVP at Cardinal Health Inc., summarizes this in one statement, “…business acumen is the single biggest factor that HR professionals in the U.S. lack today.” Therefore soft skills are not enough. The core burden of Human resource Manager is to serve the organization’s business objectives; therefore, if Human Resource Manager does not understand all aspects of business, he or she will not be able to do his or her duties effectively. Those skills must be used in context with the strategic function of the company. 2. “HR pursues efficiency in lieu of value.” The departments waste a lot of time reporting efficiency measures such as the percentage of workers with superior training or the degree of worker satisfaction because it is easier to measure than the impact of those activities on the organization’s bottom line. Human Resource departments argues that these activities and metrics are important to know, but those metrics don’t sustain in a vacuum. Most program and/or activity that the HR division endorsements and implementation must bring significant value to the companies and help it achieve soaring performance. Just as the metric ‘Return on Investment’ explicates the impact of investments on an individual’s or an organization’s bottom line, so must the mangers of this department develop a similar metric to understand the financial impact their activities have on the success of an organization.
The Department of Human Resources is involved with many important aspects of a business, like staffing, compensation, benefits, and much more. As the new Director of Human Resources for a 150-room, full service hotel in downtown Sheboygan, I am in charge of turning around the hotel. Some urgent tasks include hiring and training new candidates for two open positions, revising the training and incentive programs, and finally, improving the overall morale of the employees.
The importance of Human Resource management is associated with the beginning of mankind. As the knowledge of survival had begun including safety, health, hunting and gathering, tribal leaders passed on the knowledge to their youth. However more advanced HRM functions were developed as early as 1000 B.C and 2000 B.C. Since the modern management theory took over, the working environment was transformed into a more friendly and safe work place. The workers were termed as most valuable resources. While some companies took the human side of employment seriously, there were others who did not find it mandatory. Hence they faced huge labor unions and factory shut downs (Henning, 2001).
The purpose of this essay is analyze the case of IKEA, which has involved in the HR management. Meanwhile, choose two topics to identify the IKEA current situation, including training and development and cross-cultural management. From those two points, give some forward suggestions on the IKEA HR management practice.
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)
With the 21st century in motion human resource management will face some of the old struggles and HR will be forced to face many new challenges. The main objective of HR is to recruit, retain, train, retrain and keep workers satisfied. Indeed, these responsibilities can be challenging in the 21st century, especially with changing roles, a multi-generational workforce, and globalization.
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
“Hr is shifting from focusing on the organisation of the business to focusing on the business of the organisation” (Zulmohd 2011). David Ulrich points out four distinctive roles of HR which makes the organisation most effective and produce competitive advantage. He planned to change the structure of HR function and build HR around roles. The four key HR roles identified by Ulrich, one HR business partner/strategic partner – aligning HR and business strategy which plays an important role in setting strategic direction. It builds strategic relationship with clients and strategically manages the development of the workforce. The second key role is administrative expert which creates and must deliver effective HR processes made to tailor business needs. It also involves managing people and HR related costs. To continue to the third key role, change agent which understands the organisations culture, and takes the responsibility to communicate those changes internally and gain its employees trust. The final key role identified by Ulrich is employee advocate which is a core in HR role represents employees and helps to improve their experience, protect employees’ interests and confirm strategic initiatives are well balanced. Employee advocates must also “ensure fair, ethical and equitable people processes and practices.” “David Ulrich’s HR Model is about defining the HR roles and
Knouse, S. B. (2005). The Future of Human Resource Management: 64 Leaders Explore the Critical HR Issues of Today and Tomorrow. 58(4), 1089-1092.
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).
According to our textbook Human Resource Management (HRM) is the policies, practices, and systems that influence employees’ behavior, attitudes, and performance. “The human resources management process involves planning for, attracting, developing, and retaining employees as the HRM planning provides the rights kinds of people, in the right quantity, with the right skills, at the right time (Lussier, 2012, p. 240).” According to our textbook the typical responsibilities of the Human Resources department fall into three categories, and they are administrative services and transaction, which handle hiring employees. The second involves business partner services that focus on attracting, evolving, retaining employees by having a clear understanding
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
Human resource is the most valuable and unique asset of an organization. The successful management of an organization’s human resource is an exciting, dynamic and challenging task , especially at a time when the world has become a global village and economies are in a state of flux. The lack of talented resource and the growing expectation of the modern day employee has further increased the difficulty of the human resource function.
Organizational success or failure is dependent on a myriad of variables that can be challenging to measure and interpret. Success or failure can simply be luck and timing or an orchestrated and deliberate effort. As new technologies allow organizations the ability to rapidly measure and assess its internal and external environmental factors, more efficient strategies can be quickly implemented. The focus of this literature review is specifically on one of these mentioned variables. The paper will detail the relationship that Human Resources (HR) practices have with an organization’s strategic goals and vision.
Introduction A comprehensive Human Resource Management Strategy plays a vital role in the achievement of an organisation’s overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HRM Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. In essence, an HRM strategy’s aim should be to capture the ‘people’ part of an organisation and its medium to long-term projection of what it wants to achieve, ensuring that. It employs the right people, those have the right mix of skills, employees show the correct behaviours and attitudes, and employees have the opportunity to be developed the right way.
A human resource manager needs to plan ahead and know what is going on. in and outside the company labour market. He needs to be aware of the past, present and future trends of employment in a particular area. of the specialisation of the. He needs to know if there are available skills needed or if there are few people with the type of skills needed by the company.