writing a human resource management essay

Essay on Human Resource Management

Introduction

Human resource management is a sensitive matter that any organization has to take into consideration for all activities and operations to run flawlessly. Companies that ensure employees are well handled are more likely to do better in business as compared to firms that have no regard for their workers (Mankins & Garton, 2017). Studying human resource management is essential as it helps many understand various notions and concepts on the topic of discussion. The course has been interesting as it enlightens the society on the role of such departments within a working organization. A thorough analysis of the course indicates that three major insights are vital for the achievement of the desired results. The first idea is based on employees being an essential part of the business (Cascio, 2015). The second idea on human resource management that is evident throughout the course is that firms should invest heavily in their employees. The third concept that can be learnt from the course materials is the fact that human resource management should always apply the right strategies and ensure that decisions are made in a consultative manner (Mankins & Garton, 2017). The paper aims to examine the three insights, their practical application, and why they are valuable in establishing proper human resource management.

HRM Application

Human resource management is vital for every organization as it shapes the direction that operations take within the organization. It is important to examine critically how HRM influences employee relationships within the workplace. From the course materials provided, one can presume that employees of any company are as important as customers (Mankins & Garton, 2017). Employees form an essential part of the company as they spearhead various programs that are important for the continuity of company operations. Without a workforce that is committed to achievement of set objectives, a firm will fail in its quest to become a top company in the industry. Established human resource departments are always committed to ensuring that employees are kept comfortable and satisfied for better delivery during company operations. Employers must provide a conducive working environment for their employees, including safety and health conditions (Mankins & Garton, 2017). Learning of human resource concepts helps one gain essential skills of employee management, performance assessment, and proper supervision of operations. When an employer wants to introduce a quality product in the market, he/she should first provide quality employment.

The second idea that is evident from the course is the fact that investing heavily in employees pays significantly. For instance, companies that leave their employees demoralized and unsatisfied end up posting poor performance at the end of the day (Cascio, 2015). Investing in employees includes preparing training workshops and developmental programs that aim at improving the skills of each employer. There is a need for every firm to implement policies that aim to improve employee happiness as it is a prerequisite for proper performance. The course materials highlight the importance of motivation and commitment among employees that work for any organization (Cascio, 2015). Employee assistance initiatives such as therapy programs and other facilities within a workplace motivate employees to deliver their best. Constructing and availing such amenities to employees is capital intensive, and not all firms within the industry can be able to achieve such a status. Investing heavily in employee relations can prove helpful for any firm that intends to do better in business.

The third insight that one can learn from the course material is the idea of being open-minded and inclusive when it comes to decision making within an organization. Human resource departments should be at the forefront of ensuring that decisions are arrived at after a thorough consultative process within the organization (Bolman & Deal, 2017). Firms should consult their employees before implementing various rules that shape operations within the working environment. There should be a specific approach tailored to handle multiple problems that arise during work operations. Every HRM department must provide the best conditions that can lead to the achievement of set objectives. For instance, when an employee messes within the work setting, the HRM must apply the set guidelines to handle the matter. Procedures applied should be void from biasness and rigidity in a bid to ensure justice and inclusivity (Bolman & Deal, 2017). Studying principles of human resource management enlightens one on how to value employees’ opinions, especially within an organization with a huge floor area.

Learning assessment

Learning of HRM concepts helps one understand why treating employees better can help a company do better. For instance, through proper management of resources, one can come up with organizational structures and designs that promote performance among employees. Corporate design is also an essential aspect in the definition of roles that each individual should play within the work setting (Ugoani, 2020). The concepts learnt in class change one’s way of thinking and approaching of various issues within the community. From learning experience, companies lose a significant productive power to time-wasting, which has derailed improvement of operations. Firms must consider proper management of resources an critical factor that influences production activities.

Critical Analysis

Learning concepts on human resource management helps those in leadership positions to weigh what is essential for employees and organizational growth. Companies that have incorporated HRM principles in their workplaces do better as compared to those that are insensitive to employee issues (Nazir & Islam, 2017). Employee motivation and happiness evoke a sense of responsibility in an individual, prompting such employees to deliver even better. Ethical standards that are acceptable internationally must apply for the HRM department to serve effectively with purpose. In essence, it is through the learning of HR concepts that one can develop knowhow on the handling of various managerial predicaments that arise at a workplace. Inclusivity and open-mindedness are essential virtues that can help a leader implement a culture that aims to promote performance (Mankins & Garton, 2017). Practitioners in this field can learn a lot from the course as it directs individuals on basics that must be incorporated for proper human resource management.

To sum it up, HR management principles require high levels of ethical standards that regard employee happiness. Company goals should be aligned with resources that are present for disposal. Employees should be considered in every decision making process as they form an essential part of the business. Employee welfare should be prioritized to ensure they are comfortable to deliver professionally. Apprising employees and allowing them to go for vacation contributes significantly to employee happiness and eventual retention. Equally, investing heavily in employees can prove helpful in achieving the set goals for the firm. By borrowing theoretically from concepts learnt in class, HR departments have an obligation of ensuring that productivity is improved, given the available scarce resources. Decision making within an organization should be done through consultations, which include employees. The course is relevant to principles that encompass the concept of human resource management within any organization.

Bolman, L. G., & Deal, T. E. (2017).  Reframing organizations: Artistry, choice, and leadership . John Wiley & Sons.

Cascio, W. F. (2015).  Managing human resources . New York: McGraw-Hill.

Mankins, M. C., & Garton, E. (2017).  Time, Talent, Energy: Overcome Organizational Drag and Unleash Your Team s Productive Power . Harvard Business Review Press.

Nazir, O., & Islam, J. U. (2017). Enhancing organizational commitment and employee performance through employee engagement.  South Asian Journal of Business Studies .

Ugoani, J. N. N. (2020). Managing Employee Relations and its Effect on Organizational Success.  International Journal of Social Sciences Perspectives ,  6 (1), 1-10.

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Human Resource Management: Theory and Practice, Essay Example

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Introduction

Human resources management (HRM) emerged together with the need to operate large numbers of workforce and fit the demands of the most valuable corporate assets, the employees, with the company objectives, and to ensure adequate conditions for workers of various kinds, types and categories. The HRM field reflects the major part of people management, i.e. coordination of all policies, processes and practices connected with managing people currently employed in a certain organization. The HRM has faced much criticism currently, and is even considered to be the barrier in building the flexible and supportive environment in an organization, acting as a restrictive tool for reducing payroll and contributing to the employee turnover (Mathis and Jackson 4).

Indeed, at times the activities of HRM executives seem to be more directed at activities than results; nonetheless, the importance of human resources and effective management thereof has long ago been recognized as a vital element of successful competition in the market. More than that, HRM is fairly considered to be one of the companies’ core competencies, under the condition of good coordination and organization (Mathis and Jackson 4). HRM also helps the company find the proper balance in the realm of legal requirements restraining  the work of organizations and protecting employees; it ensures compensation reconsiderations according to the employee performance, and serves as a driving force for employee motivation in performance increases.

The significance of HRM has been recognized as soon as the inner processes governing the activity of any organization have been detected. It is obvious that any organization has a set of assets it manages in the process of its activity: they include physical, financial, intangible, and human resources. Nonetheless, even being equal in row with other resources, the human resources really make the activity of any company work; they represent the ‘glue’ that combines and coordinates the resources, making them bring profit for the company. Logically, one should realize that there is no way to keep the company functioning without human resources, and even under the condition of poor functioning thereof (Mathis and Jackson 4). Proper HRM can help the company save considerable costs for recruiting and retraining, talent detection may help it educate its own leaders and managers etc. – there are numerous examples of the way HRM may benefit a company. They explain the current close attention to HRM and outline the main areas of research in the field of its improvement and successful implementation.

The modern focus on HRM and its implementation in business structures is explained by the wish to establish fast and responsive organizations that can quickly handle the changes in the external and internal environment. The HRM provides the company with the ability to recruit, train and retain employees, and to align their activities with corporate objectives. The traditional, isolated approach to HRM is no longer used, with the organization giving additional responsibilities and powers to HR managers in the overall struggle for better performance of the whole business unit.

Before defining the concept of ‘human resources management’, one has to track its evolution from the term ‘personnel management’ that emerged in the 20 th century to denote the response of employees to public policies and union activities and changed gradually under the pressure of the global change, socio-economic changes and tendencies etc. (Bratton and Gold 6). The full definition of the HRM concept looks as follows:

“That part of the management process that specializes in the management of people in work organizations. HRM emphasizes that employees are critical to achieving sustainable competitive advantage, that human resources practices need to be integrated with the corporate strategy, and that human resource specialists help organizational controllers to meet both efficiency and equity objectives” (Bratton and Gold 11).

However, even upon seeing the definition, one still may not have a clear idea of what management really stands for in the described situation, and what human resources mean in the given context. The human resources actually mean the human capital that represents one of the company’s assets (alongside with the physical, financial and intangible ones) (Mathis and Jackson 5). The human capital is viewed in the collection of all capabilities, knowledge, skills, life experience, motivation etc. that employees of a certain organization possess. Hence, management thereof refers to the proper distribution of positions, adequate rewards corresponding to the employee performance, training and staffing etc. Consequently, one may understand the definition as a way to manage the human capital in the most productive and efficient way so that the company could enhance its core competencies and ensure a firmer position in the marketplace.

Features and Characteristics of HRM

There is a set of features defining the nature of HRM and its place within the organizational framework. The first feature refers to knowledge management; it pertains to any aspect of creating, obtaining, sharing and utilizing knowledge of any kind (Armstrong 9). The key role of HRM concerning knowledge is to conduct activities to develop, generate, and preserve any knowledge specific for the needs of the company. It is also essential to note that knowledge in the focus of HRM derives from organizational learning processes (Armstrong 9).

The next feature is reward management; it results directly from the incentive of HRM professionals to increase motivation, job management, and commitment of employees towards their company. These practices can be achieved by introducing policies of showing that employees are valued and rewarded according to their performance (Armstrong 9). It is essential to implement various reward instruments and schemes so that they would suit the whole range of competencies and skills of the company’s staff. In addition, the successful HRM strategy should not focus on restrictive sanctions for employees who fall behind in their performance; instead, it should emphasize strengths and promote potentially creative and committed individuals.

Fostering constructive and supportive employee relations is another feature of HRM. Promoting the working climate with productive and harmonious relationships is made possible through positive partnership between management and workplace (Armstrong 9). Trade unions are also involved in the employee relations to ensure the comprehensive effect of HRM in building the coherent and mutually satisfied employee structure. The main challenge of this process is in the next feature of HRM: meeting diverse needs of all company stakeholders (Armstrong 10). Individual and group needs have to be taken into account to design equal opportunities for all employees disregarding the peculiarities of their working style, aspirations, and capabilities.

Finally, the HRM feature is bridging the gap between rhetoric and reality. The company’s mission and vision, HR strategy and corporate responsibility are laid down in all written codes and regulations of the company, annual reports and presentations for shareholders. However, as soon as the planned HR practices are implemented, a number of barriers (including limited support, inadequate infrastructure, lack of resources etc.) preclude those strategies from being successfully introduced. Hence, the ability of HRM nowadays is in identifying such gaps and allocating proper resources for making HR strategies a commonplace organizational reality (Armstrong 10).

Drawing certain conclusions from the discussed HRM features, one can come to understanding the key HRM characteristics shaping its modern image and structure. They are as follows:

diverse (it is essential to encourage diversity in HRM practices because of the integrated, comprehensive and over-grasping focus of HRM aimed at creating a harmonious, homogeneous, and at the same time individually tailored structure of employee relationships with management) (Armstrong 9):

• strategically focused, with emphasis on integration (there is no place for an isolated approach anymore; HRM is embedded in all aspects of corporate functioning, striving to the creation of a coherent, interlinked employee system) (Armstrong 9);
• oriented on commitment (only under the condition of employee trust and loyalty towards the company, HRM can achieve the stipulated corporate goals and make the human resources act as a unifying and enacting force for other company assets) (Armstrong 9);
• HRM is based on the belief that working individuals should be treated as assets, i.e. the human capital (in other way common HRM strategies and assessment tools would not work) (Armstrong 9);
• unitarist and individualistic approach towards employee relations (the workforce should act as a unified, congruent force, but at the same time individual needs, wants, aspirations and ambitions should be taken into account and encouraged to ensure corporate growth and accumulation of intelligence and knowledge) (Armstrong 9);
• management-driven (HRM is seen as a line management responsibility, changing the nature of HRM delivery) (Armstrong 10);
• focused on business values (human resources are nurtured, developed and managed, but always with the proper respect to the company objectives; the HRM should always be consistent with business objectives) (Armstrong 10).

There are a large number of specific and general goals pursued by modern HRM, but considerable research and review have allowed to focus on the twelve dominant policy goals proposed by Caldwell (2004) and cited in Armstrong:

• People constituting an organizational workforce should be treated as the asset crucial for the creation of the competitive advantage for the company in the marketplace. The essence of the goal is to gain the competitive level of performance for the company to become a strong contender with a firm position in the market; it is vital to realize that even under the condition of having plentiful resources of other kind, the company will never achieve success because of the inability to utilize the resources. Without the workforce, there will be no tools for operating and manipulating the company’s resources for the sake of economic profit. Hence, the human capital is the most essential asset possessed by the company, and it has to be treated accordingly (Armstrong 10).
• The HRM policies have to be aligned with the business policies and corporate strategy of every given company. This goal explains the very purpose of HRM existence – through the effective and thoughtful management of the company’s human capital, the HRM department assists the company in gaining the competitive advantage in the market and increasing the employee performance through commitment and encouragement of creativity (Armstrong 10).
• The HRM system is aimed at developing a close fit of HR policies, procedures and systems with one another. Only under the condition of the close connection and alignment of all HR elements within the organizational structure, the successful implementation of HRM principles becomes possible and potentially profitable for the company (Armstrong 10).
• The HRM is responsible for creating a flatter and more flexible organization. The ultimate goal of that effort is to make the company more responsive to the changes of the internal and external business environment. The modern business world is characterized by a high level of turbulence and uncertainty, crises in all spheres of human activity, hence only the affluent and flexible business entities can survive in the harsh atmosphere of making business. The HRM effort can make the company stronger from the inside and reinforce its outer strengths (Armstrong 10).
• The HRM should encourage teamwork and cooperation inside the organization. The specific advantage of such efforts can be seen in the strengthening of the employee interconnection, mutual support and emotional intelligence (Armstrong 10).
• The creation of a strong customer-first philosophy throughout the organization is another policy goal of HRM; the main focus of HRM is driven on the individually correct but still corporately shaped system of employee management, training and rewarding. The employees have to realize their value for the company to be able to provide their respect and commitment to the customer in turn (Armstrong 10).
• Employees have to be empowered for self-management, learning and development. HRM creates the basis for corporate leadership programs to educate the company’s leaders, professionals and inspirers instead of hiring them from outside (Armstrong 10).
• HRM should develop rewarding strategies directly tied to employee performance. Despite the commonly known criticism of the approach, financial incentives still remain a powerful driving force in the increase of performance and commitment (Armstrong 11).
• Internal communication improvement is the goal for HRM effort because of its importance for employee involvement in the company issues. The better the employees are informed about the internal matters of their company, the more trusting their relationships with the employer are, and the higher the commitment is (Armstrong 11).
• A more general HRM is in building the greater employee commitment; it can be achieved by additional means other than financial ones, including strengthening the corporate culture, involving employees in extra-work events and promoting various activities exploring the employees’ talents, ambitions and abilities (Armstrong 11).
• Increasing line management responsibility for the HR policies is another major goal of HRM; as it has been already mentioned, HRM is growing in its importance and grasps others areas of company functioning. Therefore, HRM is equal in responsibilities with line management, providing more ties and interconnections between the internal aspects of management (Armstrong 11).
• Finally, HRM should empower managers in the role of enablers. This refers both to the allocation of financial resources for solving some urgent business matters, and to the empowerment of capable employees offering their potential and creativity to the company (Armstrong 11).

Strategic HRM

Strategic HRM is substantially different from the RHM process itself because it focuses mainly on the activities affecting the behavior of individuals in an effort to formulate and introduce strategic needs of the business (Armstrong and Baron 41). Hence, one can understand that the strategic HRM reflects not the real-time, but the future intentions of the organization regarding the HRM organization, procedures and policies. It includes the long-term people issues, defining the HR strategies that have to be identified for the future effort of the HRM department. In addition, the strategic HRM peculiarity is that it concerns the macro-concerns at the organizational level, including the structure, values, culture, performance, rewards, motivation etc. The aim of strategic HRM deriving from its features consists in the creation of the strategic capability for the company to possess the highly committed, skilled and motivated employees to enhance the company’s competitive advantage in terms of human assets. In order to achieve that aim, the strategic HRM needs to fulfill the individual and collective needs of the employees to further on implement coherent and practical HR policies and programs (Armstrong and Baron 41-42).

Before proceeding to the practical discussion of existing HRM strategies, one has to identify the modern approaches to HRM strategy; they include the classical, processual and systemic ones, having many proponents and followers in the global theoretical HRM thought. The classical approach defends the ‘cold’ analysis of organizational environment and the company’s internal resources, with the further identification of strategic options and final implementation of the chosen strategy (Wilczek 2). It is vital to remember that there is a clear distinction between the authorities responsible for strategy generation and implementation thereof. According to the classical approach, strategies are created by top management and implemented by operational managers (Wilczek 2).

The processual approach promotes the strategic flexibility of the company; it argues that strategies are formulated and implemented in an integrated, non-disruptive manner at all levels of an organization. The approach is more viable for the company in a turbulent environment, with the clear need for expertise and creativity at all levels of the organizational structure (Wilczek 3). The third approach, however, includes the socio-cultural and economic context of the countries in which the strategy is formulated into the strategic HRM process. The proponents of the systemic approach argue that cultural and geographical differences seriously affect the process of strategy formation as well as its outcomes (Wilczek 3).

Consequently, proceeding to the models of strategic HRM, one has to identify its nature as a search of the ‘best fit’ within the organizational structure. The strategic fit is the central concept of strategic HRM, also called the matching model. The essence of the model is in making the HR strategy aligned with business strategies of the company (representing the vertical fit) (Armstrong and Baron 44). The vertical fit is the integral part contributing to the business planning process in an organization; it has to match the life cycle stages of the company and be individually tailored to the dynamics of its development (Armstrong and Baron 46).

The horizontal fit is nevertheless as important as the vertical one, as the HR strategies have to be aligned from the inside, i.e. there should be a high level of coherence between the different elements of people strategies (Armstrong and Baron 44). The logical interconnection among the mutually supportive practices of the HR strategy can ensure the success of the horizontal fit, making the HR strategy the ‘best fit’, the chief objective of the overall corporate strategy. The resource-based approach to HRM strategy also provides a sound foundation for the development and implementation of strategic HRM within the organization; it dictates the resource-based approach to all tangible and intangible assets possessed by the company, and utilization thereof with the purpose of being competitive in the market (Armstrong and Baron 53).

Functions Reflected in Business Practices

The success of any organization depends on the allocation of proper human resources in proper positions to ensure their full engagement, job satisfaction and adequate rewards for the performance; however, the current review of staffing practices has shown much incongruence with the ideal objectives stipulated in each HRM department. The wrongdoings include hoarding professionals at the expense of the organization, fostering promotions on biased principles without consideration of organization-wide options, limiting individual opportunities and depriving them from feedback, promoting decrease of confidence etc. (Fombrun, Tichy, and Devanna 58). All of them lead to employee turnover and loss of intelligence, knowledge and expertise.

Introducing the strategic HRM practices in staffing now plays the crucial role in the success of the organization in the accomplishment of its business objectives. The key processes are the specification of qualification, identification of people possessing those skills, and relocating the employees to the positions that fit them the most (Fombrun et al. 58). The staffing policies are affected by the dominant corporate culture and the stage of business development (the start-up business will conduct recruiting activities to form the staff, while the business at a stage of decline can relocate the existing staff or even involve professionals from external resources to revitalize the organization). Some constructive modern HRM practices regarding staffing within an organization include job posting, management development, and succession planning for the sake of HRM integration in all fields of organizational functioning (Fombrun et al. 65).

Performance Appraisal

Performance appraisal is another central element of successful HRM because it provides the assessment and identification of critical job behaviors of the management, specifying the objectives of each manage, and agreeing on the steps and resources necessary for the achievement of those objectives (Fombrun et al. 87). There is a high risk of selective focusing in the performance appraisal, especially concerning the top management, because of lack of subjectivity and absence of anonymity. Hence, the innovative HRM practices in appraisal have to be introduced to ensure the successful accomplishment of business goals and strategies.

There are several categories of measures that can be used for performance appraisal; outcome measures are a strong indicator, but they fail to support the appraisal system in full because of the focus on results depriving managers of the opportunity to assess the process of achieving results. This approach may cause the deterioration of the system instead of its improvement, so the behavioral measures should complement the outcome ones (Fombrun et al. 91). Behavioral measures help identify the critical behavior that may aid employees in completing the objectives stipulated for their position, and the critical incident technique may be implemented for the assessment of the employee correspondence to their positions. Behavior measures are also highly helpful in selecting employees and establishing monetary rewards (Fombrun et al. 94).

The job behavioral analysis is utilized to identify the activities top managers have to conduct to implement the strategic plan. Here two types of training programs have proven to assist in objective achievement: accurate recording of what is seen, and giving feedback as well as setting the performance goals. These programs ensure objectivity and enhance the development of self-management capabilities to promote business strategies on the organization-wide level (Fombrun et al. 100).

Compensation and Benefit

The reward system in any organization may play both functional and dysfunctional roles because of the motivation or discouragement that it may bring to the employees. However, it is essential to note that the compensation system, in case it is properly designed, may become the key contributor to the effectiveness of the HR strategy and employee commitment increase. The strategic role of the reward system lies within the behavioral effect it may produce on employees, hence it has to be thoroughly considered in order to estimate the drives and incentives to be used in the effective HRM system design (Fombrun et al. 127).

The first outcome a successful reward system may offer to the company is the attraction and retention of employees. It is widely known that the companies offering the highest monetary rewards still attract the largest numbers of employees and retain them stronger and longer than other companies do. Hence, the monetary motivation turns out to be fairly strong nowadays (Fombrun et al. 128). In addition, the motivation outcome is also the direct consequence of the properly designed reward system – employees who earn more are more committed to their company, they possess a higher level of loyalty and resourcefulness towards their employer.

The organizational culture is also affected by the reward system; the way rewards are developed, administered and managed affect the culture and shape its type, e.g. participant, entrepreneurial or other ones (Fombrun et al. 128). Reinforcement and definition of the company structure are also affected by the reward system – as usual, the hierarchical structure of corresponding rewarding systems for different levels of management (Fombrun et al. 128). Finally, the compensation to employees affects the cost structure of the company. The salaries to employees traditionally constitute a large share of the company’s operating costs; hence, the thoughtful design of rewards and appraisals may save the company a considerable sum of money and help it allocate resources more productively.

HRM now plays an increasingly important role in building the business strategy and achieving the competitive advantage in the marketplace. With the emergence of the innovative approach to human resources as the strongest company asset, a variety of HRM approaches has been developed to assist the company in aligning people management with the business objectives and strategies. Therefore, it is totally possible to state that the modern organizational structure welcomes an integrated HRM system having equal opportunities and responsibilities with line management and operating in a wide range of areas to sustain the company’s consistence with its strategies.

The basis of the HRM processes is successful staffing, planning, management, identification of reward systems, identification of the company’s internal resources etc. All these activities are called to enhance the company’s competitive position and to reinforce its human capital potential. Strategic HRM is focused on the future perspectives pursued by the company, so it is directed at the macro-environment of the organization. The key processes and functions of strategic HRM constitute effective staffing (that is, proper allocation of employees according to their potential and skills), performance appraisal (both according to the behavioral patterns and outcome measures), and design of effective reward systems that would assist the company in accomplishing its business strategy.

Works Cited

Armstrong, Michael. A handbook of human resource management practice . 10 th ed. London: Kogan Page Publishers, 2006. Print.

Armstrong, Michael, and Angela Baron. Strategic HRM: the key to improved business performance . London: CIPD Publishing, 2002. Print.

Bratton, John, and Jeffrey Gold. Human Resource Management: Theory and Practice . 2 nd ed. New Jersey: Routledge, 2001. Print.

Fombrun, J. Charles, Tichy, M. Noel, and Mary Anne Devanna. Strategic human resource management. San Francisco: John Wiley and Sons, 1984. Print.

Mathis, L. Robert, and John H. Jackson. Human resource management . 12 th ed. Mason, OH: Cengage Learning, 2008.  Print.

Wilczek, Tim. The “Classical Model” for Practising Human Resource Management: …or is There a Need for an Integrated Approach Including Specialised Human Resource Strategies? Norderstedt, Germany: GRIN Verlag, 2008. Print.

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Human Resources essay samples, topics and guides

16 February, 2022

30 minutes read

Author:  Elizabeth Brown

If you study at a Management department, you will receive a Human Resources essay as a home assignment sooner or later. What is this type of task? How can you write it to impress your supervisor? Here we uncover all the fundamentals of HR writing to help you jumpstart the writing process and get a […]

If you study at a Management department, you will receive a Human Resources essay as a home assignment sooner or later. What is this type of task? How can you write it to impress your supervisor? Here we uncover all the fundamentals of HR writing to help you jumpstart the writing process and get a high grade for the academic paper.

Let’s start with a definition. A Human Resources essay is a type of academic work that approaches some subject related to managing a company’s staff, either public or private, and resolving issues arising in the process.

Thus, when you are tasked with writing an essay about HR, you can choose among various topics, such as hiring and retaining staff, resolving interpersonal conflict, organizing teamwork, and deciding on the proper staff rewards to keep them motivated and engaged. You can also choose among different approaches to analysis; it may be either a purely theoretical piece that examines various theories and methods or an applied case study considering an example of a specific company.

When you proceed to Human Resources essay writing, it’s vital to understand the principles and peculiarities distinguishing this piece of homework from other assignments you might face at the HR department. Here are the basics of competent and professional composition on HR-related topics:

• To sound competent and knowledgeable about the topic, you need to include practical examples and statistics to argue your point.
• Choose a theme to your liking and focus on something of personal interest; it will be much easier to write a paper on the topic you like.
• Study a couple of Human Resources school essay examples available online to see how others have approached this subject.

If you’re still unsure how to complete your home assignment, and the time of its submission is already coming, you can always hire a professional Human Resources essay writer from our team. We’ve here 24/7, always on standby to help you out with any academic task. Thus, you will always stay on top of the class in terms of grades and timeliness without overstretching yourself or draining your resources.

Human Resources Essay Format

Now let’s proceed to discuss the Human Resources essay format. It has some specifics to consider for the sake of meeting your professor’s expectations and getting a high grade for the assignment. First, we want to note that a Human Resources school essay has the same components as other essays possess, so you don’t need to invent the wheel when approaching this task.

All you need to do is compose an introduction of your paper, a body, and a conclusion.

H3: Introduction

In this part of your Human Resources plan essay, you need to indicate the overall topic of your study and the problem you’re going to examine. You should end this part with a detailed and concise thesis statement showing how you will approach the problem and from which angles you will explore it.

This is the central part of your Human Resources essay in which you present your arguments on a chapter-by-chapter basis. Keep in mind that every paragraph should deal with only one subject, which is typically reflected in the topic sentence. In this way, your essay will have a proper structure and will be readable.

This part of your essay should focus on summarizing the main points you’ve discussed in the paper’s body, restating the thesis statement, and drawing the readers’ attention to broader implications of the subject.

Write Human Resources essay in 5 Steps

Stumbling upon how to write a Human Resources management essay? Here is a simple algorithm that will help you cope with any assignment at hand, including HR writing:

• Study your course materials in detail to see what a professor wants from this assignment.
• Pick a topic from the list of available options based on your interest in the subject and the materials’ availability.
• Conduct in-depth research on Google and across several academic databases to identify credible, fresh literary evidence supporting your arguments and standpoint.
• Find a couple of real-life examples to illustrate your points and prove the applicability of your ideas in HR practice.
• Complete the writing piece according to all academic conventions (e.g., paragraph structure, essay format, grammar and style, originality, etc.).

Human Resources Essay Topics (250)

Choosing a topic is always the most challenging part of the essay composition process. You can’t move further until you’re clear with what to look for and in which direction to move. Thus, we’ve created a list of Human Resources essay topics to help you out and speed up your homework process:

• Does organizational success depend solely on the efficiency of HRM?
• Differences between HR management in public and private organizations.
• Personnel management and transition methods in HRM.
• Strategic HR planning: the essentials.
• HRM principles in healthcare organizations.
• Statistical methods of analysis in HRM.
• The Michigan model of HRM.
• The most significant barriers to effective HRM.
• Job evaluation techniques for HR managers.
• The HRIS technique in HRM.
• Four competencies necessary for career management.
• The variety of career planning techniques.
• The most important managerial competencies in the global HR marketplace.
• Staff competency development models of large corporations.
• Megatrends in the executive development via HRM.
• HRM and online training.
• Primary tenets of performance management practices.
• Approaches to employee recognition.
• What mentoring practices work in the period of COVID-19 distance work?
• Principles of Quality of Work Life (QWL) and HR managers’ role in staff’s work-life balance.
• How can HR managers recognize and promote charismatic leaders in the workplace?

How to Start a Human Resources Essay

Starting a Human Resources essay is not always simple, as you might have a clear plan and roadmap in mind. Otherwise, the process of working on this home task may transform into an unexpected challenge taking too much time and energy from you.

Here are some tips and recommendations from our pros on how to start an HR essay quicker:

• Find a topic that you like and know much about. This will be an excellent start for your essay writing process, as you will have enough background information at hand and will know what to look for online.
• Find a suitable Human Resources essay example in Google or your college library to see how other people have studied the subject of your interest. It may be a good idea to compare several essay samples and develop your own, authentic argumentation on that topic.
• Develop a detailed outline to guide your writing. If you have that roadmap for the whole process of composition, you won’t need to waste time consulting the prompt and double-checking whether you’re on-topic.
• Always opt for the argumentative Human Resources essay topics as they are debatable and offer a freedom of choice. You can study the available sources discussing that topic and choose your standpoint. Argumentative subjects also offer rich evidence on both sides of the debate.

As you can see, starting an HR task is not that hard. But anyway, if you don’t feel like spending another evening over books, maybe it’s time to contact our managers and get professional assistance with the assignment? You can take a rest and relax, dedicating some vital time to yourself and your needs, knowing that your HR home task is in good hands.

We provide all kinds of assistance with essay writing, Human Resources included, so you will never feel shortchanged when working with our experts.

The paper ‘The Recruitment, Selection and Induction Process ” is a great example of a human resources research proposal. This is a working document to focus on the purpose and structure of student essays, which reflects the intent and outlook of their research. It is quite likely and permissible that as students progress with their essays, several aspects of content, direction or emphasis of their essay will change.  It is vitally important that students keep their academic supervisor informed of any such changes – as such changes may require students to reconsider any or all of the content of this proposal form.

Section 1: Briefly describe your research topic for Essay 1

The research topic is to identify the recruitment, selection and induction process which organizations need to adopt so that they are able to determine the mechanism through which correct hiring of people takes place. The research concentrates on indentifying the basic things which need to be included in all the process and also stresses on the need of having different process based on the different needs of the organization. The research brings forward the different methods of recruitment, selection and induction process which forms part of every organization. This has helped to identify the different core factors which are part of the recruitment, selection and induction process and the manner in which business effectiveness and changes are witnessed in the hiring process. The research will help organizations to improve their recruitment, selection and induction process as it will garner a path through which different aspect will be included and will help to improve the overall mechanism of hiring people.

Section 2:  Briefly outline any frameworks, theories or models you anticipate using:

The research has looked to identify the different patterns which are globally accepted and the research is based on secondary sources. The findings from different research are bring used to find out the manner in which the recruitment, selection and induction process can be improved and changes can be made and moulded based on the different needs and requirements of the organization. The framework which has been followed is one where linkage has been developed between recruitment, selection and induction process so that one process leads to the other and provides a basis through which the different dimensions which impact the hiring process can be understood. The overall impetus of the research is thereby towards finding out the different areas and dimensions which will help to facilitate and improve the process of achieving better results and multiplying the overall effectiveness of hiring people.

Section 3:  Briefly provide the main authors and themes relevant to your topic. 

Some of the different sources which have been used and are relevant to the area of research are

Arnold, J. (2005). Work Psychology: Understanding human behaviour in the workplace 4th ed. Harlow: FT Prentice Hall.

Cable, D. & Judge, T. (2006). Person-organization fit, job choice decisions, and organizational entry. Organizational Behavior and Human Decision Processes, 67 (3), 294–311

Dipboye, R. (2002). Selection interviews: Process perspectives . Human Resource Selection (3rd ed.). Orlando, FL: Dryden Press

Hogan, R. (2001). Personality and personality measurement. In M.D. Dunnette & L.M. Hough (Eds.), Handbook of Industrial and Organizational Psychology, Vol. 2 (2nd ed.) 873–919

Ryan, A. & Schmit, M. (2003). Assessing organizational fit in employee selection. Paper presented at the 8th Annual Conference of the Society for Industrial & Organizational Psychology, San Francisco, CA

Thompson, P. and McHugh, D. (2009). Work Organizations: A critical approach , 4 th ed. Basingstoke: Palgrave Macmillan

The different themes which the different authors and work provided are related to the manner in which overall changes and dimensions are being witnessed in the hiring process. This will help to understand the core areas which the different research has identified and will help to come to a conclusive conclusion regarding the manner in which different factors and aspect has an impact on the hiring process and different things which need to be included so that the mechanism which has been adopted improves and provides a better understanding of the different business environment.

Section 4:   Identify opportunities for further study in Essay 2 and/or gaps in research understanding that will refine your research questions.

The research has been carried outlooks to provides a general perspective of the different factors and areas which needs to be included while designing the recruitment, selection and induction process. The research provides a general idea of the different things which have to be included. This provides an opportunity where future research can be carried out by looking towards an organization or an industry where a specific process of recruitment, selection and induction process is being used. This is an area that can be further researched as it will provide useful information pertaining to a particular industry or organization and will show the different dimensions and aspects which needs to be included in the recruitment, selection and induction process. This will help to understand the application of the different methods in a real organization and will provide useful impetus regarding the manner in which the organization is able to gain due to it. This will thereby help to improve the understanding and having applicability in the real organization will magnify the overall value of the research.

The paper  “Performance and Reward Management” is a comprehensive example of human resources case study. Performance management in human resources refers to a holistic process whereby many elements are brought together to successfully manage people, enabling them to meet their goals and targets. It can focus on the performance of a Company, a section, or even an employee (Armstrong 2000).

TPL has a very traditional command and control approach to management across its manufacturing function, employees are not given an opportunity to demonstrate their ability and explore their talent and potential fully. The Management has an old type of leadership known as autocratic. According to Cameron and Green (2012), he described authoritarian is a style of leadership used by leaders who want to make decisions alone, having total authority. Negotiation and consultation are highly discouraged by these leaders. Whatever they say is final. This leadership style is good for employees that need close supervision to perform certain tasks. This simply indicates the organization applying theory X whereby the management feels and assumes that there are lazy and must be supervised closely. This theory has been proven to be counter-effective in modern practice. The management of TPL needs to change its style of leadership and management and come up with a more democratic approach. This will help the Company in giving the employees confidence and therefore increase productivity (Cameron & Green 2012).

Poor performance appraisal and review process can also be witnessed in TPL, where it is done so casually biannually as a chat between a supervisor and a subordinate. TPL should improve on the way it conducts the performance appraisal and review process, all the parties should be involved by aligning performance with the strategic goals of the organization (Armstrong 2000). For example, TPL supervisors should provide more specific feedback that will help them describe the gap that exists between actual performance and what is expected of the employees.

Reward Management

Reward management in human resources also referred to as a reward system means any financial reward that an organization gives to employees in return for their labor. The reward must not only be a material reward but also non-material rewards. The financial reward consists of basic pay and any other benefit to employees.  Non- financial rewards include promotions, recognition, and personal growth (Price 2011).

TPL has a very poor reward system; the pay system is very simple that technical, senior management, and employees earn flat salaries on a single payment. There is also a yearly salary increment regardless of their performance. This pay system is very unprofessional as it forgets the core reason for working. People work to be paid and if your system does not reward employees according to the effort they make.

TPL should adopt a reward system that is linked to performance; the payment should vary depending on the quality and quantity of work done by an employee. Attention should be given to employees’ achievement or success-oriented individual bonuses (Price 2011). For example, in a sales department, the salespeople should be paid on the basis of turnover. The salesperson who moves a large stock should be rewarded more than the one who moves little stock. TPL should also seize from using a profit-related bonuses element paid shortly before Christmas. This method can easily demotivate the members of staff if no payment is to be made at the end of the year as in the case when the organization does not make any profit.

Employee turnover in TPL is really high; this is due to a poor reward system and low morale. The organization is wasting a lot of money on recruiting new employees as well as training them to be conversant with the work to be done. David McClelland’s theory of motivation involving three basic needs: achievement, power, and affiliation. When employees achieve their target they are motivated, organizations should give power to employees to make independent decisions. TPL should employ theory Z that focuses on increasing employee loyalty to the Organization when treated well (Cameron & Green 2012).

Human Resource Development

Human resource development in the area of human resources can be termed as a curriculum used to help employees develop their careers by improving personal and organizational skills, abilities, and knowledge. It includes training employees, employee career development, and mentoring when planning for succession (Joy-Matthews, Megginson & Surtees 2004).

TPL staff training in terms of how to carry out the functions of their role is generally very thorough but surprisingly many employees are injured in accidents. What could be the reason for accidents occurring despite employees’ training? The main reason is that on-the-job training is not done appropriately; the reason being that it is provided by consultants off-site which is very expensive.

TPL should make training compulsory to the entire employee workforce in all the departments and it should be done on a quarterly basis. Re-training is very important as it refreshes the employee’s minds and improves their skills in their field (Joy-Matthews, Megginson & Surtees 2004).

Equality and Diversity

Equality in human resources refers to a situation whereby employees have an equal right to employment, payment, and equal access to training and development. The organization should put in place measures that will allow equality. Diversity is a situation whereby an organization encourages a diverse workgroup helping the Company to be more effective (Cornelius 2002).

TPL claims to be an equal opportunities employer but it is ironic that people from ethnic minorities are very few in the organization. This tarnishes the organization’s name as it is an indicator of discrimination leading to inequality. Gender imbalance can also be observed in TPL, fewer women are employed in the organization and therefore a form of discrimination. TPL should come up with a policy that will encourage people of all gender, tribe, and color to be employed.

TPL does not employ people with disabilities or those who are physically challenged. This is a very serious form of discrimination. The organization should come up with policies that will allow a certain percentage of employees to be disabled. It is so unfortunate that the organization does not cater to the dietary need of its employees, there is only one locker room and the TPL canteen does not appear to cater to any variety of dietary needs.

#3 Top Paints Limited- Human Resource Development and Reward Management

The paper  “Top Paints Limited- Human Resource Development and Reward Management” is a persuasive example of human resources case study. Top Paints Limited is continuously facing problems related to human resources and the matter has complicated to such an extent that the business has witnessed loss, increase in the number of casualties, increase in staff turnover, and problems that need to be addressed at the earliest. This report identifies the problems faced by Top Paints Limited and looks towards providing alternatives to deal with those.

Top Paints Limited is facing serious issues which have complicated the manner in which business was conducted and needs to be addressed so that a solution to those can be found out as it will help the organization to perform effectively. The issues are

• Top Paints Limited looks to compensate their employees through a model which is outdated. The employees have compensated a fixed salary and the perks are defined beforehand which the employees receive at the end of the year irrespective of the performance which has reduced the efforts made by the employees
• The hierarchical model of the passing of responsibility from the top management to the bottom has restricted the employees from taking initiative in completing the task as they have to follow the ways that have been prescribed to them is another problem that is making it difficult for Top Paints Limited to sustain
• An increase in the accidents rates which are consistent and similar accidents occur shows that lack of training and awareness has made it difficult to deal with the complex issue
• The organization has a dominance of male employees and fewer females and people from the backward class highlighting the fact that despite preaching that there has to be equality and diversity in the workforce the organization has resorted to differentiation making it difficult to conduct business smoothly

Performance Management

Top Paints Limited need to look towards moving away from the traditional system where employees have compensated a fixed salary to a flexible one where the performance of the employees acts as a major force in deciding the salary. Productivity should be measured and based on it employees should be compensated.

The performance-based approach should look towards identifying the performance measures, quality measures, and objectives and look towards control monitoring so that the actual performance is gauged which will facilitate in determining a performance-based pay for its employees.

This will also help Top Paints Limited to ensure that measuring the performance based on the manner the employees have achieved their task will help to understand the manner in which the business will be able to identify the future talent and will guide the management to deal with the future requirements better and have a pool to talent which are able to carry out their responsibilities in the most efficient manner

This is an aspect that Top Paints Limited needs to consider and needs to design the compensation package in such a manner that performance acts as a major point in securing a sound compensation. This would mean moving away from the traditional system where employees have compensated a fixed salary to a flexible one where the performance of the employees acts as a major force in deciding the salary. This would mean using the performance pay approach in compensating the employees. Using Maslow’s Hierarchy of Needs theory will help to design a compensation package where the organization understand the needs and requirements of the employees and based on its look towards package

While designing the reward package special care should be given to ensure that the compensation package has both fixed and flexible pay. Further, through Maslow’s Hierarchy of Needs theory Top Paints Limited needs to look towards ensuring that intrinsic reward is provided to the employees through recognition, promotion, and other ways so that the employees are able to associate themselves with the organization. Using the Herzberg theory of motivation and hygiene will also act as a mechanism through which accidents reduce and the organization is able to gain efficiency in gaining the maximum from the employees and will help to reduce the high turnover that the business is facing and will make the employees work for longer period

Top Paints Limited needs to identify the training tools and methods which will help to reduce the number of casualties that the business is witnessing. Top Paints Limited needs to identify the training requirements both on and off the job so that the employees understand the manner in which they should deal with different situations. They should look towards a processual approach that relies less on top-down strategy as it will help to reduce accidents and ensure better working conditions

Top Paints Limited through their process of training will also be able to motivate the workforce and ensure that all employees are able to come together and work towards a common purpose. They should look towards rating scales and surveillance to ensure that the workforce is able to learn during the training and don’t repeat the mistakes again. This will help the business to ensure that the inter-personal relationship between the employees improves and they are able to work as a team.

Equality & Diversity

Top Paints Limited needs to look towards having a mix of people from different cultures and backgrounds so that they are able to demonstrate diversity in the workforce. While recruiting and selecting employees they should look towards using informal contacts, formal contacts, notice boards, advertising, and external sources so that people from all backgrounds are picked in the organization. This will make the employees feel that the organization is looking towards all and will help Top Paints Limited to find new recruits easily.

Having equality and diversity in the workforce will ensure that the employees are able to associate with the company and will help to reduce the turnover rate. Special care should be taken through monitoring which will help to reduce discrimination through stereotyping, marginalization, and invisibilization. This will thereby help Top Paints Limited to prepare properly in the manner they will deal in the future and ensure that a strategy is developed through which the business can be developed.

Recommendations

Top Paints Limited needs to look towards bringing a change in which the compensation is provided by ensuring that performance is a key in determining the manner in which the employees will be compensated. Further, steps should be taken to ensure that turnover rates and accidents are reduced by taking steps where the business is able to ensure better results. Further, Top Paints Limited needs to look towards ensuring a restructuring in the manner the business is done by ensuring equality and diversity so that the business is able to ensure a strategy where they are able to work in all direction and ensure growth for the business

Top Paints Limited needs to work on different aspects of the business so that they are able to improve the manner in which business is conducted. This will help Top Paints Limited to ensure major changes in the manner work is done and will help to reduce the number of casualties and ensure better turnover rates which will help Top Paints Limited to ensure that the business is able to earn profits over a longer period of time.

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Strategic Human Resource Management (SHRM) Essay

Stakeholders in shrm, how stakeholders evaluate effectiveness of shrm practice.

Modern business environment dictates that organizations need to employ effective strategies in their operations for assurance of success, survival, and growth. There are many changes taking place in the environment in which organizations operate. Therefore, organizations need to take adapt to those changes and equip themselves well with adequate ‘tools’ to help such organizations win and realize growth.

Strategic human resource management (SHRM) is a concept that has evolved to define modern organizations within perspectives of strategic planning. This research paper constitutes the goal of defining the concept, exploring it with regard to key stakeholders, and subsequently, assessing how SHRM goals can be evaluated effectively. Such information will be important especially to organizations in the process of working out their SHRM policies.

There are increasing levels of uncertainty coupled with intensification of competition that have combined to force organizations to put more emphasis on developing key core competencies (Yuksel, 2011). The development of these key competencies is seen to aim at increasing the competitive advantage of organizations in the dynamic environments.

Prahalad and Hamel (1994) observed that those organizations that possess unique and non-substitutable resources and competencies competitor organizations do not have, exhibit high chances of realizing sustainable advantage (cited in Yuksel, 2011). An organization’s competitive core competences and capabilities can be obtained from numerous sources.

Such sources include possessing effective technology, enhancing organizational learning, and encouraging strategic flexibility and innovative capacity found among the human resources (Yuksel, 2011). As a result, it can be deduced that effective creation, organization, and leverage of knowledge throughout the organizations are becoming increasingly the main sources of competitive advantage in fast changing, information-driven economy.

Boxall and Purcell (2003) contend that almost all organizations have strategies since it is the duty of organizations’ managers and employees to design and implement strategic choices for their organization to function on in achieving goals (Ojo, 2011). Known as strategic choices, organizations are forced to create and implement sustaining strategic choices that become vital in dealing with strategic problems and challenges within the organization.

In this way, a strategy may be developed and implemented by a particular company either to maintain viability of the organization or to produce sustained advantaged within the organization in dealing with the external environment (Ojo, 2011). In creating these strategies, the aspect of human resource has become important and research indicates that human resource practices play and influence the direction and shape of any particular strategy of an organization (Ojo, 2011).

Strategies represent an organization’s capacity to compete with other organizations successfully in the dynamic environment of business world. The aim of such strategy is to see an organization succeed and realize its goals while at the same time being able to survive and realize meaningful growth (Mathis and Jackson, 2010). Realizing and accepting this to be important and vital to the organization, modern-day organizations are characterized by formation of strategic plans.

In simple view, strategic plans are designed on the aim of utilizing the organization’s available resources in such a way that the organization is able to outperform its main competitors in the industry (Mathis and Jackson, 2010). Wheelen and Hunger (1995) provides a definition of strategic planning/management as “that set of managerial decisions and actions that determines the long-run performance of a corporation” (Bratton and Gold, 2001, p.39).

Given that in strategic planning there is long-term consideration, the concept can be taken to constitute all activities that have ‘vision of the future’ and at same time are updated constantly on both internal and the external environment (Bratton and Gold, 2001).

As a long as the operations and activities of an organization have to continue with an indefinite time, strategic management should constitute a continuous activity that an organization’s management team undertake. Moreover, as the process takes place, the management should encourage some forms of adjustments but all ingrained within the aspects of: management, environment, and the available resources (Bratton and Gold, 2001).

Strategic planning depends and gets enormous input from possessing the right human resource in the organization. The right human resource to be utilized in the strategic planning process may be present or the organization may need to outsource them from outside.

This entire process has resulted to what is known as strategic human resource (SHRM) in many organizations. SHRM has being described as the process that “entails providing input into organizational strategic planning and developing specific human resource initiatives to help achieve the organizational goals” (Mathis and Jackson, 2010, p.38).

Michael Armstrong, writing in a book titled ‘Strategic Human Resource Management: Guide to Action’ defines SHRM in the perspectives of organization’s strategic planning (Armstrong, 2008). According to the author, SHRM entails “an approach to the development and implementation of human resource strategies that are integrated with business strategies and enable the organization to achieve its goals” (Armstrong, 2008, p.1).

According to this definition, SHRM is a long-term process that largely succeeds on evaluating organization’s strategies and human resource strategies and how well the two categories of strategies can be merged to achieve organization goals.

SHRM as a concept cannot be divorced from the overall strategy that an organization envisions to undertake. In this way, SHRM is seen to be intertwined to the strategic objectives of an organization. Due to this, strategic human resource management has to emphasize the need for human resource plans and strategies to be formulated within the context of overall organizational strategies and objectives that are further, responsive to the changing nature of the organization’s external environment (Ojo, 2011).

This line of understanding leads to Wright and McMahan (1992) define SHRM as “the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals” (Ojo, 2011).

As such, the role of SHRM is seen to constitute all aspects that contribute to organizational performance in achieving organizational goals and objectives. The themes of SHRM have been categorized into three: process of integration all human resource key practices into a comprehensive and functional unit; an aspect of incorporating and utilizing broad organizational goals; and lastly, responding to the external environment in the most strategic and effective way (Ojo, 2011).

In this way, SHRM can be described as a comprehensive framework of human resource that constitute process of evaluating the impacts of external and internal environments and instituting the appropriate human resource measures in terms of strategy to enable sustainable adaptation of the organization.

Organization functions and carries out its activities dependent on goodwill of its stakeholders. Multiple stakeholders of an organization exist and their role in the organization defines the success, growth, and sustainability of the organization. Some of notable organizational stakeholders include the investors, organization itself, in terms of management team, employees, customers and suppliers (Schuler and Jackson, 2007).

Each of these stakeholders affects and influences an organization in one way or the other. Human resource practices have been identified to affect all these stakeholders either directly or indirectly (Schuler and Jackson, 2007). As a result, strategic planning in the organization has the ability to impact the stakeholders differently. In turn, the stakeholder may undertake initiatives of evaluating the different human resource practices in accordance to their outcome.

SHRM builds on the need to create human resource strategies that exhibit capacity to satisfy multiple stakeholders of the organization. In this way, there is always need to create SHRM practices and strategies that address the concerns of key stakeholders in the organization (Schuler and Jackson, 2007).

Investors constitute the first category of organizational stakeholders. Investors constitute all groups of people who have channeled their resources into the organization with intend of realizing positive returns on those resources. Positive returns generally come in form of profits and dividends that investors enjoy.

As a result, introduction of SHRM practices in an organization usually has the blessing of investors since it is viewed to change the current operations in the organization and improve financial performance of the organization. Organization’s employees constitute another category of stakeholders of an organization (Deckop and Deckop, 2006).

Numerous researches have been carried out on the implication of various human resource practices on employees in different organizations (Deckop and Deckop, 2006). Human resource practices that may impact employees include recruitment and selection, training and development and performance management (Deckop and Deckop, 2006).

The aim of the research on these practices has been to evaluate the impact of the practices on individual outcomes. At the same time, more research has been done on the impact of practices on employee outcome such as on job satisfaction, motivation, socialization and career success (Deckop and Deckop, 2006).

Therefore, introduction of strategies of human resource management in most cases impact employees to great length. The third type of organizational stakeholder is the consumer, usually known as product-market stakeholder (Deckop and Deckop, 2006). Activities of any organization always aim at achieving customer satisfaction with regard to organization’s products or services (Deckop and Deckop, 2006).

As a result, customer satisfaction is seen as a mediating variable between human resource practices and business performance. In introducing SHRM practices an organization aims at changing the dimension of work climate that in turn lead to customer satisfaction through customer orientation, quality emphasis, teamwork, cooperation, and involvement of customers in product designs (Deckop and Deckop, 2006).

Evaluation of SHRM practices in an organization has to consider the impact of the SHRM system on all of the organization’s multiple stakeholders (Schuler and Jackson, 2007). Creating SHRM practices aims at introducing changes in the manner activities are performed in the organization. As a result effectiveness of such practices and systems are measured on objectives such as improvement in productivity, improvement in profitability, and the ability of the organization to sustain in the future (Schuler and Jackson, 2007).

On the part of employees, effectiveness of SHRM practices normally depends on total quality of the practices on the work within the organization, the innovativeness of the practices in contributing to realization of goals in the organization, ability of the practices to contribute to job satisfaction, enhancement, and enrichment (Schuler and Jackson, 2007). At the same time, employees have been regard as key resources of an organization in ensuring the success of any SHRM system.

In this way, the effectiveness of SHRM can be evaluated on the level of commitment and engagement by employees and overall satisfaction of employees (Schuler and Jackson, 2007). On the part of customers, evaluation of SHRM system put into consideration aspects such as quality and variety of products introduced in the market, the prices at which the products are being sold and overall services that accompany the products (Schuler and Jackson, 2007).

Human resource being one of the core components of an organization has to be re-organized and re-aligned to the new developments taking place. Re-organization and re-alignment in the modern world cannot take place within traditional and usual frameworks of human resource management.

Today there is need for strategic planning solutions that can guarantee organizations success. As a result, strategic human resource management (SHRM) is a concept that defines modern organizations that aim to realize organizational goals and objectives through strategic planning of its human resource. Introduction of SHRM systems in an organization is a path that sees ability of an organization to effectively compete in the dynamic environment and sustainability while remaining focused to the goals and objectives of stakeholders.

Armstrong, M. (2008). Strategic Human Resource Management: A Guide to Action . PA: Kogan Page Publishers. Web.

Bratton, J. and Gold, J. (2001). Human resource management: theory and practice . NY: Routledge. Web.

Deckop, J. R. and Deckop, J. R. (2006). Human resource management ethics . NY: Information Age Publishing. Web.

Mathis, R. L. and Jackson, J. H. (2010). Human Resource Management . OH: Cengage Learning. Web.

Ojo, O. (2011). “Impact of strategic human resource practice on corporate performance in selected Nigerian banks.” Journal of Ege Akademik Bakis, Vol. 11, No. 3, p.339. Web.

Schuler, R. S. and Jackson, S. E. (2007). Strategic human resource management . MA: Wiley-Blackwell. Web.

Yuksel, M. (2011). “Core competencies of managers in an emerging market”. Journal of American Academy of Business, Vol. 17, No. 1, p.104. Web.

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• Essay Writing Guides

Human Resources Essay for A+ Student Guide

Students of management departments frequently face the need to compose a Human Resources essay because they need to learn to manage both people and processes. Thus, if you’re a student of this specialty, you will face the need to compose a Human Resources school essay sooner or later. Here we explain what an HR essay is, what format you should keep to, how you can complete such a paper quickly and efficiently, and what topics are trending now in the sphere of HRM.

If you’re wondering how to write a Human Resources essay, read on to find all the details here. Experts of our essay writing service team have prepared a guide for newbies to instruct you on all the writing steps. Still, if you feel unable to compose this work independently, it’s probably a good idea to hire a skilled Human Resources essay writer from our team.

Don’t hesitate to contact us and get a well-written, properly structured, and polished paper deserving an A; we’ve got you covered and can help you with any academic emergency you might experience at an HR course. You can easily place an “ do my assignment ” order on our website and get an expert with years of industry-specific expertise assigned to your project in minutes.

Human Resources Essay Format

When discussing the Human Resources essay format, you need to keep in mind that it’s still an essay, differing from other works of this type only by the topic. However, all essays follow the same format and structuring, knowing which can help you complete such a paper hassle-free. You can see this universal structure in many Human Resources school essay examples available online.

Let’s recap the basic essay structure in relation to the HR specialization.

Introduction

The introductory part of your Human Resources plan essay should include a discussion of your area of focus. HRM is a broad sphere of professional practice and research interest, so you need to find a subtopic within that area and explain it to the readers. After describing the context, you need to specify the problem you’re going to explore and end the introductory section with a concise thesis statement.

The body of your essay should focus on the arguments you’ve elicited when researching the chosen topic. As you might see in any Human Resources essay example, the body is typically divided into paragraphs, each of which is dedicated to one specific argument. Follow this structure as well to enhance your essay’s readability and make it coherent.

A conclusion is the final part of any Human Resources essay writing process. You can’t do without a brief and precise summary of your content. You also need to revisit your thesis statement and explain how your knowledge progressed throughout this paper’s writing. A strong finale of any essay is a reference to the broader context and explanation of how your research informs the broader HRM field.

Write Human Resources Essay in 5 Steps

When it comes to essay writing, Human Resources is not that challenging. The only thing you need to remember is that following an explicit, understandable research and writing algorithm makes the task much more manageable.

Here’s the algorithm our pros recommend to students regardless of their level of expertise:

• Select a topic that speaks to you. It should be exciting and relatively new so that you can advance your knowledge and derive pleasure from examining a subject of your personal interest.
• Be clear about the outcome of your essay; you need to know what goals you’re trying to achieve, developing your content according to the predetermined scenario.
• Research the subject to collect reliable, valuable evidence on the subject.
• Produce an outline to have a roadmap and stay on topic during the whole writing process.
• Record all sources you have used in content creation and reference them correctly to avoid plagiarism accusations.

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Human resources essay topics.

Topic selection is one of the most widespread challenges students face when approaching an HR essay task. To help you cover this step quickly, writers of our essay service have formulated a handy list of Human Resources essay topics.

• How well are equal employment opportunities provided in the 21st century?
• HR planning and retention: implications for the COVID-19 pandemic.
• Essentials of strategic HR management.
• Has the traditional HR management survived the coronavirus pandemic?
• Key steps of job analysis.
• Training human resources in the conditions of remote work.
• Risk management techniques in the HR field.
• Different approaches to calculating paid leave.
• Workplace techniques for interpersonal conflict resolution.
• The role of HR in the company’s preservation of competitive advantage in the global market.
• Determining the right mix of monetary and non-monetary rewards for staff.
• The role of personality traits in team composition.
• Agile approaches to HRM.
• Modern techniques and approaches to international staff management.
• A goal-oriented approach to staff productivity and morale improvement.
• A variety of workplace violence manifestations.
• Implications of psychological counseling provision to employees in the workplace.
• Presence of gender disparities in work terms and pay.
• Various faces of workplace discrimination: examining the causes and responses to those incidents.
• What are the best methods of complying with the equal employment opportunity legislation?
• Managing diversity in the workplace: 21st-century implications.
• Leadership training and promotion among staff.
• The strategic benefits of in-house leadership training for business performance.
• New talent acquisition: innovative techniques and approaches.
• An ideal employee profile for SMEs.
• Experience vs. talent in new employee recruitment.
• The role of HR in fostering compliance with COVID-19 rules.
• Contribution of HR to compliance with health and safety recommendations.
• What steps can HR managers take to identify, manage, and prevent employee burnout?
• HR strategies directed at long-term staff retention.
• The contribution of AI to HR activities and functions.
• Is virtual onboarding as effective as offline one?
• Should businesses pay for their staff’s education?
• Soft vs. hard skills’ consideration in the recruitment process.
• Different approaches to compensation package design.

How to Start a Human Resources Essay

The final point we’d like to discuss here is the art of starting a Human Resources essay. It’s essential to give your essay a good start; otherwise, you may spend much more time on its composition than you initially planned, thus wasting the vital free time or the hours you previously allocated for other assignments. Here are the principles of a quick, easy essay start:

• Choose the right topic to simplify the writing process.

It should be relevant to your class material, engaging, and new to a certain degree. Expand your existing knowledge instead of trying to explore something entirely new for you.

• Research the subject extensively.

Don’t start writing before you’re sure that you have enough material for the whole paper. Students often get stuck in the middle of their essays because they haven’t conducted thorough research from the very beginning.

• Use practical examples.

HR is an applied sphere of human activity, so you can never produce a high-quality paper without referring to real-life evidence.

It’s also vital to choose argumentative Human Resources essay topics, as they are sure to give you more ideas and avenues for proving your standpoint and examining various evidence from multiple angles.

The paper  “Top Paint Limited – Theoretical Vis-a-Vis Practical Aspects of HR Factors” is an intriguing example of human resources case study. This paper is an evaluation of Human Resource (HR) faced by Top Paints Limited (TPL). This evaluation involves the evaluation of theoretical vis-a-vis practical aspects of HR factors.

Performance Management

The purpose of managing employee performance is not only to improve productivity. It is also to ensure that the employees find their work environment (e.g. in terms of culture, policies, style, systems of communication, etc) tolerable (Shore & Strauss, 600). The premise here is that if an employee finds the working environment to be in conflict with his/her career and other related expectations, then his/her performance is affected from the start, and no performance management strategies can help him/her. Besides specific strategies to boost the performance of the existing workforce, the first and most important performance management tool is strategic recruitment and selection.

The contemporary organization/company places emphasis on the organizational culture. This has led to the need for besides a written contract- psychological contract, i.e. an unwritten (psychological) understanding of the expectations that both the employee and employer have of each other, and that both parties will reciprocate each other’s efforts (Bratton & Gold 278). This is part of managing employee behavior. The premise here is that it is only those employees whose expectations are within the scope of the organizational culture and expectations who will have the right motivation for good performance.

What this implies is that the role and level of performance are not only in the hands of the employees. In fact, how employees perform primarily depends on whether the organizational structure and culture, as reflected in its leadership, helps it (Bratton & Gold 279). TPL’s structure, i.e. the traditional approach to command and control is a major impediment to employee freedom, creativity, motivation, and ultimately, performance. And while the organization uses performance appraisal for measuring employee performance, measurability being a major aspect of performance, it is not taken seriously. Instead, it is a mere routine.

Reward Management

The reward can be both monetary and non-monetary (e.g. psychological reward, the satisfaction of challenge, etc) (Bratton & Gold, 278). Indeed, reward management is a key tool for facilitating sound competition between employees, boosting employee motivation, and ultimately improving performance. Therefore, reward, as a tool for performance management, encourages and enhances positive employee attitudes and behaviors and financial gains.

TPL has established a reward system for its employees. This is especially through career development, e.g. promotion, and annual pay increment. Both of these are monetary forms of reward. For instance, promotion comes with a pay increase. Unfortunately, there are two key implications here. One, TPL does not seem to recognize the fact that, as Bratton and Gold (279) put it, financial rewards have bearing on cost-effectiveness and financial profitability. In other words, rewards mean expenditure. TPL’s profits have been on the decline for ten years so that the recent failure to make profits has or should have been anticipated. Yet the company still sticks by its monetary reward system, thereby adding more pressure to its already declining finances. This first implication leads to another, i.e. TPL has overlooked other reward methods and systems. In another word, it has failed to recognize that financial rewards are merely ‘superficial’ and must be accompanied by other rewards systems.

But all this equally raises one big question: if the company has been on the decline, then what has it been rewarding its employees for? Even further, why has the organization not realized that its rewards are not resulting in the reasons for which rewards are given?  This is not to say that the company should not reward its employees. Instead, it should also consider non-monetary rewards, .e. g. psychological contract through encouraging employee freedom and creativity. Equally, the company should recognize that rewards are not the only tools for improving employee performance. This must work in conjunction with other organizational and management elements. However, all this depends on the HRM.

Human Resource Development

This refers to strategic efforts by a company’s Human Resource Management (HRM) (Bratton & Gold 279; Torrington et al 599) to develop its workforce in line with its key business strategies. In other words, it involves strategic recruitment and selection of employees who will enhance a company’s chances of reaching its goals and objectives. The first step towards strategic human resources development, therefore, is to identify the strategies to be undertaken. Identifying strategies depends on proper study and understanding of both the internal and external organizational environment.

TPL, to begin with, seems to lack any key strategy. The company controls the whole value chain of its products all the way from inception to manufacturing and delivery. Considering the company’s financial troubles, it should be clear that this control is overwhelming for its capacity. In other words, it is about time that the company gave up some of its control(s) to other parties, e.g. distribution to other wholesalers and retailers. This would help it focus its workforce on specific strategies. This would facilitate the company’s strategic recruitment and selection, and retention of employees.

Part of strategic HRD is training. It is clear that the problem here is the approach used. While the company encourages training, it focuses mainly on a theoretical approach, i.e. the training does not subject employees to one-on-one interaction with job practicalities. In other words, employees lack on-the-job experience.

Equality and Diversity

Equality and diversity are part of strategic HRD. The external environment, unlike TPL’s internal environment, is made of a diverse population: men and women, young and old, able-bodied and disabled, people from various ethnicities, including minority groups, etc. Winning a competitive advantage in a diverse marketplace requires an equally diverse workplace (Kirton & Greene, 7). Unfortunately, TPL has failed in this. The company has fewer employees from minority groups and women. While some of these are in the technical and managerial levels, the company has provided and encouraged their career progress. Further, the whole Board of Directors is composed of white males, as are other senior managers.

Diversity does not merely mean recruiting people from diverse ethnic and cultural backgrounds, of different ages and generations, gender, etc. It has to be incorporated and reflected in the organizational culture, with the organizational leadership being a notable symbol of that culture (Kirton & Greene, 53).

The paper  “Human Resource Development at Top Paint Limited” is an apposite example of human resources case study. The problems facing Top Paints Limited can be addressed by focusing on the root cause of the problems facing the individual employees. Statistics indicate that the company’s workforce is paralyzed and is characterized by such symptoms as low productivity, poor working relationships, and low morale. The decline in the company’s performance stems from the problems facing the workforce which would call for a change in the company’s HR policies for the company to regain its strength. This paper will refer to human resource theories and practices to help address the problems facing the company. Four areas of HR policy and practices will be evaluated: performance management, human resource development, and reward management.

Performance management

Performance management is an ongoing process in which an organization identifies, measures,s and develops the output or performance of individuals or teams and later compares this with the goals set by the organization. Performance management arises from the complexities arising from the world of business (Mabey, Salaman & Storey, 1999). Several models of performance management have been adopted but there is no one universally accepted model. Mabey, Salaman, and Storey (1999) argue that any model of performance management should include these elements:

• Feedback of performance results
• Setting objectives
• Amendments to activities and objectives
• Reward system based on performance outcomes
• Measuring of performance

The goal-setting theory was proposed by Edwin Locke (1968). According to this theory, individual goals that are established by an employee perform crucial roles in motivating the employee to have increased performance (Salaman, Storey & Billsberry, 2005). This assumption arises from the fact that the employees keep monitoring their goals; failure to achieve these goals call for the employee to increase their performance or adjust their goals so that they become real. The end result of setting the goal is thus to improve the employees’ performance.

According to expectancy theory, employees in an organization will adjust their behaviors based on the anticipated satisfaction of the goals they have set. As such, individuals will adjust their behaviors in a manner that will lead them to attain their goals. Employees of the TPL seem not to have these theories in mind since the company has employed a command and control management approach. As such, the employees cannot show their capabilities since they work under the instructions of their superior.

To address the problem, TPL should implement a performance management system instead of the command and control approach.

The system can work well if the employees are provided an opportunity to set their goals as per the company requirement. The employees should be allowed to work freely as long as they are able to achieve these goals; this can be determined by measuring the performance (Mabey, Salaman & Storey, 1999). Further, the performance management system should clearly set the rewards that an employee can get based on the expected outcome as mentioned in the expectancy theory; this helps to motivate the employee.

Reward management

This entails developing, maintaining, and establishing a system whose main aim is to reward employees within a firm or a business. This system provides a fair and equitable way of appreciating the values of the employees whose output to the organization is considered valuable. Various theories have been formulated in the field of human resources to address the issue of reward management. An example of such theories is motivation theory which calls for the motivation of employees for them to be beneficial or more productive to an organization. Salaman, Storey, and Billsberry (2005) consider the reward to be either monetary or non-monetary.

Victor Vroom’s theory referred to as “Vroom’s Valence x Expectancy Theory” better helps to understand the relationship between reward and motivation. According to Gellman (2009), this theory entails the mental process involved in the choices made by an employee. According to this theory, there is a direct relationship between the predisposition to act in a certain manner and the strength of the expectations or rewards that may come as a result of the act (Gellman, 2009). When the employees are assured that there is a better performance appraisal, they are motivated to improve their performance (Salaman, Storey & Billsberry, 2005). For employees to be motivated, this theory sets three conditions that must be met: additional effort would result in better performance, the well-done job should be associated with rewards like pay-rise or bonuses, rewards provided should be satisfactory to the employee.

TPL has not been able to retain its employees since it does not motivate the able employees to stay. To address this problem, the company should have a reward system through bonuses whenever performance is improved. The current company’s pay system is very inflexible since the salary is increased on yearly basis regardless of personal or company performance. With the current pay system, the employees do not need to work extra harder as they are not guaranteed any rewards. TPL should thus introduce a flexible reward system so that it can motivate the employee and retain them instead of losing and recruiting new ones.

Equity and diversity

Workforce diversity entails the inclusion of all types of persons in corporate performance. Today, many organizations view diversity as a competitive advantage which gives rise to economic advantage to the organization when incorporated into the strategic business goals (Bratton & Gold, 2003). In many countries, workforce diversity is streamlined in the policy and the legal framework that provides provisions for anti-discrimination cases (Thompson, 2003). According to Dickens (1999), diversity is the variety of cultural and social identities among people in a common employment setting. Various cultural and social attributes determine diversity: gender, race, education, beliefs, religion, age, disability among others. Various approaches can be employed in managing diversity. One such approach is the mainstream approach that refers to self-categorization and the self-identity theories. The self-identity theory entails group membership and behaviors. On the other hand, the self-categorization theory entails how individuals stereotype their attitudes and behaviors so that they can associate themselves with particular groups. These theories help to avoid any group conflict that may have a negative impact on workplace performance (Bratton & Gold, 2003).

TPL has failed to address the issue of equality and diversity since there are few women and people from ethnic minorities. Further, this group of employees does not progress in terms of promotion even when they are the very-able. For TPL to progress, there is a need for the company to create equal opportunities for all the employees. Failure to create such an opportunity for the minority people, disabled, and women would make them feel discriminated and thus their output is affected.

Human resource development

The concept of human resource development is considered as a theory that aims at developing human capital by developing the individual and the organization to improve their performances (Wang, 2004). Human resource capacities can be developed through further education. This can be done through career development and training. The outcome of HRD has increased competencies which ensure that current and future jobs are performed effectively (Wang, 2004).

TPL has been training its staff on how to carry out their functions whenever new roles and new technologies are introduced. It is thus expected that the accident rate below and performance should be improved. However, this is not the case since most training is done off-site. To avoid the problem, TPL’s consultant should train the employees at the site in order to improve efficiency. A paradigm shift from off-site to on-site would thus yield positive results towards improved performance since the employee would acquire real practical knowledge.

The paper  “The Human Resource Management  Difficulties Experienced by Top Paint Limited” is a dramatic example of human resources case study. Top Paints Limited (TPL) has been facing many challenges. It has experienced a steady decline from a relevant strong position ten years ago where it made no profit this year for the first time ever. The entire workforce in TPL has been creating a lot of dissatisfaction, which has led to low morale, low productivity, and poor relationships at work. This has also resulted in an increase in absenteeism, product complaints, and service complaints. Thus, this shows a flawed human resource activity in TPL and there is a need to give priority in the following areas to find a lasting solution to these problems in TPL; performance management, reward management, human resource development, and equality and diversity.

The employees in TPL lack the opportunity to be initiative since the top-level management is always acting on instructions. This shows a lack of cooperation between the employees and the top management that in turn reduced their morale in working and in turn reducing their productivity. This calls for the employment of management processes in order to manage individuals in an effective manner with an aim of achieving high levels in the performance of the organization. There is a need to close the gap between management and employees by establishing a shared understanding to develop a strong workforce for the achievement of TPL’s goals. As the employees have developed negative attitudes between them and management, individuals need to be guided in order to feel that work satisfying, fulfilling, and capable of development in any way. This can be supported by the application of the goal-setting theory in order to link the performance of the tasks with goal setting. Because the entire company seems to have lost its main objective, there is a need to set specific goals that are challenging in addition to appropriate feedback in order to come up with better performance. This will give the employees a path or a direction to follow on the needs to be done and the efforts required to achieve the goal. This will be achieved if the employees are also given the opportunities to be initiative. The main source of motivation for the job will be the willingness of the employees to freely work towards the achievement of goals. If the employees will be provided with clear and specific goals in addition to being open to their comments on work. With the provision of challenging and realistic goals, the employees will have the reason to work and feel proud and as triumphant as they achieve the goals. Another important thing that failed to work in TPL is the provision of appropriate feedback on employee’s performance. Feedback will be essential as a way of making clarifications, regulating difficulties in goals, gaining a reputation in a way that the involvement of the employees will lead to job satisfaction and being more productive. On the other hand, the managers should ensure that they should interact and behave in a way that promotes and allows better relationships in work. They should also be able to gauge themselves according to output such that, if the job is interesting, the performance should also be better (Armstrong, 1998)

From the case study, it is clear that the salaries earned by the employees are flat. The pay spine is very inflexible such that the talented people end up looking for greener pastures in better-paying companies while the less competitive are left due to lack of any other option. This leads to low productivity and low performance. In addition, there is no reward in case of any improvement in performance. Due to this, there is a need for a reward management process that will involve the development and implementation of the company’s strategies and policies. This will enable the firm to achieve its objectives as well as retaining its competitive employees in accordance with the needs of the employees through increasing their commitment and motivation. If the employees will be rewarded according to their value and their potential contributions to the company, they will feel comfortable working in a firm that recognizes their efforts. The management must also recognize each employee’s capability and set goals that match with their intuitiveness (Armstrong, 495). This can be supported by a broad banding structure or system that shows that the progress of employees is more dependent on improvement than promotion, the flexibility of the system, putting decisions on managers’ hands so that they have more responsibility towards the staff and finally employees increase their incentives in achieving their goals. This means that the success of the organization is dependent on the recognition of the efforts of each employee through rewards that later lead to more efforts and profitability (Stredwick, 13).

Although TPL carries through training of its staff, there are still complaints and accidents due to repetition of mistakes. In addition, there is hostility and disbelief in case one tries to bring change or being initiative. In this case, human resources development is very essential, as the success of TPL will depend on the management of the workforce. Thus, there is a need to develop strategies that will ensure an increase in manufacturing and gaining a competitive advantage through proper management and development of employees to be more productive. This is enhanced through the development of strategies based on informed decisions and the involvement of the employees. TPL needs also to develop a policy on recruitment and selection to ensure the selection of a competitive and diverse workforce (Beardwell, 197).

This is supported by classical approach theory, which ensures that the strategy process will involve a comprehensive understanding of the internal and external environment, selecting on strategic choices and implementation of the plans, and ensuring management decisions flow from top to down ensuring the involvement of all levels. This makes the employees initiative thus increasing the productivity and performance (Miller, 148).

Equality and diversity

This is also a major problem in TPL as there are very few ethnic minorities and women and the few that are recruited later resign. This shows a lack of comfort for the minorities in working in the TPL environment. Thus, management needs to ensure that everyone is treated the same as well as recognizing that various groups and individuals are different. To do this, the company must be flexible and observe uniformity in addressing the needs of its employees in order to change its culture. This is enhanced by making sure that the working environment will support women and ethnic minorities by totally involving them in decision-making. It is also important to consider the development of a new policy in recruitment that promotes diversity and equality. This is supported by a short approach that is similar to a liberal approach wherein advocates for the elimination of bias on sex in the practice of human resource management, increasing opportunities for women and minorities in management and technical fields, and being flexible in terms and conditions (Noon, 226).

The difficulties experienced by TPL can be associated with poor work relationships, lack of recognition of efforts made by staff, criticism, between management and employees and poor culture of the firm, and the entire management of the activities in the firm that has led to low productivity and lack of profits. These issues are addressed through performance management, equity and diversity, reward management, and human resource development. This will result in better utilization of human resources, a wide customer base, wider and competitive recruitment of labor, and a positive image of the company.

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Human Resource Management

Introduction

Human resource management (HRM) is an area of business that is concerned with a variety of employee-related processes (Cascio 2018). Its main goal is to maximize employee performance and ensure the organization has sufficient workers equipped with everything they need to achieve top results and be satisfied with the job. HRM also includes management over the company’s dynamic development in the aspect of the workforce.

Six Functions of Human Resource Management

HRM has multiple functions, but there are six main ones that characterize it. Among them are:

• Recruitment and selection;
• Maximization of job safety;
• Management of employee relations;
• Management of payments;
• Ensuring labor law compliance;
• Developing human potential.

Recruitment and selection are some of the most significant tasks of the HR department (Cascio 2018). Deciding on a hiring policy and selecting the right team for the task at hand is critical for the performance of the whole company. A skilled HR member needs to assess every candidate’s strengths and weaknesses to ensure only the best work at the organization.

Safety of the work environment, processes, and practices is another area of supervision and management of HR. It is needed to provide a stress-free, injury-free, and secure workflow that has a direct influence on the fail-safe and continuous operation. Ideally, each employee has to be mindful of safety and security, which is one of the main tasks of HR staff in this area.

Employee relations include a whole range of different aspects that influence the performance of the team and organization as a whole (Cascio 2018). Inter-personal, inter-group, employee-management, management-employee, and many more types of relationships are the spheres where HRM is needed to ensure adequate communication. The balance of interests needs to be achieved for every worker and manager.

Benefits, compensations, salaries, wages, and other financial payments for the workforce are one of the most essential parts of the workflow. It often becomes a ground for debates within and outside of the organization. Therefore, proper management in this sphere is paramount.

State and federal laws require organizations to meet certain standards in order to ensure the safety of employees, the adequacy of compensation for their work, non-discrimination, and a range of other issues. Compliance with the variety of standards is a demanding task partly due to the fact that non-compliance is penalized.

The business environment and labor conditions are changing under the influence of a multitude of factors such as automatization, society norms, political priorities of the country, and many others. HR has to continuously overview the ability of the company’s workforce to adapt to new conditions and withstand challenges. In addition, the HR department is responsible for identifying and developing the potential of their employees in order to provide them with new opportunities and have the company yield benefits from them.

Workforce Planning

Another core function of the HR department and its management tasks is workforce planning (Cascio 2018). This activity is a process that balances the needs of employees and employers within the framework of state and federal policies and legislation for the purpose of achieving the company’s goals. Planning includes the identification of resources, skills, knowledge, and experience that will be required for a company and to what extent the current workforce is satisfying the criteria. The operational workforce planning is usually limited to 12-18 months and proceeds in agreement with the company’s planning timeframe. HR staff has to research every person employed in the organization, assess the individual and cumulative potential for growth and standard compliance, and report the results to the senior management. This process is required for monitoring and adjusting the company’s HRM course in accordance with the company’s goals and priorities.

Workforce planning is affected by many factors, which HR members answerable for this process need to consider. Among them are social, political, economic, technological, legal, and environmental (Bratton & Gold 2017). All of those factors can potentially aid or undermine the process of work planning.

Political will is capable of bringing significant change to the labor sphere. Depending on the domestic and foreign policy successes and failures, the companies might need to introduce change to their structure, goals, or objectives. Therefore, HR needs to be aware of any significant changes in the political course of the country.

Economic changes are one of the most influential in the sphere of business and human resources. The economic recession in one area and upturn in another demand the enterprises to be rather flexible to withstand significant losses of human capital. The global economy as well provides excellent opportunities and great risk that places even more emphasis on adequate human resource management and workforce planning. Predicting rises and falls is a necessary ability for HR managers in order to provide a proper report on workforce planning.

Technology can both create and destroy jobs (Bratton & Gold 2017). Its potential for minimizing labor costs is enormous. However, certain risks and challenges are also present. Automation of factories, modernizing communication processes, equipping staff with advanced tools, and ensuring adequate knowledge and experience is present to wield technologies are the tasks that HR managers need to put on their schedules.

New labor laws and regulations complement, contradict or replace the old ones, which poses an additional challenge for planning the workforce. Compliance with the existing and future legislation requires a great deal of flexibility in the assessment, evaluation, and prediction of standards, which the company’s workforce must meet. It is important to stress one more that HR plans are extremely susceptible to change under the weight of emerging laws and a proper state of knowledgeability is required.

The environmental factor is also paramount to consider in workforce planning. Weather conditions and company location might affect the number of necessary employees or impose additional costs for maintaining their performance level. If relocation of company’s facilities or opening new outlets, for instance, is mentioned in the company’s nearest objectives, new environmental factors need to be properly assessed also in workforce plans.

Recruitment and Selection

As it was mentioned above, recruitment and selection are essential tasks of the HR department that aim to provide the company with suitable people for the job openings it has. Despite these two tasks being often perceived as one continuous process, they are in fact two different stages of it with their distinct goals and objectives (Bratton & Gold 2017).

Thus, recruitment usually means a process when HR creates a pool of potential candidates that the company might want to hire. Changing labor market and company’s priorities often require HR to edit the criteria for search and inclusion. Recruitment may be assigned to the company’s own HR department or be managed by certain agencies or people called ‘headhunters.’ Those people are usually well informed of the labor market situation, equipped with proper tools and skills to find the best candidate or form a pool of potential employees tailored to every company’s needs.

Having such a ‘reserve’ of available candidates is very beneficial for the company as it allows for greater flexibility at all times. Especially, when organizational changes are at hand, and certain workforce losses are often imminent. The list of potential replacements becomes handy when such situations occur. They help mitigate the financial problems connected with the temporary absence of employees by speeding the process of appointing a new one (Bratton & Gold 2017).

Selection is a logical continuation of the recruitment process. It presupposes narrowing down the choice of potential candidates to one or several people from a pool of potential ones. This process is rather labor-intensive as it requires matching the personal and professional data to the company’s criteria and comparing them to other candidates as well. The result of this process is a shortlist of people who are contacted and invited to an interview or tested otherwise.

The goal of the selection process is to ensure that from all the potential candidates the one with the best-matching skills, experience, and personal qualities is appointed to the position. Although many criteria are rather objective such as the amount of suitable experience, the presence of required skills, and knowledge, there is also a subjective side to the selection where personal bias may undermine the whole process (Bratton & Gold 2017). This practice appears to be obsolete on a systemic level in the present-day U.S. However, in certain companies, it is still an issue, and frequent scandals about discrimination in the media confirm that fact.

Selection is also sensitive to information correctness. It might be the case when the data the candidate provides himself or the data that HR selection specialists managed to find differ from reality. This is why interviews and tests are applied as a part of the selection process. During these stages, skills and competencies are being verified against those the candidate mentioned. In addition, selection allows evaluating the level of personal adequacy and stability required in the company as jobs often require teamwork.

Legislation in Recruitment and Selection

In the U.S. the process of appointment of a person to a position is regulated by several federal and state laws. Since it became paramount to establish equal rights and the absence of discrimination in the process of candidate selection, a number of laws have been issued to protect the civil and employment rights of different population categories. As such, the Civil Rights Act of 1964 prohibits discrimination on the basis of race, sex, religion, or nationality. In addition to that, the Age Discrimination in Employment act of 1967 and the Americans with Disabilities Act of 1990 prohibit the non-inclusion of disabled and aged people on the list of potential candidates. Since recruitment and selection are often accompanied by the process of reducing the current staff, the Worker Adjustment and Retraining Notification Act of 1988 protects the rights of those made redundant.

Also, the Fair Labor Standards Act of 1938 regulates the rights and obligations of companies to hire children of 16 and older. Under this act, children younger than 18 years are not allowed to work full-time and need reduced hours. One of the more recent legislation in the sphere of recruitment and selection is the Equality Act 2010. It unites under one banner a number of previously issued acts. It is a compound document that targets all known kinds of discrimination (both direct and indirect ones) and prohibits them. The Equity Act also covers sexual harassment, victimization, discrimination by association, and a number of other inappropriate practices.

The current legislation protects the rights of all layers and groups within the U.S. society (Bratton & Gold 2017). However, it does not specify directly the requirements for the companies to hire less privileged or less-skilled workers. There seem to be no quotas for hiring disabled or gay people. The employer is eligible to choose candidates according to the requirements he or she chooses. The law only states that these requirements are not explicitly or implicitly discriminative towards any group of people.

Approaches to Recruitment and Selection

Two major approaches related to recruitment and selection include internal and external sourcing. Internal sourcing is the practice of encouraging vertical and horizontal mobility of the workforce within the organization. Should a position open in the company, existing workers based on their skills and eagerness are welcomed to apply first. External sourcing is the approach that targets people from outside the organization to appoint on the vacant position.

Strengths and Weaknesses of Internal and External Approach

As for the internal and external approaches, they both have their own tactical and strategic differences that may be utilized depending on the situation. One of the main strengths of the external approach is the variety of potential candidates. In addition, external sourcing allows hiring people that may provide a fresh look at the company’s problems and become a valuable addition to the team during periods of stagnation or crisis. Hiring professionals from outside let the company assess the strengths and weaknesses of other employers where candidates might have worked. It also provides a better outlook on the job market situation in the sphere of the company’s interests. Diversity is nowadays an essential criterion for success, and, with the variety of candidates external recruitment provides, it becomes easier to meet it.

As for the weaknesses of this approach, one can name the time-consuming procedure (Cascio 2018). Additionally, appointing a person from outside to a position in a company requires him or her to pass several stages of recruitment selection, receive training and education on the company’s values, and other details. It could take rather a significant amount of time and other resources before an applicant could become a high-performing and valuable asset. Existing employees could be left at a disadvantage if a person from outside becomes their manager as such an approach denies them a promotion opportunity. Finally, there is always a risk that a new employee will not be able to fit in the team or his personal goals will conflict with the company’s ones.

The internal approach, on the other hand, provides an opportunity to promote an experienced employee to a higher position that works both as a retention strategy and as a security measure. Besides satisfying the need of certain employees to grow and develop professionally, others may also note that the company provides such an opportunity and will be motivated to perform better. Among other advantages, the internal approach generates less paperwork and consumes less time to find, approve, and assign the person to a position.

Disadvantages of the internal approach include potential antipathy and unhealthy competition among colleagues, which may undermine the work process. Above that, new ideas and out-of-the-box thinking may become lacking in the organization due to the absence of new faces. Diversity policy may also suffer as a result of the internal approach.

Onboarding and Induction

Induction is an event where a newcomer acquaintance himself or herself with the job and the company. Other staff also gets to know the new employee. The fresh worker learns about the vision, goals, and practices of the company and what his or her place within the organization and the team will be. In addition, a few days are allocated on orientation when the employee gets to know the surroundings and colleagues. It is a part of a bigger process called onboarding, which is an ‘acclimatization’ with the company that may take up to several days.

Recruitment and Selection and Company Goals

Recruitment and selection are essential processes that directly influence a company’s capacity to achieve its goals. Each goal requires careful planning and careful allocation of resources including human ones. Employers usually consider the fact that a large portion of success is dependent on how well workers are performing. Recruitment and selection of the right people for the job is, therefore, critical for planning goals and reaching them. HR department’s policy should also be adjusted to satisfy the appetites of the company leaders. It is their duty to shape a body of employees and managers into a united team that strives towards a common goal. By employing various strategies and techniques HR professionals implement a policy that allows higher management to be certain about their future. It is no less important than the hired personnel is retained as frequent substitutes may undermine team performance and slow down a company’s goal achievement. To prevent such outcomes recruitment and selection strategies need to be accurate.

Internal and external approaches may both be used depending on the situation. If the company suffers from a lack of ideas, the external approach may be a perfect choice. If the problem is motivation and high employee turnover, then an internal method might be used. For companies that are oriented towards innovation and continuous change, an external approach might be more suitable. Organizations that target consistency and stability of their position on the market perhaps need more reliable and permanent solutions provided by the internal approach.

Recruitment and Selection in Tesla

Tesla as an innovation-oriented company requires bright minds and teams which can unlock their potential. Therefore, the hiring process has to be carefully planned and orchestrated. In Tesla, the recruitment and selection process may differ depending on the department to which one applies. For instance, in Software development, one has to undergo three rounds of interviews: one with HR, the next with a senior developer, and the third with the potential team leader. The interviews are conducted either face-to-face or via electronic means of communication such as Skype. The whole process may take up to four weeks.

Such procedure is standard for many companies, however, two-step or even one-step selection processes are also common. Tesla has chosen such a long procedure to ensure not only that a person has the necessary skills and has the capacity to implement them but also is capable of working in a team. The first step tests the general adequacy of the person and identifies whether he or she fits with the company and its goals. The interview with a same-field professional aims to put the candidate’s self-reported skills, competencies, and experience to test within the framework of his alleged tasks in the company. The interview with a team manager ensures the applicant’s desire and ability to work as a part of a group that is either newly built or already fitted.

Internal or External Approach

An external approach is better because it allows the company to find the employee it needs. The required skills and experience could be chosen from a variety of applicants, and there is a significant chance that such a perfect employee is found. It also negates a risk of internal approach that a promotion will be ill-advised as managerial skills of the promoted are somewhat worse than his or her professional skills. Despite the fact that the external hiring strategy requires more resources, it delivers more accurate results due to a broader pool of applicants. Under the external strategy, a company has the ability to set and change recruitment and selection criteria and adjust its hiring policy in accordance with current priorities. Google, for instance, hires mostly externally as it values the influx of new ideas and non-standard thinking. For a 21-st century company in almost any sphere, it is also important. Walmart also utilizes this approach because it is an established and well-known brand that does not fear personnel turnover.

Internal or External Approach in Tesla

Tesla is an innovation-driven company that produces electric vehicles and solar roofs and batteries for houses. The brand is world-famous and attracts many people with its philosophy and ideas. It promotes alternative energy and aims to replace all energy sources with renewables. By setting such ambitious goals, the company practically announced its orientation towards evolution and growth that attracts many young and idealistic people. External recruitment and selection fit in perfectly with such a paradigm as long as the salary remains competitive. The external approach provides an opportunity to hire the best specialists in almost any field, which is crucial for Tesla’s priorities. In addition, an external approach lets a company assess the job market, which is crucial, as the IT sphere is extremely competitive and skilled workers are always in demand. Being a rather successful and well-known company, Tesla can handle the high resource cost of the external approach and utilize the advantages enumerated above to their fullest potential.

Internal hiring policy for Tesla would not be as effective. It possesses one critical weakness that makes it inferior in comparison with the external approach. Promoting a skilled and talented employee to a managerial position, for example, leaves the company vulnerable because such action is both a risk and a loss of a specialist. In the sphere of new technologies, bright IT workers seem to be in higher demand than managers. The internal approach will likely create a lack of this valuable human resource. For companies where an influx of new people could disrupt the process of stable operation, internal hiring could be the primary choice, but for Tesla, it will be a deterring factor. The company could handle the flow of managers, but it has to have a good grip on its innovation-driving force in the face of its IT professionals.

By using this approach, the company achieved rather good diversity and ensured the influx of fresh ideas. Replacement of certain people in management in relation to recent scandals also was not a problem. Thus, Tesla responded to the allegations of improper practices rather quickly and hired a new HR head that has 10 years of experience in the field (Tesla 2017). The internal approach would not have helped in this case, while the benefits of the external are obvious. Therefore, Tesla’s experience of using it appears to be positive.

Reference List

Bratton, J & Gold, J 2017, Human resource management: Theory and practice , 6th edn, Palgrave, New York, NY.

Cascio, W 2018, Managing human resources , 9th edn, McGraw-Hill Education, New York, NY.

Tesla 2017 , Tesla welcomes Gaby Toledano. Web.

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