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Human Resource Management Assignment

Profile image of Cornelius W van der Westhuizen

2017, Human Resource Management Assignment

Cornelius Willem van der Westhuizen

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Abstract: In the process of organizational adaptation to environmental demands, primarily through the anticipated outputs, human resources play a key role. The procuring of necessary human resources, their working commitment and development, are the basic assignments of the management of human resources. The appliance of a contemporary concept of management of human resources, based on theoretical and practical cognizance of successful organizations, contributes to a successful execution of these and other assignments. In order to develop such a concept it is necessary to provide, in addition to the relevant basics, a whole chain of professional and managerial activities.

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The process of hiring and developing employees so that they become more valuable to the organization. Human Resource Management includes conducting job analyses, planning personnel needs, recruiting the right people for the job, orienting and training, managing wages and salaries, providing benefits and incentives, evaluating performance, resolving disputes, and communicating with all employees at all levels. Examples of core qualities of HR management are extensive knowledge of the industry, leadership, and effective negotiation skills. Formerly called personnel management.

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Assignments.

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The Human Resources Management course includes a series of openly licensed written assignments and discussions aligned to specific learning outcomes and chapters. If you import this course into your learning management system (Blackboard, Canvas, etc.), all of the assignments and discussions (listed in the table, below,) will automatically be loaded into your LMS assignment and discussion-board tools. They can be used as is, modified, combined with your own assignments, or removed altogether.

The assignments in this course align with the following scenario:

You are a college senior who has been selected to participate in a hybrid internship/onboarding program with an elite HR research and advisory firm. Your training consists of a combination of formal education—specifically, enrollment in this Human Resource Management course—and a rotation in support of the principals of the firm. In your rotations, you will synthesize what you’ve learned in the relevant modules to address firm or client issues, conducting additional research as necessary and developing draft deliverables as instructed by the principal consultant. The quality of your deliverables – that is, your ability to convert learning into practical insight – will largely determine whether, at the end of the internship period, you are offered a position with the firm or simply thanked for your participation.

You can view them below or throughout the course.

Rubric for Assignments

There is also a sample rubric to assist you in grading. Instructors may modify these guidelines or use their own.

Discussions

The following discussion assignments will also be preloaded (into the discussion-board tool) in your learning management system if you import the course. They can be used as is, modified, or removed. You can view them below or throughout the course.

Rubric for Discussion Posts

Answer keys for the discussion posts are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.

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Human Resource Management Assignment PDF

Introduction.

The current assignment is a case study on Human Resource Management which is primarily divided into major assignments. The first assignment discusses evaluating performance appraisal method and also recommends at least two changes to mitigate that. Besides this, assignment 2 totally reflects on job analysis. It also highlights some strategies adopted with regard to Job analysis. It also focuses on enlisting some activities related to Empowerment. In addition to this, it too depicts certain strategies that are required in regard to good empowerment. There is clear relevance of Employee Engagement along with staffing officer recruitment procedure. In this concern, it briefly highlights three crucial steps for Organizational change. It finally commends significant reasons relative to resistance reduction.         

Assignment 1

Q1) evaluating performance appraisal method.

Performance appraisal refers to systematic method that defines an individual performance fashionably. Managers apply skills related to “People Management” in order to handle their workforces. Selection indulges choosing from available candidates who can execute the job successfully. They primarily focus on several dimensions in regard to appraise people’s performance. This appraisal technique requires detailed discussion, planning and reviewing employee performance. This appraisal is important to identify performance gap and improve them through reward system, manager review, self assessment, customer review, peer review and subordinate review.  Few common errors in this process are biased attitude in ratings due to prejudice, or maintain neutrality to avoid conflicts. To mitigate this issue MBO (management by objectives) strategy is effective.  As stated by Shaout and Yousif (2014), applying the scenario of MBOs, increase in sales percentage of individual employees depends on number of personnel department sales. During appraisal meetings, employees enlist the resources that are needed to accomplish their objectives. Thus, Management by Objective appraisal is treated to be ideal in regard to communication as well as interaction among employees. Also, narrative-essay appraisal takes a relevant amount of document review, preparation as well as drafting time in order to generate a well assessment of performance.

Various appraisal methods are adopted by organizations in order to ensure fair appraisals to the employees. According to Paillé and Chen et al . (2014) p. 460, appraisals serve to facilitate communication amongst employees and management, that prompts in conveying expectations of management to their employees and vice versa. Mode of appraisal methods is based on different aspects such as work quality, productivity, duration of training and service. Productivity is assessed much in manufacturing case.

In regard to work quality, precision of work is taken under consideration. Duration of training serves to be an important criterion, where it is expected longest-serving worker deserves one for appraisal. Wegmans in this concern poses a pro-employee surrounding and claims that employees are tempted to be their best resource for welfare of the industry. In words of DeNisi & Murphy (2017), Wegman’s leadership spends energy and time to promoting strong associations with its employees. Both company leadership and HR executives make frequent visit to a store in order to talk to its workers regarding their concerns and manages to share good practices out of this.

 Q2) Recommending Changes to Improve

 In opinion of Ployhart and Nyberg et al . (2014), HR managers might improve the performance appraisals and prepares them into effective communication, employee development tools and setting of goals within the basic requirements in regard to performance evaluations system. Management by objective and methods of narrative-essay typically needs employee input that can often be modified to generate a formal two-way performance appraisal method. In this concern, Incremental change management is required HRM department to introduce appraisals so that employees feel motivated to work harder.  In opinion of DeNisi & Murphy (2017), learning organisations are always open for change management so that they could achieve higher level of problem solving strategy, empowered team, continuous improved customer service and highly effective risk management procedure through innovation. This change management occurs in three steps:

  • Unfreeze: explaining reasons of employee performance gap
  • Movement: explain benefits of appraisal technique in increasing productivity
  • Refreeze : strategy of reviewing performance to sustain change

Certain resistances, for example, lacking trust, disruptive employee behaviour, lacking time management, work pressure could hamper this change management. However, open communication, negotiation and motivation could solve this issue.

Q3) Developing goal setting table

Effective setting of goal serves to be a strategic method in regard to performance appraisal. Employee development works primarily focus on knowledge acquisition, abilities and skills needed for employees in order to facilitate requirements of future job. In words of Beltzer, Nock et al (2014), it is totally based on career advancement, promotional opportunities, and altering strategic needs of organization. However, HR planning specifically applies to attain alignment with respect to organization strategy. It serves to have much effective planning for equal opportunity. Certain basic steps will prompt employees to set particular objectives appropriate to skills, background and aspirations. These include:

Table 1: Goals

(Source: Created by author)

Q4) Analyzing of HRM area involved

HRM prompts as an inevitable result of growing and starting an organization. Education revealed that analytical HRM conception serves to help practitioners in order to know relevant theory and improve analytical skills that can be used in particular situation. Applied by several practitioners of HR, HRM serves to be productive application that people particularly use in order to attain organization’s strategic objectives. It also relatively focuses on satisfaction in regard to employee’s individual requirements. Analyzing a specific area relative to responsibilities and tasks helps to identify abilities, skills and the requisite knowledge. In addition to this, analytical HRM emphasizes the fundamental mission in regard to academic management discipline.  In opinion of Ployhart and Nyberg et al . (2014), it is mandatory that HRM should be better integrated with contextual theory in organizational behaviour. HRM understands what management focuses on people and work relative to different contexts. Besides this, it primitively focuses on promoting series of processes which make models, thereby building very stronger links to maintain organizational behaviour and strategic management. In regard to this, it also takes account of both managerial and employee interests and lays the foundational basis for broader social impacts. Particularly, an HRM sets to offer:

  • HR planning and deep understanding in regard to employee’s safety and motivation.
  • Detailed job analysis related to particular employees segments.
  • Recruitment and selection
  • Strengthening commitment to employees including their performance development.
  • Independent opinion on evaluation of employee attitudes and improving employee relation through promotion, pension, and disciplinary action.
  • Information on employee’s commitment and satisfaction by proper performance management by using Pfeffer’s seven dimension of people management. This includes security, employee selection, compensation, and training, reducing employee status distinctions and sharing financial data.
  • General attitude and overall situation of employees specific to particular organization.

In addition to this, HRM requires to handle information that enables to serve diverse employee segments.

Assignment 2

Q1) a. explaining job analysis.

Job analysis refers to a significant through which company hierarchy determine responsibilities and duties, nature of jobs and finally makes important decisions relative to skills, qualifications and knowledge that are required for a worker to perform specific job. In addition to this, Job analysis prompts to understand the genre of tasks that facilitates its importance and their working means. It also depicts method of gathering as well as analyzing information relative to content and human job requirements.

According to Paillé and Chen, this technique clearly demonstrates job placements in a fashionable manner. Most importantly, job analysis depicts the organization of particular jobs within job family. It permits units to assess job progression paths for interested employees. This gives them relevant scopes in regard to increase competition and career advancement. Additional impacts of job analysis are planning of performance development, position advertisements and postings, making employee hiring and recruiting plans. It is necessary to create successful analysis of job which includes reviewing job attributes, analyzing tasks, responsibilities and work duties that employee requires to accomplish in order to fill the position.

b. 4 stages involved in regard to job analysis

The stages for a typical job analysis might vary according procedures applied and number of included jobs. Four important stages in this regard are:

  • Planning of job analysis: It is vital that job analysis method is to be planned prior to collection of data from employees and managers. Most significant consideration seems to identify the primitive goals of job analysis.
  • Updating and maintaining job descriptions: It might also be inducted as a result commemorating programs of compensation in organization. Another significant target serves to redesign the departmental jobs or organizational design. As argued by Beltzer, Nock et al. (2014), it might prompts to alter the structure in sectors of organization in order to align it better relative to different business strategies.
  • Introducing and preparing job analysis: Preparation starts by identification of reviewed jobs. Another crucial step serves to explain and communicate the method to managers, affected employees and other people in this regard, including union stewards. Explanations must address the natural anxieties and concerns relative to situation when someone handles their tasks under close scrutiny.
  • Developing Job specifications: At this very stage, analysts focus on preparing job specifications and job descriptions. Once the draft gets successfully completed, they must be clearly reviewed and examined by managers. When finished, descriptions are accordingly distributed by HR department to various managerial posts.

c. Job analysis investigation

After the preparation becomes complete, job analysis can be systematically conducted accordingly. The selected methods set to assess the timeline of project. Sufficient time must be allotted in order to generate information from managers and employees. Questionnaires that are applied must be accompanied through a letter demonstrating the instructions and method in order to return and complete questionnaires related to job analysis. Most prominent methods in regard to job analysis include observation method, Questionnaire method and interview method.

In opinion of Beltzer, Nock et al (2014), observation method in this concern focuses to track and review all non-performed and performed task of an employee and identifies emotional or mental risks and challenges relative to their jobs. Questionnaire method primitively uses methods of job analysis. This can do through getting questionnaires filled form of employees, managers and their superiors too. However, this technique also faces issues of personal bias-ness. In this regard, a severe care should be taken while farming problems for various employee grades. Also, interview method focuses to interview employees so that they can come up with their respective style of working. Moreover, it also assesses problems faced by employees in order to apply specific techniques and skills.

  Q2) a. defining organizational Empowerment

In organization, empowerment refers to granting employees the autonomy to ensure a much responsible and active role. In opinion of Balasubramaniam, Ghandi & Sambandamoorthy (2014)  This sets to be accomplished through strengthening their effectiveness sense by sharing information, power and attribute to handle their own task to a much possible extent. From the context of organizational culture, empowerment is associated to Individual dimension in Autonomy.

However, empowerment offers some benefits that bring organization success to a possible level. These include:

  • It improves decision making policy and communication
  • It develops motivation, morale and commitment
  • It creates job ownership successfully
  • It improves associations with suppliers and customers
  • It reduces engagement layers
  • It generates innovation and risk-taking abilities
  • It enhances job satisfaction

On contrary, certain negative effects of empowerment are:

  • Empowerment might not prove to be suitable for many organizations
  • Empowerment really needs more manage mental effort
  • It might often keep things in an unsettled manner.

b. Strategies adopted in regard to good empowerment

Leaders always dream of having empowered workers. Certain strategies that might serve helpful in this regard are:

  • Fostering open communication: It is mandatory that leaders require experience and clear direction that enables them foster open communication fashionably. In opinion of Beltzer, Nock et al (2014), it prompts to provide structured ways to employees in order to reveal their feelings, thoughts and observations that is regularly and easily known.
  • Rewarding Self-Improvement: It persistently offers employees to set plan and work on them accordingly. Employees began to feel advance with relative considerable idea of money and promotion. As a result, some entrepreneurs feel so accustomed as far as assessing self-improvement is concerned.
  • Encouraging Safe Failure: It provides employees the ideal scope to try updated things in such a way so that it doesn’t put company in any sort of danger. It sets up on creating milestone checkpoints as well as setting up laboratory surroundings where people provokes to examine new ideas as well as success strategies.

c. Listing some Top Empowerment Activities

Empowerment in a business organization can be prompted through relevant activities:

  • Openness to Updated Ideas: Empowerment seeks to be significantly better when work manager is inviting and open about new opinions and ideas. Another prospect is that it occurs when managers pretend to listen and care but never execute anything with member’s idea.
  • Developing others: as stated by DeNisi & Murphy (2017), it is possible that employees lack skills, expertise or knowledge if they fail to collect relevant ideas. These people require developing their skills that is mandatory for achieving organization’s goal fashionably. There reveals a strong correlation between emphasising of team in regard to high empowerment and development.
  • Trusted and Supportive Manager: The skills of manager serve to gain much support and respect of team members. It is another crucial factor in this regard. Empowerment needs energy and extra effort from employees. Employees prove to resist empowerment when there is low trust level in a specific team leader.
  • Positive environment for work: The employees feel respected and moral win, when the work environment is positive. Leaders require bringing positive attitude in order to create great working surrounding. When the work surrounding is conflict full, empowerment is tempted to be lower.

 d. Obstacles in Empowerment

Some of the significant barriers in regard to empowerment are:

  • Lack of clear vision: A guiding and clear vision serves to be strongest tool in regard to empowerment. Without proper vision, it’s easy to enrich maximum effort into working activities that don’t attribute to progress. The consequence in this regard leads to wasted money, time and energy.
  • Fear: Creation of people is tempted to be hardest and toughest fear to overcome. People themselves set to be their worst enemy. In opinion of Brown & Matsa (2016), fear stops people from forward moving and when this occurs it prompts to disempowerment immediately. Learning to get go of fear serves to be critical in this aspect.
  • Impatience: Patience is required in order to watch growing of ideas and facilitates on becoming successful operation. It is thus mandatory to wait for right thing that will serve as greatest satisfaction and true address specific to needs and desires.

Q3) Employee Engagement and its examples

Employee engagement refers to the extent up to which employees feel passionate relative to their jobs that are committed to organization. In opinion of Beltzer, Nock et al (2014), there are some significant employee engagement strategies:

  • Yousician: It primitively focuses on pooling parties together and enables to turn their experience.
  • Drift: Drift sets up to alter the way through which companies communicate relative to their visitors with the help of messaging platform.

Q4)  a. Recruitment of Staffing Officer 

According to this, staffing and recruiting manager prompts to drive and develop a strategy of recruiting that supports company’s growth plan and expansion into geographies and new discoveries. In words of Wang and Chen et al . (2015), the daily attributes of primary centre around oversight and development serve as to fulfil long and short term business plans of company in regard to business plans. It holds responsible for every processes to recruit, attract and retain high level talent. The recruitment firmly depends on improving recruiting plans in order to generate robust pipeline that serves to facilitate needs of facility hiring. It is prompted on generating training, education as well as best practices to officers regarding hiring techniques and interviewing.  

  b. Recruitment process with examples

 In opinion of Demire (2014), recruitment primarily refers to overall method of short listing, attracting, selecting and appointing appropriate candidates for jobs within the organization. Technologies based on internet supports all recruitment aspects that have served to become widespread. Basic steps that are certain relative to any hiring process include:

  • Identifying need for hiring: Positions serves to be recently vacated or newly formed. In each case, the hired staff must meet to provide a prioritized list relative to job requirements including characteristics, qualifications and experience expected from candidate.
  • Plan: It’s significant that each of those involved in decision of hiring agrees to steps, process and channels of communication to be applied. This plan must include a recruitment plan, timeline, selection committee, interview questions and also instructions regarding taking notes.

Q5) a.  Steps in regard to Organizational change

Change affects most significant asset that is losing of employees. From this context, losing employees proves costly because of related recruitment costs and time indulged in speeding up of employees. A movement to change plan supports smooth transition ensuring employees for guiding through change journey. Three important steps in this concern are:

  • Determining effects: Reviewing significant impact on every business unit and assessing how it prompts to cascade through organizational structure. This information serves to be blueprint for support and training that is required to mitigate the effects.
  • Developing communication strategy: Every employees focus on attributing change journey. In this regard, the two steps highlighted in order to commend.

b. Reasons for resistance reduction

  Job Loss is the primitive reason for major reason that employees focus on to change workplace. Another significant to this serves to be poor engagement and communication. In words of Warr and Bindl (2014), poor engagement and lack in communication skills has served to solve all its ills to a possible extent. Besides this, Lack of trust among leaders disrupts company’s work process. Another significant towards it is implementation of change in regard to various stages. This unsettles the working structure as far as business organization of company is concerned.

 Conclusion

It is thereby finally concluded that management of human resource refers to strategic approach relative to effective ordering of people as far as organizations business structure is concerned. HR department’s holds responsibility for overseeing benefits design of employee, development and training, performance appraisal as well as rewarding. The basic purpose of human resources is to ensure organizations achievement to success through employee’s efforts and skills. They handle organization’s human capital and relatively focus on implementing processes and policies. Thus, they show specialization in employee relations, training, recruiting, and recruiting specialists. Employee association in this regard deals with employees concern relative to broken policies. HR serves to be a product of human association’s movement which was dominated initially through transaction work that includes administration benefits and payroll relative to this process.

Reference List

Balasubramaniam, A., Ghandi, V.M. & Sambandamoorthy, A.K.C., (2014) Role of myofascial release therapy on pain and lumbar range of motion in mechanical back pain: an exploratory investigation of desk job workers. Ibnosina Journal of Medicine and Biomedical Sciences , 6(2), pp.75-80.

Beltzer, M.L., Nock, M.K., Peters, B.J. & Jamieson, J.P., (2014) Rethinking butterflies: The affective, physiological, and performance effects of reappraising arousal during social evaluation. Emotion , 14(4), p.761.

Brown, J. & Matsa, D.A., (2016). Boarding a sinking ship? An investigation of job applications to distressed firms. The Journal of Finance , 71(2), pp.507-550.

Demirel, H., (2014) An investigation of the relationship between job and life satisfaction among teachers. Procedia-Social and Behavioral Sciences , 116, pp.4925-4931.

DeNisi, A.S. & Murphy, K.R., (2017) Performance appraisal and performance management: 100 years of progress?. Journal of Applied Psychology , 102(3), p.421.

Holmes, C.P., Kirwan, J.R., Bova, M. & Belcher, T., (2015) An investigation of personality traits in relation to job performance of online instructors. Online Journal of Distance Learning Administration , 18(1), p.2015.

Jacobs, G., Belschak, F.D. & Den Hartog, D.N., (2014) (Un) ethical behavior and performance appraisal: the role of affect, support, and organizational justice. Journal of business ethics , 121(1), pp.63-76.

Keshavarz Ghorabaee, M., Zavadskas, E.K., Olfat, L. & Turskis, Z., (2015) Multi-criteria inventory classification using a new method of evaluation based on distance from average solution (EDAS). Informatica , 26(3), pp.435-451.

Paillé, P., Chen, Y., Boiral, O. & Jin, J., (2014) The impact of human resource management on environmental performance: An employee-level study. Journal of Business Ethics , 121(3), pp.451-466.

Petković, D., Shamshirband, S., Anuar, N.B., Saboohi, H., Wahab, A.W.A., Protić, M., Zalnezhad, E. & Mirhashemi, S.M.A., (2014) An appraisal of wind speed distribution prediction by soft computing methodologies: a comparative study. Energy conversion and Management , 84, pp.133-139.

Ployhart, R.E., Nyberg, A.J., Reilly, G. & Maltarich, M.A., (2014) Human capital is dead; long live human capital resources!. Journal of management , 40(2), pp.371-398.

Shaout, A. & Yousif, M.K., (2014) Performance evaluation–Methods and techniques survey. International Journal of Computer and Information Technology , 3(5), pp.966-979.

Torelli, C.J., Leslie, L.M., Stoner, J.L. & Puente, R., (2014) Cultural determinants of status: Implications for workplace evaluations and behaviors. Organizational Behavior and Human Decision Processes , 123(1), pp.34-48.

Wang, D.H.M., Chen, P.H., Yu, T.H.K. & Hsiao, C.Y., (2015) The effects of corporate social responsibility on brand equity and firm performance. Journal of business research , 68(11), pp.2232-2236.

Warr, P., Bindl, U.K., Parker, S.K. & Inceoglu, I., (2014) Four-quadrant investigation of job-related affects and behaviours. European Journal of Work and Organizational Psychology , 23(3), pp.342-363.

human resource management assignment sample pdf

  • 11.1 An Introduction to Human Resource Management
  • Introduction
  • 1.1 What Do Managers Do?
  • 1.2 The Roles Managers Play
  • 1.3 Major Characteristics of the Manager's Job
  • Summary of Learning Outcomes
  • Chapter Review Questions
  • Management Skills Application Exercises
  • Managerial Decision Exercises
  • Critical Thinking Case
  • 2.1 Overview of Managerial Decision-Making
  • 2.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
  • 2.3 Programmed and Nonprogrammed Decisions
  • 2.4 Barriers to Effective Decision-Making
  • 2.5 Improving the Quality of Decision-Making
  • 2.6 Group Decision-Making
  • 3.1 The Early Origins of Management
  • 3.2 The Italian Renaissance
  • 3.3 The Industrial Revolution
  • 3.4 Taylor-Made Management
  • 3.5 Administrative and Bureaucratic Management
  • 3.6 Human Relations Movement
  • 3.7 Contingency and System Management
  • 4.1 The Organization's External Environment
  • 4.2 External Environments and Industries
  • 4.3 Organizational Designs and Structures
  • 4.4 The Internal Organization and External Environments
  • 4.5 Corporate Cultures
  • 4.6 Organizing for Change in the 21st Century
  • 5.1 Ethics and Business Ethics Defined
  • 5.2 Dimensions of Ethics: The Individual Level
  • 5.3 Ethical Principles and Responsible Decision-Making
  • 5.4 Leadership: Ethics at the Organizational Level
  • 5.5 Ethics, Corporate Culture, and Compliance
  • 5.6 Corporate Social Responsibility (CSR)
  • 5.7 Ethics around the Globe
  • 5.8 Emerging Trends in Ethics, CSR, and Compliance
  • 6.1 Importance of International Management
  • 6.2 Hofstede's Cultural Framework
  • 6.3 The GLOBE Framework
  • 6.4 Cultural Stereotyping and Social Institutions
  • 6.5 Cross-Cultural Assignments
  • 6.6 Strategies for Expanding Globally
  • 6.7 The Necessity of Global Markets
  • 7.1 Entrepreneurship
  • 7.2 Characteristics of Successful Entrepreneurs
  • 7.3 Small Business
  • 7.4 Start Your Own Business
  • 7.5 Managing a Small Business
  • 7.6 The Large Impact of Small Business
  • 7.7 The Small Business Administration
  • 7.8 Trends in Entrepreneurship and Small-Business Ownership
  • 8.1 Gaining Advantages by Understanding the Competitive Environment
  • 8.2 Using SWOT for Strategic Analysis
  • 8.3 A Firm's External Macro Environment: PESTEL
  • 8.4 A Firm's Micro Environment: Porter's Five Forces
  • 8.5 The Internal Environment
  • 8.6 Competition, Strategy, and Competitive Advantage
  • 8.7 Strategic Positioning
  • 9.1 Strategic Management
  • 9.2 Firm Vision and Mission
  • 9.3 The Role of Strategic Analysis in Formulating a Strategy
  • 9.4 Strategic Objectives and Levels of Strategy
  • 9.5 Planning Firm Actions to Implement Strategies
  • 9.6 Measuring and Evaluating Strategic Performance
  • 10.1 Organizational Structures and Design
  • 10.2 Organizational Change
  • 10.3 Managing Change
  • 11.2 Human Resource Management and Compliance
  • 11.3 Performance Management
  • 11.4 Influencing Employee Performance and Motivation
  • 11.5 Building an Organization for the Future
  • 11.6 Talent Development and Succession Planning
  • 12.1 An Introduction to Workplace Diversity
  • 12.2 Diversity and the Workforce
  • 12.3 Diversity and Its Impact on Companies
  • 12.4 Challenges of Diversity
  • 12.5 Key Diversity Theories
  • 12.6 Benefits and Challenges of Workplace Diversity
  • 12.7 Recommendations for Managing Diversity
  • 13.1 The Nature of Leadership
  • 13.2 The Leadership Process
  • 13.3 Leader Emergence
  • 13.4 The Trait Approach to Leadership
  • 13.5 Behavioral Approaches to Leadership
  • 13.6 Situational (Contingency) Approaches to Leadership
  • 13.7 Substitutes for and Neutralizers of Leadership
  • 13.8 Transformational, Visionary, and Charismatic Leadership
  • 13.9 Leadership Needs in the 21st Century
  • 14.1 Motivation: Direction and Intensity
  • 14.2 Content Theories of Motivation
  • 14.3 Process Theories of Motivation
  • 14.4 Recent Research on Motivation Theories
  • 15.1 Teamwork in the Workplace
  • 15.2 Team Development Over Time
  • 15.3 Things to Consider When Managing Teams
  • 15.4 Opportunities and Challenges to Team Building
  • 15.5 Team Diversity
  • 15.6 Multicultural Teams
  • 16.1 The Process of Managerial Communication
  • 16.2 Types of Communications in Organizations
  • 16.3 Factors Affecting Communications and the Roles of Managers
  • 16.4 Managerial Communication and Corporate Reputation
  • 16.5 The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing
  • 17.1 Is Planning Important
  • 17.2 The Planning Process
  • 17.3 Types of Plans
  • 17.4 Goals or Outcome Statements
  • 17.5 Formal Organizational Planning in Practice
  • 17.6 Employees' Responses to Planning
  • 17.7 Management by Objectives: A Planning and Control Technique
  • 17.8 The Control- and Involvement-Oriented Approaches to Planning and Controlling
  • 18.1 MTI—Its Importance Now and In the Future
  • 18.2 Developing Technology and Innovation
  • 18.3 External Sources of Technology and Innovation
  • 18.4 Internal Sources of Technology and Innovation
  • 18.5 Management Entrepreneurship Skills for Technology and Innovation
  • 18.6 Skills Needed for MTI
  • 18.7 Managing Now for Future Technology and Innovation
  • What has been the evolution of human resource management (HRM) over the years, and what is the current value it provides to an organization?

Human resource management over the years has served many purposes within an organization. From its earliest inception as a primarily compliance-type function, it has further expanded and evolved into its current state as a key driver of human capital development. In the book HR From the Outside In (Ulrich, Younger, Brockbank, Younger, 2012), the authors describe the evolution of HR work in “waves”. 1 Wave 1 focused on the administrative work of HR personnel, such as the terms and conditions of work, delivery of HR services, and regulatory compliance. This administrative side still exists in HR today, but it is often accomplished differently via technology and outsourcing solutions. The quality of HR services and HR’s credibility came from the ability to run administrative processes and solve administrative issues effectively. Wave 2 focused on the design of innovative HR practice areas such as compensation, learning, communication, and sourcing. The HR professionals in these practice areas began to interact and share with each other to build a consistent approach to human resource management. The HR credibility in Wave 2 came from the delivery of best-practice HR solutions.

Wave 3 HR, over the last 15–20 years or so, has focused on the integration of HR strategy with the overall business strategy. Human resources appropriately began to look at the business strategy to determine what HR priorities to work on and how to best use resources. HR began to be a true partner to the business, and the credibility of HR was dependent upon HR having a seat at the table when the business was having strategic discussions. In Wave 4, HR continues to be a partner to the business, but has also become a competitive practice for responding to external business conditions. HR looks outside their organizations to customers, investors, and communities to define success—in the form of customer share, investor confidence, and community reputation. HR’s credibility is thus defined in terms of its ability to support and drive these external metrics. Although each “wave” of HR’s evolution is important and must be managed effectively, it is the “outside in” perspective that allows the human resource management function to shine via the external reputation and successes of the organization.

Catching the Entrepreneurial Spirit

Human resources outsourcing—entrepreneurial ventures.

Human resources is a key function within any company, but not all companies are able to afford or justify full-time HR staff. Over the last decade, HR outsourcing has become a good business decision for many small companies whose current staff doesn’t have the bandwidth or expertise to take on the risks of employee relations issues, benefits and payroll, or HR compliance responsibilities. This has led many HR practitioners to try out their entrepreneurial skills in the areas of HR outsourcing and “fractional HR.”

Human resources outsourcing is very commonly used by smaller companies (and often large companies too) to cover such tasks as benefits and payroll management. This is an area that has been outsourced to third parties for many years. More recent is the trend to have “fractional HR” resources to help with the daily/weekly/monthly HR compliance, employee relations, and talent management issues that companies need to address. Fractional HR is a growing industry, and it has become the service offering of many entrepreneurial HR ventures. Fractional HR is essentially as it sounds—it is the offering of HR services to a company on a part-time or intermittent basis when the company may not be able to justify the cost of a full-time HR resource. An HR professional can be available onsite for a specified number of hours or days weekly or monthly, depending on the company’s needs and budget. The HR professional handles everything from HR compliance issues and training to employee issues support. Also, for companies that are keen on development of employees, the HR resource can drive the talent management processes—such as performance management, succession planning, training, and development—for companies who require more than just basic HR compliance services.

How does a business leader decide whether HR outsourcing is needed? There are generally two factors that drive a leader to consider fractional HR or HR outsourcing—time and risk. If a leader is spending too much time on HR issues and employee relations, he may decide that it is a smart tradeoff to outsource these tasks to a professional. In addition, the risk inherent in some HR issues can be very great, so the threat of having a lawsuit or feeling that the company is exposed can lead the company to seek help from a fractional HR professional.

HR entrepreneurs have taken full advantage of this important trend, which many say will likely continue as small companies grow and large companies decide to off-load HR work to third parties. Some HR companies offer fractional HR as part of their stated HR services, in addition to payroll and benefits support, compensation, and other HR programmatic support. Having a fractional HR resource in place will often illuminate the need for other HR services and program builds, which are generally supported by those same companies. Whether you are an individual HR practitioner or have a small company of HR practitioners and consultants, fractional HR and HR outsourcing can be a very viable and financially rewarding business model. It can also be very personally rewarding, as the HR professional enables smaller companies to grow and thrive, knowing that its HR compliance and processes are covered.

  • What do you believe is contributing to the growth of the fractional HR and HR outsourcing trend? Do you expect this trend to continue?
  • At what point should a company consider bringing on a full-time HR resource instead of using a fractional HR resource? What questions should the company ask itself?

Human resource management provides value to an organization, to a large extent, via its management of the overall employee life cycle that employees follow—from hiring and onboarding, to performance management and talent development, all the way through to transitions such as job change and promotion, to retirement and exit. Human capital is a key competitive advantage to companies, and those who utilize their human resource partners effectively to drive their human capital strategy will reap the benefits.

Human resource management includes the leadership and facilitation of the following key life cycle process areas:

  • Human resources compliance
  • Employee selection, hiring, and onboarding
  • Performance management
  • Compensation rewards and benefits
  • Talent development and succession planning

Human resources is responsible for driving the strategy and policies in these areas to be in accordance with and in support of the overall business strategy. Each of these areas provides a key benefit to the organization and impacts the organization’s value proposition to its employees.

Concept Check

  • How has the function of human resource management evolved over the years?
  • In what way do you usually interact with human resources?

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2.2 Writing the HRM Plan

Learning objective.

  • Describe the steps in the development of an HRM plan.

As addressed in Section 2.1 “Strategic Planning” , the writing of an HRM strategic plan should be based on the strategic plans of the organization and of the department. Once the strategic plan is written, the HR professional can begin work on the HR plan. This is different from the strategic plan in that it is more detailed and more focused on the short term. The six parts described here are addressed in more detail in Chapter 4 “Recruitment” , Chapter 5 “Selection” , Chapter 6 “Compensation and Benefits” , Chapter 7 “Retention and Motivation” , Chapter 8 “Training and Development” , Chapter 9 “Successful Employee Communication” , Chapter 10 “Managing Employee Performance” , and Chapter 11 “Employee Assessment” .

How Would You Handle This?

Compensation Is a Touchy Subject

As the HR manager, you have access to sensitive data, such as pay information. As you are looking at pay for each employee in the marketing department, you notice that two employees with the same job title and performing the same job are earning different amounts of money. As you dig deeper, you notice the employee who has been with the company for the least amount of time is actually getting paid more than the person with longer tenure. A brief look at the performance evaluations shows they are both star performers. You determine that two different managers hired the employees, and one manager is no longer with the organization. How would you handle this?

As you can see from this figure, the company strategic plan ties into the HRM strategic plan, and from the HRM strategic plan, the HR plan can be developed

As you can see from this figure, the company strategic plan ties into the HRM strategic plan, and from the HRM strategic plan, the HR plan can be developed.

The six parts of the HRM plan include the following:

  • Determine human resource needs. This part is heavily involved with the strategic plan. What growth or decline is expected in the organization? How will this impact your workforce? What is the economic situation? What are your forecasted sales for next year?
  • Determine recruiting strategy. Once you have a plan in place, it’s necessary to write down a strategy addressing how you will recruit the right people at the right time.
  • Select employees. The selection process consists of the interviewing and hiring process.
  • Develop training. Based on the strategic plan, what training needs are arising? Is there new software that everyone must learn? Are there problems in handling conflict? Whatever the training topics are, the HR manager should address plans to offer training in the HRM plan.
  • Determine compensation. In this aspect of the HRM plan, the manager must determine pay scales and other compensation such as health care, bonuses, and other perks.
  • Appraise performance. Sets of standards need to be developed so you know how to rate the performance of your employees and continue with their development.

Each chapter of this text addresses one area of the HR plan, but the next sections provide some basic knowledge of planning for each area.

Determine Human Resource Needs

The first part of an HR plan will consist of determining how many people are needed. This step involves looking at company operations over the last year and asking a lot of questions:

  • Were enough people hired?
  • Did you have to scramble to hire people at the last minute?
  • What are the skills your current employees possess?
  • What skills do your employees need to gain to keep up with technology?
  • Who is retiring soon? Do you have someone to replace them?
  • What are the sales forecasts? How might this affect your hiring?

These are the questions to answer in this first step of the HR plan process. As you can imagine, this cannot be done alone. Involvement of other departments, managers, and executives should take place to obtain an accurate estimate of staffing needs for now and in the future. We discuss staffing in greater detail in Chapter 4 “Recruitment” .

Many HR managers will prepare an inventory of all current employees, which includes their educational level and abilities. This gives the HR manager the big picture on what current employees can do. It can serve as a tool to develop employees’ skills and abilities, if you know where they are currently in their development. For example, by taking an inventory, you may find out that Richard is going to retire next year, but no one in his department has been identified or trained to take over his role. Keeping the inventory helps you know where gaps might exist and allows you to plan for these gaps. This topic is addressed further in Chapter 4 “Recruitment” .

HR managers will also look closely at all job components and will analyze each job. By doing this analysis, they can get a better picture of what kinds of skills are needed to perform a job successfully. Once the HR manager has performed the needs assessment and knows exactly how many people, and in what positions and time frame they need to be hired, he or she can get to work on recruiting, which is also called a staffing plan . This is addressed further in Chapter 4 “Recruitment” .

Recruitment is an important job of the HR manager. More detail is provided in Chapter 4 “Recruitment” . Knowing how many people to hire, what skills they should possess, and hiring them when the time is right are major challenges in the area of recruiting. Hiring individuals who have not only the skills to do the job but also the attitude, personality, and fit can be the biggest challenge in recruiting. Depending on the type of job you are hiring for, you might place traditional advertisements on the web or use social networking sites as an avenue. Some companies offer bonuses to employees who refer friends. No matter where you decide to recruit, it is important to keep in mind that the recruiting process should be fair and equitable and diversity should be considered. We discuss diversity in greater detail in Chapter 3 “Diversity and Multiculturalism” .

Depending on availability and time, some companies may choose to outsource their recruiting processes. For some types of high-level positions, a head hunter will be used to recruit people nationally and internationally. A head hunter is a person who specializes in matching jobs with people, and they usually work only with high-level positions. Another option is to use an agency that specializes in hiring people for a variety of positions, including temporary and permanent positions. Some companies decide to hire temporary employees because they anticipate only a short-term need, and it can be less expensive to hire someone for only a specified period of time.

No matter how it is done, recruitment is the process of obtaining résumés of people interested in the job. In our next step, we review those résumés, interview, and select the best person for the job.

After you have reviewed résumés for a position, now is the time to work toward selecting the right person for the job. Although we discuss selection in great detail in Chapter 6 “Compensation and Benefits” , it is worth a discussion here as well. Numerous studies have been done, and while they have various results, the majority of studies say it costs an average of $45,000 to hire a new manager (Herman, 1993). While this may seem exaggerated, consider the following items that contribute to the cost:

  • Time to review résumés
  • Time to interview candidates
  • Interview expenses for candidates
  • Possible travel expenses for new hire or recruiter
  • Possible relocation expenses for new hire
  • Additional bookkeeping, payroll, 401(k), and so forth
  • Additional record keeping for government agencies
  • Increased unemployment insurance costs
  • Costs related to lack of productivity while new employee gets up to speed

Because it is so expensive to hire, it is important to do it right. First, résumés are reviewed and people who closely match the right skills are selected for interviews. Many organizations perform phone interviews first so they can further narrow the field. The HR manager is generally responsible for setting up the interviews and determining the interview schedule for a particular candidate. Usually, the more senior the position is, the longer the interview process takes, even up to eight weeks (Crant, 2009). After the interviews are conducted, there may be reference checks, background checks, or testing that will need to be performed before an offer is made to the new employee. HR managers are generally responsible for this aspect. Once the applicant has met all criteria, the HR manager will offer the selected person the position. At this point, salary, benefits, and vacation time may be negotiated. Compensation is the next step in HR management.

Determine Compensation

What you decide to pay people is much more difficult than it seems. This issue is covered in greater detail in Chapter 6 “Compensation and Benefits” . Pay systems must be developed that motivate employees and embody fairness to everyone working at the organization. However, organizations cannot offer every benefit and perk because budgets always have constraints. Even governmental agencies need to be concerned with compensation as part of their HR plan. For example, in 2011, Illinois State University gave salary increases of 3 percent to all faculty, despite state budget cuts in other areas. They reasoned that the pay increase was needed because of the competitive nature of hiring and retaining faculty and staff. The university president said, “Our employees have had a very good year and hopefully this is a good shot in the arm that will keep our morale high” (Pawlowski, 2011).

Venice Beach Tightrope Walker

Determination of compensation systems is a balancing act. Compensation should be high enough to motivate current employees and attract new ones but not so high that it breaks the budget.

Nathan Rupert – Venice Beach Tightrope Walker – CC BY-NC-ND 2.0.

The process in determining the right pay for the right job can have many variables, in addition to keeping morale high. First, as we have already discussed, the organization life cycle can determine the pay strategy for the organization. The supply and demand of those skills in the market, economy, region, or area in which the business is located is a determining factor in compensation strategy. For example, a company operating in Seattle may pay higher for the same job than their division in Missoula, Montana, because the cost of living is higher in Seattle. The HR manager is always researching to ensure the pay is fair and at market value. In Chapter 6 “Compensation and Benefits” , we get into greater detail about the variety of pay systems, perks, and bonuses that can be offered. For many organizations, training is a perk. Employees can develop their skills while getting paid for it. Training is the next step in the HR planning process.

Develop Training

Once we have planned our staffing, recruited people, selected employees, and then compensated them, we want to make sure our new employees are successful. Training is covered in more detail in Chapter 8. One way we can ensure success is by training our employees in three main areas:

  • Company culture. A company culture is the organization’s way of doing things. Every company does things a bit differently, and by understanding the corporate culture, the employee will be set up for success. Usually this type of training is performed at an orientation, when an employee is first hired. Topics might include how to request time off, dress codes, and processes.
  • Skills needed for the job. If you work for a retail store, your employees need to know how to use the register. If you have sales staff, they need to have product knowledge to do the job. If your company uses particular software, training is needed in this area.
  • Human relations skills. These are non-job-specific skills your employees need not only to do their jobs but also to make them all-around successful employees. Skills needed include communication skills and interviewing potential employees.

Perform a Performance Appraisal

The last thing an HR manager should plan is the performance appraisal. While we discuss performance appraisals in greater detail in Chapter 11 “Employee Assessment” , it is definitely worth a mention here, since it is part of the strategic plan. A performance appraisal is a method by which job performance is measured. The performance appraisal can be called many different things, such as the following:

  • Employee appraisal
  • Performance review
  • Career development review

No matter what the name, these appraisals can be very beneficial in motivating and rewarding employees. The performance evaluation includes metrics on which the employee is measured. These metrics should be based on the job description, both of which the HR manager develops. Various types of rating systems can be used, and it’s usually up to the HR manager to develop these as well as employee evaluation forms. The HR manager also usually ensures that every manager in the organization is trained on how to fill out the evaluation forms, but more importantly, how to discuss job performance with the employee. Then the HR manager tracks the due dates of performance appraisals and sends out e-mails to those managers letting them know it is almost time to write an evaluation.

Human Resource Recall

Have you ever been given a performance evaluation? What was the process and the outcome?

Communication Is Key in Performance Evaluations

(click to see video)

Communication is imperative in any workplace, but especially when giving and receiving a performance evaluation.

Key Takeaways

  • Human resource planning is a process that is part of the strategic plan. It involves addressing specific needs within the organization, based on the company’s strategic direction.
  • The first step in HR planning is determining current and future human resource needs. In this step, current employees, available employees in the market, and future needs are all analyzed and developed.
  • In the second step of the process, once we know how many people we will need to hire, we can begin to determine the best methods for recruiting the people we need. Sometimes an organization will use head hunters to find the best person for the job.
  • After the recruiting process is finished, the HR manager will begin the selection process. This involves setting up interviews and selecting the right person for the job. This can be an expensive process, so we always want to hire the right person from the beginning.
  • HR managers also need to work through compensation plans, including salary, bonus, and other benefits, such as health care. This aspect is important, since most organizations want to use compensation to attract and retain the best employees.
  • The HR manager also develops training programs to ensure the people hired have the tools to be able to do their jobs successfully.
  • Of the parts of HR planning, which do you think is most difficult, and why? Which would you enjoy the most, and why?
  • Why is it important to plan your staffing before you start to hire people?
  • What is the significance of training? Why do we need it in organizations?

Crant, J., “How Long Does an Interview Process Take?” Jobsinminneapolis.com, December 2, 2009, accessed October 28, 2010, http://www.jobsinminneapolis.com/articles/title/How-Long-Does-an-Interview-Process-Take/3500/422 .

Herman, S., Hiring Right: A Practical Guide (Thousand Oaks, CA: Sage, 1993), xv.

Pawlowski, S., “Illinois State University to Get Salary Bump,” WJBC Radio, July 11, 2011, accessed July 11, 2011, http://wjbc.com/illinois-state-university-faculty-to-get-salary-bump .

Human Resource Management Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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(pdf) Human Resource Management - Assignment

Added on   2021-04-17

About This Document

  • Effective HRM provides a competitive advantage to organizations by recruiting, training, developing, and retaining employees.
  • American Express is an example of a company that has been successful in HRM practices.
  • Recruitment and selection is a valuable HRM process that allows organizations to hire new employees and improve human capital.
  • American Express has tailored its recruitment strategy to different markets, including social media hiring and leadership-oriented development.
  • Training and development opportunities and paths for employees are important to provide advancement opportunities and build new skills.
  • American Express has a unique approach to training and development, including a global rotation program.
  • Rewards and recognition are important tools to retain employees and prevent them from accepting job offers from competitors.
  • HRM plays a crucial role in retaining top performers, and American Express has developed innovative retention strategies, such as project/time management and cross-cultural awareness through rotation programs.

   Added on  2021-04-17

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