| Papers [1-16] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "HUMAN RESOURCES STRATEGY": |
|
|
Human Resources Strategy, 2008.
This paper looks at the importance of human resources strategy and different relevant options available.
1,945 words (approx. 7.8 pages), 5 sources, APA, AU$ 89.95
»
Click here to show/hide summary
Abstract
In this article, the writer examines the importance of the human resources strategy and looks at the necessary steps to formulate such a strategy. The writer then discusses human resources (HR) strategy, how to align the HR strategy to the business strategy and why and how best to do this. Furthermore, the writer describes the need for scanning the environment, the challenges in doing so and also the environmental factors that impact an organization. In addition, the writer discusses the different aspects of HR planning that encompass job analysis, forecasting, demand for human resources in an organization and the internal and external labor supply in the same organization. Finally the writer looks at the strategic options available to meet the necessary shortages or excesses in the workforce. The aspects discussed in this section are downsizing and restructuring, mergers and acquisitions, outsourcing and strategic international human resources management.
Outline:
Abstract
Introduction
Importance of HR Strategy
Aligning HR with business Strategy
Environment Scanning
Evaluation of HR programs and policies
HR Planning
Job Analysis
Forecasting
Human Resources Demand
Labor Supply
Strategic Options
Downsizing & Restructuring
Mergers & Acquisitions
Outsourcing
Strategic International HRM
Conclusion
From the Paper
"In order to formulate an effective HR strategy it is essential to scan the environment the organization operates in. In this section we will be discussing the sources and methods used to scan the environment, the challenges involved, and environment factors."
"There are many different sources and methods that can be used to scan the environment. Publications, professional associations and professional consultants are some of the most popular sources used. Trend Analysis, Delphi Technique and Impact Analysis are some of the techniques that are very popular when scanning the environment."
"The inability to accurately predict the future is one of the main challenges of environment scanning. Isolating the critical from the insignificant is another challenge.
"There are many environment factors that can impact an organization. Some such factors are economic, technological, political, legislative, demographic, social and cultural factors."
| |
|
Human Resources and Business Strategy, 2004.
Thesis paper with the intended purpose of clarifying the evolving responsibilities of the human resources department in business.
22,814 words (approx. 91.3 pages), 45 sources, APA, AU$ 363.95
»
Click here to show/hide summary
Abstract
This is an in-depth study intended to give some insights into changing HR styles and their preference of tools and methods. It looks at the variables affecting the present-day organizations and the models that the modern HR departments prefer in effort to help organizations use their human resource assets more effectively. The paper focuses on the idea that the HR department is becoming more than just an administrative department, which, in turn, means that the HR department must develop the human side of the business along with the goals and the objectives of the organization.
Outline
History of Human Resource Understanding and Management
Compensation and Rewards Utilization
HR and Management styles
Organizational Culture, Change and HR Effectiveness
Understanding Organizational Structure and HR impact
Training and Upgrading the Skills of the Employees
Change Management and the Role of the HR department
Mergers and Acquisitions
HR Department and Conflict Management
Information Technology and Changing Technology
Intellectual Capital and Knowledge Management by the HR
Teleworking and the HR Department
HR Department and Outsourcing
Leadership and the HR Department
From the Paper
"Organizations are changing. All departments within an organization have to change to keep pace with the change. The Human Resource Department?s functions have changed; HR takes on more duties and responsibilities than in the past. The HR department is becoming a strategic partner for the organization as it is a purveyor of the most important asset a company controls?the human asset."
| |
|
Human Resources and Global Business Strategy, 2000.
An examination of the empowerment, conflicts and corporate vision as factors in developing global business strategy.
1,350 words (approx. 5.4 pages), 8 sources, AU$ 69.95
»
Click here to show/hide summary
Abstract
The development and maintenance of a mission statement is a challenging task for the manager of any organization. The task increases in both difficulty and importance when the vision statement is associated with a firm?s global business strategy. This research reviews the human resources management issues that are crucial to the development and maintenance of a vision statement for a firm?s global business strategy.
From the Paper
"Human Resource Management Issues Crucial to the Development and Maintenance of a Global Business Strategy
Introduction
The development and maintenance of a mission statement is a challenging task for the manager of any organization. The task increases in both difficulty and importance when the vision statement is associated with a firm?s global business strategy. This research reviews the human resources management issues that are crucial to the development and maintenance of a vision statement for a firm?s global business strategy.
Reframing the Firm?s Vision
A vision statement creates a frame of reference for the values and objectives of a firm. Developing a vision statement..."
| |
|
Human Resources as Strategic Partner, 2008.
This paper looks at the current trends in human resources and assesses what organizational strategies within human resources are needed to maintain a competitive and successful business market.
1,239 words (approx. 5.0 pages), 5 sources, APA, AU$ 62.95
»
Click here to show/hide summary
Abstract
This paper discusses the role of human resources, stating that more recently it has been regarded as a business strategic partner for many organizations. In order to be successful and remain competitive in today's market, human resources (HR) must be considered a strategic partner if an organization wants to flourish. This paper makes a case for having human resources (HR) report to the CEO of the organization. The author describes the relationship between HR strategies and business strategies and discusses examples of HR strategies that can be effective. In addition, the author of the paper examines the benefits and consequences of having HR as a strategic partner, as well as the key business competencies that they must retain. Furthermore, the paper discusses an optimal career path for a senior HR executive.
Outline:
Case for Human Resources as a Strategic Partner
HR Strategies and Business Strategies
Benefits and Consequences
Key Business Competencies
Career Path
Conclusion
From the Paper
"Strategies require more than retaining competent people. They require specific people with specific talents for specific tasks. Concentration strategies are a good example of how HR can affect change. They are an integral part in retaining employees by way if training to keep skills sharp and compensation to give those with skills the proper income for their work. Another strategy that can impact change in a positive direction is the external growth strategy during mergers and acquisitions. HR is a critical facet during a merger as issues of conflict usually arise. HR must train staff in conflict resolution due to the merging cultures. In doing so, morale and production can be impacted if the proper training is conducted. Additionally, rightsizing to cut costs and remain competitive in the market is another strategy whereby HR is important and can positively affect the company in meeting its goals. HR can assess the positions and the job functions to see what positions can merge. Upon doing so, they then can look objectively at the employees who aren't as valued to determine the cuts needed to achieve the desired results."
| |
|
Human Resource Management in the Airline Industry, 2008.
This paper discusses effective human resource management in the airline industry, including employee recruitment, management and evaluation.
12,341 words (approx. 49.4 pages), 22 sources, APA, AU$ 345.95
»
Click here to show/hide summary
Abstract
The world we live in is constantly faced with new challenges it must overcome in order to survive; and the business world is no exception. A wide array of changes have affected industrial activities and have forced companies to develop and more importantly, to become increasingly adaptable to all forces of micro and macro nature. A most relevant modification within the business sector is represented by the approach to the human resource. If only a few decades ago, the personnel were perceived as the force operating the machines, today, they represent the company's most valuable assets, its core competency and its means of achieving organizational goals. The management of the human resource currently constitutes a vital issue within corporations, moreover for the companies activating in the service field, where the quality of the interactions with the customers is crucial for the successful continual of the business activity. Airline companies place increased emphasis on the human resource strategies and policies and have integrated them in the company's values. This research paper presents the most relevant human resource management practices as revealed by numerous academicians and specialized economists. Furthermore, two airlines companies are discussed while presenting the means in which they understand, develop and implement human resource strategies and policies.
Outline:
Executive summary
1. Introduction
2. Human Resource Management Practices
2.1 Relevant Concepts of HRM
2.2 Planning and Recruiting
2.2.1 Recruiting the personnel
2.2.2 Sources of recruitment
2.3 Organizing the Human Resource
2.3.1 Job Design
2.3.2 Working Conditions
2.3.3 Flexible Schedules
2.4 Developing and Training the Human Resource
2.4.1 Training and Development
2.4.2 Motivating the Human Resource
2.5 Evaluating and Remunerating the Personnel
2.6 Employee Relations
2.6.1 Communications
2.6.2 Collective Bargaining
3. Human Resource Management within Airline Companies
3.1 HRM Particularities in Airline Companies
3.1.1 Globalization and Market Liberalization
3.1.2 Technological Developments
3.2 Measuring Job Satisfaction of Airline Passenger Service Staff
3.3 Airline Employees and Airline Disasters
3.4 The Human Resource at British Airways
3.5 The Human Resource at Air Canada
4. Conclusions and Recommendations
5. Reflections
6. References
From the Paper
"The human resource strategies designed and implemented by the company's management are expected to retrieve two finalities. The company first expects to better satisfy the needs of its employees. Secondly, the management hopes that through the implementation of the HR practices and alternatively an increased job satisfaction, employees' performances will increase and this will generate a superior quality of the airline services offered by the organization.
"But in order to reach the desired status of increased market share, profits and increased interest from investors, due to a high quality of their services, managers must first measure the level of satisfaction of each employee. Ruth Taylor, the Academic Area Head for the Services and Tourism Management program at Curtin University, Western Australia, has long studied and analyzed the level of job satisfaction felt by airline employees as well as the measurements used by managements."
| |
|
Human Resources Management, 2002.
This paper discusses the potential value of human resource management on the individual and the value of human resource management within an organization.
2,830 words (approx. 11.3 pages), 12 sources, MLA, AU$ 123.95
»
Click here to show/hide summary
Abstract
This paper explains that the term ?human resource management? is used to describe a variety of functions aimed at effectively managing an organization?s employees, or "human resources". The author points out that the goal of human resource management is to assist organizations to meet their strategic goals by attracting and retaining qualified employees and managing them effectively, while ensuring that the organization complies with all appropriate labor laws. The paper stresses that human resources managers ensure that the employees are kept informed of the organization?s overall strategic goals and oversee the training and personal development of employees to guarantee that they are able to give of their best to the organization.
From the Paper
"Human resource managers design appraisals to primarily get feedback from the employees regarding their achievements in the year, and invite their opinions as to which aspects of their performance need improvement. This is designed to give the employees a chance to consider their own weaknesses and to encourage them to be proactive about their personal development. Also, by seeking feedback from employees about the course their personal development should take within the organization, the human resource managers make the employee feel valued by the company. The appraisals also give the human resource managers a chance to sit down with employees on a one on one basis and take the opportunity to reinforce the overall corporate goals of the organization."
| |
|
Managing a Human Resources Department, 2007.
An analysis of the effective management of a human resources department.
3,876 words (approx. 15.5 pages), 17 sources, MLA, AU$ 155.95
»
Click here to show/hide summary
Abstract
This paper discusses how the human resource assets of the company are intended to be managed, including the human resource department staff and the senior line managers. It is written from the point of view of the director of the human resource department. The paper discusses strategic human resource management, human resources planning, job analysis, compensation system design, equal employment opportunities, human resources development initiatives, recruiting and benefits administration.
Table of Contents:
Review and Discussion
Strategic HRM
Human Resources Planning
Job Analysis
Compensation System Design
Equal Employment Opportunities
Human Resources Development Initiatives
Recruiting and Benefits Administration
Conclusion
From the Paper
" While the experts may not agree on the best approach, everyone agrees that it costs a lot of money to successfully recruit and train any new hire just as it costs less to keep an existing customer than it costs to find new ones; therefore, to the extent that this HR function is managed effectively is the extent to which the company will realize some important cost savings as well as improve its employee turnover, absenteeism rate as well as the costs associated with further recruiting and training requirements. Likewise, benefits administration, as a component of the overall compensation system design, must become more cost effective. Many companies have realized significant cost savings by outsourcing their benefits administration function, and at the risk of losing valuable corporate "turf," it is the incumbent's recommendation that our company also outsource this function."
| |
|
Human Resources Comparison, 2006.
Compares the different styles of two human resources consulting firms -'McKinsey and Company' and 'The Boston Consulting Group'.
4,411 words (approx. 17.6 pages), 7 sources, MLA, AU$ 168.95
»
Click here to show/hide summary
Abstract
Although there are over 144,500 human resource consulting firms throughout the world, none give a better contrast of style of their approach to the solutions of problems in the area of human resources than 'McKinsey and Company' compared to 'The Boston Consulting Group.' The paper shows that, in the case of the former, 'McKinsey and Company' uses a network of eighty offices located in forty countries. On the other hand, The 'Boston Consulting Group' utilizes a central office concept and the vastness of the technological tools at their disposal to accomplish their similar goals. The paper shows that, moreover, the solutions sought in relationship to human resources problems by both firms are strikingly similar; however, their approach to the solutions sought is quite different. By providing an understanding of the functioning of these two enterprises, the paper observes the vast array of workable solutions to problems concerning human resources.
Paper Outline:
Thesis Statement
Corporate Strategy of 'McKinsey and Company'
'The Boston Consulting Group'
Contrasting and Comparing of the Overall Strategies
The Daimler-Chrysler Human Resource Challenge
The General Motors Europe Human Resources Situation
Conclusion
Bibliography
From the Paper
"In addition, the Boston Consulting Group works closely with clients to convert insights into strategies whose implementation shall have a substantial positive impact on performance of the client. Moreover, the Boston Consulting Group consistently attempts to deliver influence aiming for earning the trust that is the foundation of lasting relationships. Furthermore, these relationships serve as a platform for still deeper insights and more significant impact for the client.
The Boston Consulting Group aspires to achieve these goals with individuals as well as with organizations. They seek to inspire enterprising and imaginative people - at their clients and within their staff - with unparalleled opportunities for professional and personal growth, thus hoping to establish a lifelong bond with these persons."
| |
|
Human Resource Management, 2008.
Looks at human resource management as it relates to business strategy.
2,625 words (approx. 10.5 pages), 20 sources, APA, AU$ 115.95
»
Click here to show/hide summary
Abstract
This paper discusses human resource management as it relates to strategy and encompasses several issues including the, nature of strategic human resources management, best fit vs. best practice and the overall purpose of strategic human resources management. The paper begins by defining human resource management.
Table of Contents:
Introduction
Human Resource Management
Changes to Human Resources in recent years
Human Resource Management Paradigms
Human Resources Management and Strategy
Types of Strategic HRM
Advantages and Disadvantages of the Best Fit and Best Practices Models
Primary Purpose of Strategic HRM (Bottom Line)
Conclusion
From the Paper
"Overall, it has been asserted that universalism is not as successful a strategy as an approach that is associated with critical contingencies or best fit in nature. This assertion appears to be made in the climate of an ever changing business environment. This environment has become more global and as such more diverse. With these things being understood a best practice model may not be best for such a diverse work force because the paradigm set forth by this approach may not translate well from organization to organization."
| |
|
Verizon and Human Resources, 2004.
A combination review of the article, ?Verizon Communications, Inc.: Implementing a Human Resources Balanced Scorecard?, and a review of the process of the balanced scorecard.
1,987 words (approx. 7.9 pages), 1 source, MLA, AU$ 92.95
»
Click here to show/hide summary
Abstract
This paper reviews the article, ?Verizon Communications, Inc.: Implementing a Human Resources Balanced Scorecard?, by Marc Epstein, and also reviews the process of balanced scorecard and how the concept works and can be applied in this highly competitive global economy. Verizon is the largest provider of wire-line and wireless communications in the United States, and it is a recognized exponent of the human resource balanced scorecard methodology. This report identifies and discusses key issues and problems that have been related to the combining of organization's existing business strategies and its newer human resource management strategies and practices.
From the Paper
"The article demonstrated how Human Resource leaders are now continually being placed under increased pressure to clarify and demonstrate through the use of hard data and what the value of their functions can or will deliver to the business as a whole. In other words, soft functions such as Human Resources can no longer simply represent a bottomless pit of costs. This report details how Human Resources Management is implementing new strategic management frameworks such as the Balanced Scorecard to develop and embed the value of the processes from Human Resources Management business-wide. And finally, the report will also attempt to elaborate on two of the HRM component areas that are included in the strategic HRM action plan developed in response to Q2."
| |
|
Human Resources and the Business Environment, 2002.
A discussion of the changing business environment and the role of human resources in that environment.
5,122 words (approx. 20.5 pages), 16 sources, MLA, AU$ 187.95
»
Click here to show/hide summary
Abstract
This paper examines how as the business environment in which most companies operate has changed, the role of the human resource function has changed, as well. It looks at how human resource professionals used to serve as personnel specialists who worked largely outside the realm of strategic management and how they are now an integral part of the strategic focus of a company. It evaluates how human resource professionals now take a proactive role in helping companies attract and retain the highest quality workers who are able to meet the needs of the organization not only in the immediate future, but over the long term. Human resource managers are in a unique position to bring change to organizations since they are increasingly being included in senior management and since they work closely with other managers as well as lower-level employees.
Outline
Introduction
Globalization
Managing the Expatriate
Reducing Costs
Competition
Increase in Service Sector Activity
Downsizing/Re-Engineering
Changing Demographics
Strategic Planning and Human Resources
Goal-Setting
Planning
Organizing
Profit Sharing
Executive Information Systems
Delegating
Organizational Culture and Ritual
Rituals as Barriers in Organizations
Culture and Standards of Behavior
Conclusion
From the Paper
"Increasingly, organizations are including human resource professionals in the strategic planning sessions which take place at the executive level. Where once personnel specialists would react to the strategic plan by trying to find employees who could help the company achieve its goals, human resource professionals are now active participants in determining those plans. Based on their familiarity of the workforce in the local region (or in remote areas, in some cases), human resource professionals can offer guidelines as to how much a particular strategy will cost in terms of human resources, and whether the company has the right people on staff currently or whether new employees will have to be hired and trained. In some cases, retraining of current employees will take place concurrently with hiring new employees."
| |
|
Human Resource Management, 2004.
Looks at the human resource management strategies in the United Kingdom and France.
3,873 words (approx. 15.5 pages), 26 sources, APA, AU$ 153.95
»
Click here to show/hide summary
Abstract
In this paper, the human resource function and the human resource strategic planning function are considered, with special reference to the United Kingdom and France. These countries have recently made changes to their industrial relations legislation and institutions, both guided by economic forces and their respective governments. The appropriate legislation and the industrial relations climate in the two countries are examined, and the strategies being adopted by business organizations to take advantage of the legislative and business environment are considered. Aspects of corporate organization in human resource and the use of technology are also briefly examined.
From the Paper
"Both the United Kingdom and France have experienced state sponsored attempts to enact better industrial relations institutions and legislations then the ones that they inherited. The period when these attempts were noticeable were from the 1980s onward when severe strikes and industrial relations conflicts forced the states to take a look at and attempt to reform and produce a better industrial relations system (Hall 2003; Employment Act 2000)."
| |
|
Human Resources Functions, 2005.
A discussion of human resource functions in the twenty first century and beyond.
2,027 words (approx. 8.1 pages), 11 sources, APA, AU$ 94.95
»
Click here to show/hide summary
Abstract
This paper examines human resource functions by focusing on the Ford Motor Company and some of the organization's human resource related challenges. The paper also attempts to provide insights into how a new globalized business spectrum adds additional pressures to recruit, train, hire and maintain the best possible employees possible at a time when organizational demands for continued profitability and growth demand many cutbacks, plant closings and relocations.
Outline
HR Function
Importance of Measuring Human Resources
Current Strategies
Major HR Issues
Modeling
Training and Development
Conclusion
From the Paper
"Human resources have historically been seen as the most expensive aspect of any business because payroll and benefits account for more than forty percent of businesses in America and the world. This can be considered to be a large drain on any organization's bottom line. Of course, the other way of looking at the function is that it represents the true company asset - people. And, people are the real value added feature of any business because without them, no sales or manufacturing can occur."
| |
|
Human Resources Challenges, 2008.
A discussion fo the challenges faced by the human resources managers in the airline industry.
1,087 words (approx. 4.3 pages), 6 sources, APA, AU$ 54.95
»
Click here to show/hide summary
Abstract
This paper examines the ever changing challenges presented to the human resources managers in the airline industries. The paper looks at how the human resources manager in an airline industry has the challenge of staffing for this ever-changing need. The paper then explains that because the airline's needs are in a constant state of flux, the first step the human resources manager must take is to establish a system that allows for a regular evaluation of the need and then recruit based on the evaluated need. The paper also points out that the three main issues that a human resources manager will face in the industry is the increase in the amount of outsourced jobs, recruiting personnel who are qualified to handle the increased level of technology involved in the industry, and to be able to successfully handle employee disputes and possible strikes or other union-based actions.
From the Paper
"As the human resources manager in this volatile industry, it is imperative that one prepare for the worse. To do this, the human resources manager must start by developing a in-depth and comprehensive employee contracting plan, especially in areas where unions are involved. The human relations manager must have a strategic plan as to what they can and cannot afford. This strategic plan must be developed based on a through evaluation of what risks the airline runs of a work stoppage for each of the contractual terms. (Shaw, 2004)."
| |
|
Human Resources Management, 2007.
An analysis of the trends and challenges of human resources management.
2,858 words (approx. 11.4 pages), 2 sources, MLA, AU$ 123.95
»
Click here to show/hide summary
Abstract
The scope of human resources management (HRM) has changed dramatically over the past decade. This paper looks at how advancements in technology, globalization, e-business and diversity have played a huge role in the changes in HRM. The paper details the trends and challenges of human resources management in the following key areas: performance management systems versus annual performance appraisal, advantages of managing turnover in organizations, contemporary safety and health management issues and future trends and challenges.
Outline:
Abstract
Human Resources Trends and Challenges
Performance Management Systems vs. Annual Performance Appraisals
Managing Employee Turnover
Contemporary Safety Issues and Health Management
Future Trends and Challenges in Human Resources Management
Conclusion
From the Paper
"In many organizations managing employee performance is a process done by giving employees feedback about their performance. Typically the feedback is given to an employee by an annual performance appraisal. The annual performance appraisal is a measurement of specified areas of an employees' performance (Noe et al, 2003 p.316). Ideally, performance appraisals allow management to combine feedback and goal setting, clarify job description and responsibilities, provide information about work performance, work improvement and identify training and development opportunities for the employee. The performance appraisal should review performance objectives and performance standards set within the job description. "
| |
|
Human Resource Management, 2007.
This paper discusses how important effective human resource management is to a successful business.
3,314 words (approx. 13.3 pages), 16 sources, MLA, AU$ 137.95
»
Click here to show/hide summary
Abstract
The paper discusses the various theories of human resource management. The paper illustrates how strategic human resource management combined with a company's strategic management can bring higher benefits to organizations. The paper provides a short overview of global human resources and examines the application of technology in human resource management. The paper concludes that, for a company to be successful, it is vital that human resource management work together with, and in the same direction as, the strategic management process of the company.
Outline:
Introduction
Human Resources Management - Review of Theories
Importance of Human Resources Management to Organizations
Strategic Human Resources Management and Firm Performance
Human Resources Management (HRM) and the Strategic Management Process (SMP)
Challenges and Benefits of Global Human Resource Management
HRM and Technology
Conclusion
From the Paper
"Even if the plant and equipment, as well as financial assets are and will continue to be important and required resources by almost any organization, the human resources - the people these organizations have - start gaining an ever increasing role within companies. The people will be the ones designing and actually producing the goods and services a company offers to its clients, they will be the ones controlling the quality of their work, marketing the products and distribute the financial resources, as well as setting the overall organization's strategies and objectives... meaning - the people will have the same role as the sanguine system has in the human body. Therefore, it can be easily understood that a company that will not benefit from the presence of effective employees, will be confronted with serious challenges in achieving its objectives."
|
|
|
