Author: Tim Wilczek
Publisher: GRIN Verlag
ISBN: 3640173708
Category : Business & Economics
Languages : en
Pages : 41
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Book Description
Essay from the year 2008 in the subject Business economics - Personnel and Organisation, grade: 2,3, University of Western Sydney (School of Management), course: Human Resource Strategy, 25 entries in the bibliography, language: English, abstract: During recent years an efficient Human Resource Management (HRM) has become more and more important for companies to achieve and sustain both competitiveness and economic success. Leopold, Harris and Watson (2005) mentioned that Human Resources became matters of considerable competitive advantage. Human Resources, respectively the skills and knowledge of an organisation's staff, as Hamel and Prahalat (1994) called it, has transformed through massive changes in the economical, technological, sociocultural, judicial and political conditions to one of the most important strategic factor of success for companies these days. HRM, as a reaction to these changes in 'Personnel Management', attempts to find various methods of resolution for practice. If 'Personnel Management', 'HRM' or 'SHRM', they all have a common goal: obtaining the achievement potential of all organisational members best as possible. But the 'HRM' approach goes beyond the traditional approach of 'Personnel Management', having a broader focus on the necessary interdependence of all components with each other as well as the connection to other compartments of companies, whose success is seen in straight connection with personnel measures. Thereby Strategic Human Resource Management (SHRM) can be seen as extension of HRM, and following the definition of Boxall (1996) it deals with the relationship between the strategic management of an organisation and the management of its human resources within this strategic context. In that case the focus is on long-term personnel decisions as well as on the question how an interaction of corporate and personnel strategy can be achieved. Initially this work is going to introduce and define different organizational strategies a
Author: Tim Wilczek
Publisher: GRIN Verlag
ISBN: 3640173449
Category : Business & Economics
Languages : en
Pages : 19
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Book Description
Essay from the year 2008 in the subject Leadership and Human Resources - Miscellaneous, grade: 2,3, University of Western Sydney (School of Management), course: Human Resource Strategy, language: English, abstract: During recent years an efficient Human Resource Management (HRM) has become more and more important for companies to achieve and sustain both competitiveness and economic success. Leopold, Harris and Watson (2005) mentioned that Human Resources became matters of considerable competitive advantage. Human Resources, respectively the skills and knowledge of an organisation’s staff, as Hamel and Prahalat (1994) called it, has transformed through massive changes in the economical, technological, sociocultural, judicial and political conditions to one of the most important strategic factor of success for companies these days. HRM, as a reaction to these changes in ‘Personnel Management’, attempts to find various methods of resolution for practice. If ‘Personnel Management’, ’HRM’ or ‘SHRM’, they all have a common goal: obtaining the achievement potential of all organisational members best as possible. But the ‘HRM’ approach goes beyond the traditional approach of ‘Personnel Management’, having a broader focus on the necessary interdependence of all components with each other as well as the connection to other compartments of companies, whose success is seen in straight connection with personnel measures. Thereby Strategic Human Resource Management (SHRM) can be seen as extension of HRM, and following the definition of Boxall (1996) it deals with the relationship between the strategic management of an organisation and the management of its human resources within this strategic context. In that case the focus is on long-term personnel decisions as well as on the question how an interaction of corporate and personnel strategy can be achieved. Initially this work is going to introduce and define different organizational strategies as well as key human resource strategies. This shall be followed by a critical evaluation of the concepts by opposing the pros to the cons. Therein the difficulties and between Organisational Strategy, Human Resource Strategy and the Organizational Environment shall be shown. The work results in a final conclusion.
Author: Julia Dohrmann
Publisher: GRIN Verlag
ISBN: 3640166663
Category : Business & Economics
Languages : en
Pages : 17
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Book Description
Essay from the year 2008 in the subject Leadership and Human Resources - Miscellaneous, grade: Distinction, University of Western Sydney (School of Management ), course: Human Resource Strategy, language: English, abstract: In recent years an efficient personnel management became an indisputable fact for success and competitiveness of organizations. Personnel resources emerged to key resources for organizations because the capabilities of employees play a main role in strategic behaviour organizations and in turn cause in an influence of effectiveness of the strategy implementation process. Therefore human resources must become an integral component of the strategic planning process because an effective use of human resources is likely to give an organization a significant competitive advantage. Regarding to Beer, Spector, Lawrence, Quinn Mills and Walton the change in HRM can only be executed “...when general managers develop a viewpoint of how they wish to see employees involved in and developed by the enterprise, and of what HRM policies and practices might achieve these goals. Without either a central philosophy or a strategic view – which can be provided only by general managers – HRM is likely to remain a set of independent activities, each guided by its own practice tradition” (1984, p. 4). For this reason there were pleas for developing HRM to a growing integral strategic dimension, the ‘Strategic Human Resource Management’. As an expansion of HRM it ‘involves’ employees in the strategy formulation process and adjusts HRM to organizational strategy in order to guarantee an efficient strategy implementation (van Donk and Esser, 1992). But SHRM was characterized as an area of difficult definitions and contentious theory. Due to the described research up-to-dateness of dependency between organizational strategy and HRM the emphasis of this essay is a critical examination if only one model of organizational strategy, the ‘Classical Approach’ is sufficient to practice HRM. By using a confrontation of the understanding and execution of further organizational strategy approaches and specialised HRS models this work attempts to find out if there is a need to have a broad and integrated understanding of these approaches and concepts to practice HRM respectively SHRM. In the following this work will regard to these issues and is going to begin with the definition of certain models of organizational and human resource strategy...
Author: Julia Dohrmann
Publisher: GRIN Verlag
ISBN: 3640166744
Category : Business & Economics
Languages : en
Pages : 38
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Book Description
Essay from the year 2008 in the subject Business economics - Personnel and Organisation, grade: Distinction, University of Western Sydney (School of Management ), course: Human Resource Strategy, 26 entries in the bibliography, language: English, abstract: In recent years an efficient personnel management became an indisputable fact for success and competitiveness of organizations. Personnel resources emerged to key resources for organizations because the capabilities of employees play a main role in strategic behaviour organizations and in turn cause in an influence of effectiveness of the strategy implementation process. Therefore human resources must become an integral component of the strategic planning process because an effective use of human resources is likely to give an organization a significant competitive advantage. Regarding to Beer, Spector, Lawrence, Quinn Mills and Walton the change in HRM can only be executed "...when general managers develop a viewpoint of how they wish to see employees involved in and developed by the enterprise, and of what HRM policies and practices might achieve these goals. Without either a central philosophy or a strategic view - which can be provided only by general managers - HRM is likely to remain a set of independent activities, each guided by its own practice tradition" (1984, p. 4). For this reason there were pleas for developing HRM to a growing integral strategic dimension, the 'Strategic Human Resource Management'. As an expansion of HRM it 'involves' employees in the strategy formulation process and adjusts HRM to organizational strategy in order to guarantee an efficient strategy implementation (van Donk and Esser, 1992). But SHRM was characterized as an area of difficult definitions and contentious theory. Due to the described research up-to-dateness of dependency between organizational strategy and HRM the emphasis of this essay is a critical examination if only one model of organizational strategy, the 'Classical
Author: Michael Armstrong
Publisher: Kogan Page Publishers
ISBN: 0749465514
Category : Business & Economics
Languages : en
Pages : 792
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Book Description
Armstrong's Handbook of Human Resource Management is the classic text for all students and practitioners of HRM. Providing a complete resource for understanding and implementing HR in relation to the needs of the business as a whole, it includes in-depth coverage of all the key areas essential to the HR function.The 12th edition has been radically updated to create a cutting-edge textbook, which encourages and facilitates effective learning. Comprehensive online support material is provided for the instructor, student and now also the practitioner, providing a complete resource for teaching and self-learning. The text has been updated to include all the latest developments in HRM and now includes two new sections covering HR skills and toolkits.
Author: Graeme Salaman
Publisher: SAGE
ISBN: 9781412919012
Category : Business & Economics
Languages : en
Pages : 364
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Book Description
The Second Edition of this highly successful course reader provides a comprehensive, contemporary, and critical review of the key issues in strategic human resource management. The book draws upon the work of some of the most influential and insightful writers on the subject of the strategic management of people in organizations. Through a series of carefully edited articles, students can explore current thinking on topics as diverse as performance, pay, process reengineering, structure, ethics, culture, change and leadership. This volume moves beyond strategic human resource management from the perspective of the policy setter.
Author: Michael Armstrong
Publisher: Kogan Page Publishers
ISBN: 0749459905
Category : Business & Economics
Languages : en
Pages : 432
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Book Description
Armstrong's Essential Human Resource Management Practice provides a complete overview of the practices and processes fundamental to managing people. The text provides a thorough introduction to the core areas of HR including: people resourcing, performance management, learning and development and rewarding people. It also examines the contribution of HR to organizational aims and objectives and how it is integrated within the business. The book is accompanied by online resources for both lecturers and students and adopts an increased focus on employee engagement, a concept which is becoming increasingly prominent in people management, but which is often presented as a mantra without being properly understood; this is examined in detail with reference to recent research. Michael Armstrong's original Handbook of Human Resource Management is the classic text for all those studying HR or who are entering the profession for the first time. In this new title Michael Armstrong provides a condensed text which has been rewritten with the non-HR student or professional in mind, describing and evaluating key HRM concepts such as: HRM itself; strategic HRM; the resource-based view; the choice between best practice and best fit; human capital measurement; motivation theory; emotional intelligence; the flexible firm; the learning organization; and financial rewards. Online supporting resources for this book include lecture slides, an instructor's manual, case examples and a literature review.
Author: Marco Köster
Publisher: GRIN Verlag
ISBN: 3638802019
Category : Social Science
Languages : en
Pages : 24
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Book Description
Essay from the year 2002 in the subject Sociology - Work, Profession, Education, Organisation, grade: Grade A, University of Manchester (Institute for Development Policy and Management), language: English, abstract: Two simple facts force any organisation to carefully select the people it employs. Firstly, people differ widely in their abilities, knowledge, interests and personality. Secondly, the jobs provided by the organisation vary in their demands. Thus, choosing the 'right' person for a job becomes a crucial factor in ensuring an effective workforce and competitive advantages. The objective of selection processes is finding the most capable and suitable candidate, i.e., that candidate who is most likely to deliver the best performance on the job. To achieve this objective, a wide range of selection methods has been developed. But despite a variety of methods, many organisations, if not the majority of organisations, stick to the 'classic trio' of selection and rely on application forms, references and unstructured interviews only. Certainly, there is every reason to believe that there are some undeniable advantages in making the 'classic trio' attractive to many organisations. But at the same time, the 'classic trio' is criticised for a number of considerable shortcomings and a low efficiency compared to other selection methods. In the following the advantages and disadvantages of the 'classic trio' will be briefly sketched. The main criteria guiding the analysis will be reliability, validity, practicality, generality, fairness and costs of the selection methods. Afterwards some alternative selection methods will be reviewed, and their competitive advantages over the 'classic trio' will be outlined. We will analyse how job analysis data can help organisations to choose appropriate selection methods. Finally, a number of possible reasons for resistance to the implementation of alternative selection methods will be considered and an approach to overcome this r
Author: Greg L. Stewart
Publisher: John Wiley & Sons
ISBN: 111949298X
Category : Business & Economics
Languages : en
Pages : 624
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Book Description
Human Resource Management addresses the challenges faced by human resource managers, integrating traditional theory with real-world strategy to equip students with the knowledge, perspective, and skills they need to thrive in the ever-changing global business environment. Presented in a clear and relatable style, this text emphasizes how effective human resource management and strategic planning work in concert to allow organizations to achieve maximum success. The focus on practical application illustrates the essential link between strategic planning and implementation, providing an inside look at how real-world companies increase effectiveness through world-class human resources management practices. A wealth of case studies, discussion topics, and exercises reinforce key concepts, strengthening students’ ability to think strategically and integrate core HR management principles into the decision-making process. By mirroring the current landscape’s increased reliance on smart people-management strategy, this text underscores the importance of HR management in attracting and retaining the top talent that drives an organization forward.
Author: Peter Boxall
Publisher: Bloomsbury Publishing
ISBN: 1350309885
Category : Business & Economics
Languages : en
Pages : 360
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Book Description
Strategy and Human Resource Management is concerned with examining how HR strategy impacts on an organisation's chances of survival and its relative success, and with understanding how it varies across important organisational, industry and societal contexts. It takes an analytical approach, which examines and explains what managers do and why they do it before offering any sort of prescription for what the authors think they should do. This approach is grounded in research but is brought to life with examples, cases and vignettes to offer a practice-orientated analysis of the subject. As well as explaining important general principles in strategic HRM, critical features of the different contexts in which they are applied are examined. For this fifth edition, there is increased coverage of contemporary topics, including capital markets and increasing financialisation, Industry 4.0, the shaping of employee voice under different varieties of capitalism and the effects of austerity. Strategy and Human Resource Management retains, however, the classic sources that are fundamental to the subject while also including important theoretical advances and the best new studies of strategies in the world of work and people.
