Category: Human Resource Management

Human Resource Management and Business Strategy

Human Resource Management and Business Strategy
Human Resource Management and Business Strategy

Human Resource Management and Business Strategy

Order Instructions:

Dear Admin,

I need an essay in the following subject:

As an organisational leader with an interest in or responsibility for HR, knowing your organisation’s strategy is the first step to taking on a more strategic role. To become a true strategic business partner, you need to consider the value of aligning your HR management practices with your organisation’s strategy and weigh the many options for doing so.

This essay will introduce you to ways of thinking about strategic HRM, including some perspectives that call into question ideas that many leaders take as ‘given.’ One of the expectations of an HR professional who has completed an advanced degree is that you will be able to think critically about different ideas and perspectives and make an educated and informed choice, rather than simply accepting commonly-held notions. Use this opportunity to practice this kind of thinking.

To prepare for this essay:

Read the Required Learning Resources that are attached.

Reflect on what you have read about the nature of business strategy, the potential for alignment between HRM practices and business strategy, and the notion of an HR strategy. Consider to what extent you have experienced or observed aspects of these ideas in organisations.

Critically analyse the notion of aligning human resource management policies and practices with business strategy, including the benefits and challenges of different approaches HR leaders can take to achieve this alignment.

What are the advantages and disadvantages of the ‘best practice’ and ‘best fit’ approaches (Armstrong, 2003) as a means of linking business strategy and HRM?

How could using one of these approaches to the selection of HRM practices aid in the creation of an HR strategy for the organisation?

What other aims should HRM have in addition to aligning with business strategy?

What has been your experience in organisations regarding the alignment of HRM and business strategy?

What aspects of concepts presented in your readings have you observed or experienced?

The following conditions must meet in the essay:

1) I want a typical and a quality answer which should have about 830 words.

2) The answer must raise appropriate critical questions.

3) The answer must include examples from experience or the web with references from relevant examples from real companies.

4) Do include all your references, as per the Harvard Referencing System,

5) Please don’t use Wikipedia web site.

6) I need examples from peer reviewed articles or researchs.

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

Human Resource Management and Business Strategy

Organizations adapt to different business strategy they deem appropriate to enable them achieve their aims and goals. The concept of human resources strategy has as well become very essential in ensuring that businesses achieve their set goals and objectives. The paper deliberates on issues pertaining to business strategy, alignment between HRM practices and business strategy and HR strategy among many other aspects.

Various researchers define strategy differently however, it refers to the scope and direction on an entity over a longer term and must match the available resources to its changing environment, customers, and markets and should meet the expectations of the stakeholders. Strategy therefore provides a direction of a business (Chandan, Sitaram & Bijaya 2011).  Business strategy therefore focuses on achieving a competitive advantage in a certain environment.  Managers of an organization have the responsibility of developing an appropriate strategy that can propel the organization forward and towards achievement of their goals.   A business strategy must be in tandem or be aligned with the Human Resources management   practices to meet the set goals and aims. The interest of the employees and the organizations require strategic integration to ensure proper utilization of human resources to achieve the set goals (Dutch 2013).  Employer- employees’ relationships should remain strong for the organization to achieve its strategic business objectives.  The business strategies as well as human resource practices such as recruitment must be responsive to the changes in business environment coupled with changes in demographics of workforce, increased globalization, increase focus of profitability through technological change, growth, intellectual capital and many other changes organizations experience.

Human resource strategy is as well critical in achieving competitive advantage.  Organization is required to use planning to come up with consistent approaches that match HRM policies and activities for business strategy (Katou & Budhwar 2008). Employees must be viewed as strategic resources in achieving competitive advantage of an entity. Therefore, through HR strategy, appropriate modalities are generated to address issues pertaining to staffs to ensure that the entity has the right people that will promote goal achievement and increase productivity.

Many organizations have embraced the ideas of business strategy hence; align their HRM with their business strategies to achieve a competitive advantage. Example of these organizations includes Coca Cola, General Electric and Microsoft among many others. These entities have managed to remain competitive because of their commitment to their employees. They have cultivated positive relationships that have played a critical role in their success.

Aligning human resource management policies and practices with business strategy is a trend many organizations have adopted to enable them achieve their goals and achieve competitive advantage. Managers have a duty to adapt to appropriate strategies to be able to meet the needs of their entities. In recruiting their employees for instance, they need to recruit those capable of delivering high productivity. This integration should achieve strategic fit through vertical and horizontal integration.  It contributes to achievement of congruence between the business and human resource strategy and ensures that various elements of HR strategy fit together and support each other mutually. The alignment should as well be complacent with the organizational culture, as this will facilitate their achievement. Human resource strategies should focus on developing employee relations, management of talent, and provision of reward system, continuous improvement, resourcing, and learning and development of employees.

Achievement of these alignments requires HR leaders to adapt to various approaches such as resource based which have various frameworks including, high performance management, high commitment management and high involvement management (Chandan, Sitaram & Bijaya 2011). The advantage of resource-based approach is that it lays more emphasis on human capital. Effective deployment of resources allows an entity to obtain added value as is possible to have a strategic fit between resources and opportunities.   Challenges of the model are that it requires heavy investment in people through training and development, motivation among many others (Byars & Rue 2000).  Managers can as well adapt to high performance management approach where a number of interrelated processes are developed together to impact on the productivity of an entity. This helps an entity to trigger increased profitability. However, the challenge is that it requires leaders with vision, to create momentum and a sense of direction. Furthermore, the progress requires constant measurement. Another approach is high commitment management model that promote mutual commitment (Chandan, Sitaram & Bijaya, 2011).  Employees should self regulate themselves and need not to be controlled by pressures and sanctions but rather relationships need to be built on trust. This model therefore has advantage as it triggers innovation and commitment. The challenges are that, it requires a vision and a consistent leader to trigger the spirit of trust. The last approach is high involved where employees are treated as partners to the enterprise. The advantage is that, employee communication and involvement increases productivity. The challenges are that decision making process is likely to delay.

Best practices relate to the universal success of certain HR practices.  Its advantage to aligning business strategy and HRM is that it promotes overall organization productivity while disadvantage is that it may not provide growth indicators at various levels of an entity. On the other hand, best fit focuses on contextual factors. Its advantage is that it allows understanding of performance of a given sector while disadvantage is that it is not appropriate to assess the overall productivity of an organization (Armstrong, 2006).

For instance, selecting high involvement management approach can aid in creation of HR strategy, as it requires that certain issues be adhered. These issues include creation of good climate to promote dialogue between managers and staffs. Modalities to engage are required to help in definition of expectations, to share information about values, missions and objectives of an entity among many other issues. Through this process, it becomes easy to formulate HR strategies to trigger competitive advantage.

Apart from aligning with business strategy, HRM should as well aim at promoting other issues relating to environmental sustainability, corporate social responsibilities and ensure that they promote the welfare of the employees as they pursue growth and productivity (Cooke & Saini 2010).

I have experienced alignment of HRM and business strategy in various organizations I have worked. Most of the organizations have managed to achieve their goals and recorded increased productivity.  Employees’ motivation and positive relationships between the managers and employees played a key role in these organizations competitive advantage.

I have therefore experienced various concepts presented in this reading. Concepts such as resources based approaches, competitive advantage,  HRM strategies, business strategies are some of the common concepts that I have observed adopted in the  various organizations.  Organizations are investing more in competent human capital as the source of their competitive advantage.

References list

Armstrong, M 2006, Hand Book of Human Resource Management Practice, Kogan Page limited,             Philadelphia.

Byars, L, & Rue, L 2000, Human resource management, Mc. Graw-Hill, Boston.

Chandan, K., Sitaram, D., & Bijaya, K. (2011). Strategic Human Resource Management: Exploring the Key Drivers’, Employment Relations Record, vol. 11 no. 2, pp. 18-34.

Cooke, F, & Saini, D 2010, ‘(How) Does the HR strategy support an innovation oriented business strategy? An investigation of institutional context and organizational practices in Indian firms’, Human Resource Management, Vol. 49 no.  3, pp. 377-400.

Dutch, M 2013, ‘A Symbiotic Framework of Human Resources, Organizational Strategy and Culture’,  Amity Global Business Review, Vol. 8, pp. 9-14.

Katou, A, & Budhwar, P 2008, ‘The effect of business strategies and HRM policies on     organizational performance: The Greek experience’, Global Business & Organizational Excellence, Vol. 27 no. 6, pp. 40-57.

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Human Resource and Management collaboration R

Human Resource and Management collaboration
Human Resource and Management                                      collaboration

Human Resource and Management collaboration

Order Instructions:

Dear Admin,

I need an essay in the following subject:

Explore the CIPD and SHRM Web sites:

Chartered Institute of Personnel and Development (n.d.) CIPD profession map. Available from:

http://www.cipd.co.uk/cipd-hr-profession/profession-map/

Society for Human Resource Management (n.d.) SHRM HR competency model. Available from:

http://www.shrm.org/hrcompetencies/pages/model.aspx

•Comparing the HR leadership competencies outlined in the CIPD Profession Map and the SHRM Competency Model

•Critically analysing how these perspectives on HR professional competencies relate to the strategic HR leader role

The following conditions must meet in the essay:

1) I want a typical and a quality answer which should have about 1100 words.

2) The answer must raise appropriate critical questions.

3) The answer must include examples from experience or the web with references from relevant examples from real companies.

4) Do include all your references, as per the Harvard Referencing System,

5) Please don’t use Wikipedia web site.

6) I need examples from peer reviewed articles or researches.

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

HRM.W4.collaboration.R

CIPD Profession Map addresses different Human Resource aspects (perspectives) through structured HR leadership competencies in the map. From these different HR perspectives, CIPD Map addresses most HR obligations at all stages in management. That is, it covers all levels and stages in organization leadership like entry stage, mid stage, senior stage, and finally executive stage (CIPD website). Specifically, CIPD proffession Map covers eight behaviors and ten professional sectors in HR leadership in the four leadership stages mentioned above.

Society for Human Resource Management (SHRM) Competency Model on the other hand addresses HR leadership competencies at different leadership levels and stages, just like CIPD Map. Therefore, it addresses the HR leadership at entry stage, mid stage, senior stage, and executive stage from nine competencies perspective (SHRM website). Similar to CIPD Map, SHRM competency model focuses on eight HR behaviors in addressing the leadership competencies. Different from CIPD Map, the technical competency in SHRM Model is explained as implicating the application of the other eight behavioral competencies in the model. Therefore, a more genuine comparison can be achieved on the leadership competencies addressed in both CIPD Map and SHRM Model specifically on Human resource management.

In comparing the two approaches, both address HR leadership in three perspectives. They both address leadership at professional perspectives, behaviors perspective and different HR stages (Ulrich 2013). For instance, CIPD Profession Map addresses professional in leadership from the HR knowledge perspective. Therefore, HR knowledge dictates what a leader knows and does in line of duty, a prospect also supported in the SHRM Model on HR expertise replicating a technical competency in the model. These knowledge perspectives are applicable in diverse HR occupations irrespective of location or region. In addition, HR knowledge applies to all organizations irrespective of their size or shape in the market, a concept which creates bases for all eight behaviors in HR leadership activities.

SHRM Competency Model addresses business acumen as the leadership potential to critically think and make appropriate decisions in time with respect to the business situation at hand. This behavior approach is addressed in the CIPD Profession Map as decisive thinker behavior (CIPD website). It portrays similar characters of HR leadership where specifically, entrepreneurial characters of making potential and critical decision apply in the leadership role.

Critical evaluation is another leadership behavior addressed in both HR approaches. SHRM Competency Model specifies the critical evaluation behavior as the bases for logical and creative decision making in an organization. This follows step by step initiatives observed in critical evaluation of a situation (Lussier & Hendon 2013). Therefore, the effectiveness and worthiness of a decision is determined in critical thinking in evaluation. This behavior is perceived as personality credibility in the CIPD professional map, which filters decisions through critical evaluation. Even though the behaviors are indicated differently, their application in HR leadership behavior asserts to criticality and creativity application in evaluations for decision making.

Both approaches also observe global effectiveness of HR leadership, in addition to cultural effectiveness (Ulrich 2013). These are addressed as outcomes of positive influence of the environment and the society with respect to public relations. From SHRM Model, the leadership effectiveness is first observed inside the organization before being externally effective. Therefore, HR leaders have to model their organization internally, if good public relation is to be realized. Even though CIPD Map places this concept behavior from the HR role, applying skills in leadership replicates enhanced effectiveness. Therefore, utilizing the influence skills in HR leadership leads to global effectiveness, as well as cultural effectiveness.

The next comparison from the two approaches relate to the leading, directing and planning of the activities and progress of an organization. This is the primary definition of leadership in HR, to lead and direct, thus HR leaders avoid centralism and internalization behaviors (Lussier & Hendon 2013). CIPD Map presents such leadership behaviors as being determined to deliver, in avoiding centralism. SHRM Model on the other hand presents navigation in leadership behavior as being goal focused, thus supporting determination to deliver.

Quality communication is an essential behavior in leadership characters (Garey 2011). SHRM Model views communication as the key to organizational competency, while CIPD Map characterized this leadership behavior as curious way of acquiring and sending information. This behavior presents the essence of searching to acquire the information needed even when it is unavailable. HR leaders are therefore determined to look for essential communication and implement it where possible within the organization. Consultation would therefore be effected through quality communication, thus presenting another HR leadership behavior (Armstrong & Taylor 2014). CIPD Map positions consultation as the courage expressed while challenging a concept or idea. Prior to SHRM Model, consultation enables a leader to build relationships, hence getting the best from the challenges.

Relationship management is another behavior expressed in SHRM Model as leadership ability to instill togetherness in organization performance. This brings about team work in performance, which is a character every HR leader strives to attain and maintain. In CIPD Map, the relationship character is observed as a collaborative behavior implying team work development as supported in SHRM Model. Therefore, Leadership competency in teamwork building is developed through collaborative measures for excellent performance.

In relation to maintaining all the behavioral characters discussed above, being a role model as a leadership characterizes strategies in development of organizational behavior. HR leader should practice being a role model to employees and staff, a character which grows in them for development of ethical practices in an organization (McCarter & Schreyer 2000). SHRM Model refers such unity in behaviors as development of ethical practices. In CIPD Map, such leadership behavior is addressed similarly as a role model behavior, which leads to development and maintenance of ethical practices.

In general, all the above HR competencies happen to be related to the actual HR roles in an organization (Garey 2011). For instance, the characters of leadership, motivation and even personal credibility are involved in upholding HR leadership. Therefore, leadership characters would avoid internalization and centralism as noted in the two approaches, SHRM competency model and CIPD professional Map. Also, HR leader should present role model characters for creation and maintenance of relationships, which would translate to team work and ethical practices in an organization (Becker & Huselid 2001). Additionally, quality communication would enhance flow of activities, while ensuring efficient and effective problem solving within an organization.

Notably, all the eight behaviors in HR leadership are addressed in SHRM competency model at similar interpretations noted in CIPD professional Map. Since the HR competencies addressed are related to HR roles, their application would lead to professional HR performance. Moreover, the two models address HR leadership behavior at the four basic stages of HR leadership which are, entry stage, mid stage, senior stage, and the final stage. Therefore, HR leadership can be guided by the two models with respect to leadership roles applicable, irrespective of leadership level or stage (Armstrong & Taylor 2014).

References

Armstrong, M & Taylor, S 2014, Armstrong’s Handbook of Human Resource Management Practice (13th ed.), London: Kogan Page

Becker, B & Huselid, M 2001, The HR scorecard: Linking people, strategy, and performance, Boston, MA: Harvard Business School Press.

Chartered Institute of Personnel and Development (CIPD) website https://www.cipd.co.uk/

Chartered Institute of Personnel and Development (n.d.) CIPD profession map, Available from: http://www.cipd.co.uk/cipd-hr-profession/profession-map

Garey, R 2011, Business literacy survival guide for HR professionals, Alexandria, Va.: Society for Human Resource Management

Lussier, R & Hendon, J 2013, Human resource management: Functions, applications, skill development, Thousand Oaks: SAGE Publications.

McCarter, J & Schreyer, R 2000, Recruit and retain the best: Key solutions for the HR professional, Manassas Park, Va.: Impact.

Society for Human Resource Management (n.d.) SHRM HR competency model, Available from: http://www.shrm.org/hrcompetencies/pages/model.aspx

Society for Human Resource Management (SHRM HR) website http://www.shrm.org/

Ulrich, D 2013, Global HR competencies: Mastering competitive value from the outside in, New York, NY: McGraw-Hill.

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A strategic role for HRM Term Paper Available

A strategic role for HRM
A strategic role for HRM

A strategic role for HRM

Order Instructions:

Dear Admin,

I need an essay in the following subject:

A strategic role for HRM

HR professionals play a variety of roles within an organisation. Increasingly, these roles are becoming strategic in nature, as HR managers are seen more as leaders and strategic partners with other business leaders. In organisations in which the HR leader’s role is shifting, many leaders and managers may see the value in a more strategic role for HRM; others may be unclear how HRM can add value. In some organisations, the notion of HRM as a strategic partner may still be on the horizon, awaiting an HR leader who possesses the competencies and vision needed to help the organisation move in a new direction. This week’s Key Concept Exercise provides you an opportunity to examine the notion of a strategic role for HRM.

To prepare for this essay:

•Read and consider the notions of the HR leader as a strategic business partner and ‘strategy architect’ (Ulrich & Brockbank, 2009).

•Reflect on the role of the HR leader in the context of changes in the nature of work and work environments.

•Think about an organisation you know well. To what degree does the human resource manager in that organisation serve as a strategic business partner?

The following conditions must meet in the essay:

1) I want a typical and a quality answer which should have about 1100 words.

2) The answer must raise appropriate critical questions.

3) The answer must include examples from experience or the web with references from
relevant examples from real companies.

4) Do include all your references, as per the Harvard Referencing System,

5) Please don’t use Wikipedia web site.

6) I need examples from peer reviewed articles or researches.

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

The role of the human resource department within an organization has changed from the traditional conception (SHRM 2008, p. 4). In the traditional setting, the human resource department performed staffing the organization, wherein the crucial roles included, sourcing, interviewing, recruiting, and orientation. Whereas staffing equipped the organization with skilled work force to run its day-to-day operations, the present times have made business strategists to rethink the roles of the human resource department (Dave, Wayne & Dani 2009, p.24). Unlike the secondary position the human resource department took in critical decision-making, the department now assumes a central position in strategic management and policy implementation.

Strategic decision-making involves taking concerted steps to avert a future crisis. As concerns the running of a business entity, this process involves making decisions that will make the business more profits. The centrality of the human resource department lies in the implementation of the company policies (Dave Wayne & Dani, 2009, p. 25). People implement the company’s policies and strategic blueprints. Strategic decisions are no longer within the purview of the top echelons in the organization. The top personnel’s roles in the organization are currently mere ratification and assent. Once the human resource department shapes the way forward, the managers serve to ensure the employees observe them.

Owing to the hard economic recession that hit businesses globally, most of them had to restructure in order to stay afloat. The process of restructuring involved, changing the manner and scale of operations, right sizing, and retrenching. Personnel managers had to devise ingenious ways of going through the aforementioned processes without hampering the operations of the business or sending a bad signal to former employees and the public at large. In addition, the very competitive market situation has forced companies to go an extra mile in order to position itself profitably in the market. Liberalization policies have made it possible for new players to have a stake in the market, with old and established entities. This not only minimizes profits but also threatens the very existence of some businesses.

Against this tirade, some companies with a robust and dynamic human resource management have withstood the test of time. This discourse will analyze two companies whose human resource department has steered them to tremendous success. In the telecommunications sector, Apple Incorporated is a fine example of how strategic management yields better fruit (Jeffrey 2005, p.4). Apple Incorporated uses internal management system to plan and execute its functions. The insight approach ensures that only persons conversant with the mission and vision of the company take the reins. Appointments to top managerial positions follow a thorough filter system (Jeffrey 2005, p.7).  In addition, the company operates on set targets and reviews its performance appraisals periodically to evaluate the progress of the company so far.

On the non-profit making schemes sector, Digital Opportunity Trust (DOT) is perhaps one of the best-managed organizations. Its human resource department is the busiest, overseeing operations throughout the worldwide branches. The organization uses best human resource business practices, including, ensuring that the human resource department is part of its corporate strategy. In that, employees are highly motivated as they develop a sense of belonging ( Dave, Brockbank & Dani 2009, p.27).

Overly, the human resource department in today’s business world is crucial to the existence of the business itself (SHRM 2008, p.3). Through strategic business management, the department helps the company achieve its overall objectives.

List of References

Dave, U., Wayne B. & Dani J., 2009, The Role of Strategy Architect in the Strategic HR Organization. People & Strategy. Vol. 32, Issue 1.

Jeffrey, C., 2005, The Apple Way. McGraw Hill: New York.

Survey for Human Resource Management (SHRM), 2008, HR’s Evolving Role in Organizations  and its Impact on Business Strategy. SHRM Research Department: Alexandria.

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Employee Involvement in Employment Relations Process

Employee Involvement in Employment Relations Process Order Instructions: I need an essay in the following subject: Identify the methods through which employees are involved with the employment relations process.

Employee Involvement in Employment Relations Process
Employee Involvement in Employment Relations Process

Do employees have a legitimate say in the organization’s decisions or have employers simply manipulated employees into believing they have a say?

The following conditions must meet in the essay:

1) I want a typical and a quality answer which should have about 1400 words.

2) The answer must raise appropriate critical questions.

3) The answer must include examples from experience or the web with references from relevant examples from real companies.

4) Do include all your references, as per the Harvard Referencing System,

5) Please don’t use Wikipedia web site.

6) I need examples from peer reviewed articles or researches.

Appreciate every single moment you spend in writing my paper

Employee Involvement in Employment Relations Process Sample Answer

Employment Relations Process

Introduction

In general terms, employee employment relations deal with the hypothesis and practice related to the management and control of employment deals. It is more concerned with the social and political aspect of the job revelated the allocation of power between executive and employees. It also delves into an expression of disagreement and the shared and regulatory structures within which the job relationship exists (Scott-Ladd, Travaglione & Marshall 2006).

To shed more light on the topic, this essay discusses a number of hypothetical perspectives of the job relationship and how specific viewpoints can inform methods used to deal with employees. It then investigates advancements in employment relations concerned with the fall of organizational unionism. The essay then summarizes the range of methods by which workers can have a say in organizational decision-making relating to operational and strategic challenges. The essay also looks at partnership methods of employee relations that employers use.

Employment Relations

Typically, employment relations deal with the organization and control of the job relationship in its political, social, legal, and also the economic context (Wilkinson et al. 2004). Key trends in employee relations include a fall in trade union connection, recognition and power, a fall in joint bargaining and the rising individualization of the job relationship.

The variety of explanations given for union fall over the past three decades includes variable industrial structures, socio-political opposition towards the union progress; greater individualization and adaptability of the management of workforce, changing social stances and an increasingly varied labor market (Ackers & Wilkinson 2003). Traditions in the administration of the job relationship differ between states. They are influenced by leading cultural values and organizational structures like the level of intervention in economic movement.

Often employed interchangeably, participation tends to mean practices which give the opportunity for cooperative decision-making, whilst involvement is linked with practices which look to engender worker contribution and dedication to organizational goals.

Beaumont (2003) discerns four wide categories of employee connection and participation initiatives that offer differing extents of influence over the process of decision-making. The process includes downward communication, increasing problem-solving, envoy participation and financial involvement. Partnership deals depend on the notion of mutual gains for executive and employees. However, some critics question the degree to which such results are achievable.

Employee Involvement in Employment Relations Process and Approaches to employee relations

The relations processes comprise of the methods adopted by managers to deal with workers either jointly through their unions or independently (Pyman et al. 2006). They will rely on the organizations’ expressed or indirect employee relations guidelines and strategies. The manner in which guidelines are created and how they work will be affected by, and will have an influence on, all employee relations environment. The development of policies also factors in employee influence.

Industrial relations procedures are those characteristics of relations that deal with the connections between managers and trade unions (Ackers & Wilkinson 2003). They are made up of: methods applied in recognizing trade unions; official methods of shared negotiation; collaboration as a method used for employee relations; all informal contacts on employment concerns that occur in the office between administration and trade union members or officials; aspects of all industrial relations scene like union association in the places of work, the check-off, meetings and strikes.

Negotiating methods and aptitude as a feature of shared bargaining are two different ideas which managers and employees choose to discuss from different perspectives (Wilkinson et al. 2004). Additionally, it is important to note that there exist employee relations processes used for contribution, participation as well as communication.

The results of these developments are various types of procedural and necessary agreements and employment measures, including coordination of terms and circumstances, and the methods used by institutions to administer with and even without trade unions (Pyman et al. 2006).

Four methods of creating employee relations regulations have been recognized by many Industrial Relations experts. The first is adversarial through which the organization makes a decision on what it wishes to work on and workers are anticipated to fit in (Katz & Darbishire 2000). Employees only exercise influence by refusing to collaborate. The second method is the traditional approach. The traditional ideas create a good working relationship but the administration proposes courses of action and the personnel react through its chosen representatives (Hoel & Beale 2006). The third method is a partnership. Through this method, the organization involves workers in the creation of regulations and execution of policies, but keeps the right to control. The fourth is power sharing. Through power-sharing workers are involved in the daily and strategic processes of making decisions in the workplace.

Adversarial approaches are less common today compared to the last half century. The traditional approach is the most common but more concern is being shown in partnership. Power sharing is evident but rare in the work place.

Against the backdrop of an inclination for a single approach, employee relations policies articulate the values of the institution on what kind of relationships between executive, workers and their trade unions are required. The policies also express the manner in which they should be sorted. A joint venture policy will aspire to develop and sustain a positive, creative, cooperative and credulous climate of worker relations (Beaumont 2003).

When they are expressed, policies give procedures for action on worker relations matters and can assist to guarantee that these matters are dealt with every time. They give the basis for explaining management’s aspirations (its worker relations plan) on important matters such as trade union recognition and shared negotiation.

Employee Involvement in Employment Relations Process and Role of Employees in Decision Making

Participation of employees in decision-making procedures has resulted in victorious value creation in a lot of organizations (Morgan & Zeffane 2003). Though the degree to which employees must participate in managerial decision making is a matter of public discussion. A number of people say that workers’ trade unions should contribute to the management as identical partners while others believe in limited or bounded involvement, or, the participation of workers to a narrow extent. On the other hand, there are numerous techniques through which workers can participate in the organizational decision-making process of their institutions.

The first is participation in board meetings. Representation of workers at the board is identified as industrial democracy (Scott-Ladd, Travaglione & Marshall 2006). Indeed it can play an essential role in defending the interests of workers. The envoy can put the challenges and matters affecting workers in front of the executive and direct the board affiliates to invest in worker benefit schemes and remuneration processes.

The second is participation by virtue of part ownership of a company. It is a method of ensuring workers’ contribution in managerial decision making process is making them a part of shareholders of the organization (Witt, Andrews, & Kacmar 2000). Inducing them to purchase equity shares, giving loans, and offering financial assistance to allow them to purchase equity shares happen to be some of the methods to keep them concerned with the process of making decisions.

The third is participation by way of shared negotiation. Shared negotiation refers to the contribution of workers through group agreements and by settling on particular rules and regulations (Marchington & Wilkinson 2005). This is a good way to ensure worker participation in decision-making processes. It ought to be well managed otherwise each party attempts to consider itself more important than others by defending selfish positions.

The fourth is participation by way of proposal systems. Proposal systems aim at encouraging workers to design unique thoughts. They refer to ideas that can solve multiple problems especially on issues such as expenditure reduction, waste control, security measures, and remuneration system (Witt, Andrews & Kacmar 2000). Building a developed process can increase the value of the managerial functions and generate a healthy surrounding and work traditions. For example, many multinational companies are known to have launched amazing regional suggestion schemes that have solved many issues. They receive many ideas from their employees and all organizations accept to fully discuss most of the issues.

The fifth is participation by way of absolute managerial control. This approach is referred to as a creative system of personal management where employees unions acts as an executive (Marchington & Wilkinson 2005). Through chosen boards, they assume full control of organizational administration. In this method, employees directly deal with the majority of managerial aspects or industrial matters through their own representatives in positions of decision making.

Employee Involvement in Employment Relations Process Conclusion

Employee relations are a term exploited for a huge number of practices and procedures. They are also a means by which workers can contribute to managerial decision-making processes. The degree to which diverse types of employee voice encourages employees to influence executive decisions varies depending on their vigor, extent, type and level. Employees can, therefore, have a legitimate say if managers support implementations of organizational policies that seek to improve employee relations with management and other employment processes.

Employee Involvement in Employment Relations Process References

Ackers, P & Wilkinson, AJ 2003, Understanding work and employment: Industrial

relations in transition, Oxford University Press.

Beaumont, P. B. (2003). Information and consultation. CIPD Publishing.

Hoel, H & Beale, D 2006, Workplace bullying, psychological perspectives and industrial

relations: Towards a contextualized and interdisciplinary approach, British Journal of Industrial Relations, 44(2), 239-262.

Katz, HC & Darbishire, OR 2000, Converging divergences: Worldwide changes in

employment systems (Vol. 32), Cornell University Press.

Marchington, M., & Wilkinson, A. (2005). Direct participation and involvement. Managing

human resources: personnel management in transition, 398-423.

Morgan, D & Zeffane, R 2003, Employee involvement, organizational change and trust in

management. International journal of human resource management, 14(1), 55-75.

Pyman, A, Cooper, B, Teicher, J & Holland, P, 2006, A comparison of the effectiveness of

employee voice arrangements in Australia, Industrial Relations Journal, 37(5), 543-559.

Scott-Ladd, B, Travaglione, A & Marshall, V 2006, Causal inferences between participation

in decision making, task attributes, work effort, rewards, job satisfaction and commitment. Leadership & Organization Development Journal, 27(5), 399-414.

Wilkinson, A, Dundon, T, Marchington, M & Ackers, P 2004, Changing patterns of

employee voice: Case studies from the UK and Republic of Ireland. The Journal of Industrial Relations, 46(3), 298-322.

Witt, LA, Andrews, MC & Kacmar, KM 2000, The role of participation in decision-

making in the organizational politics-job satisfaction relationship. Human Relations, 53(3), 341-358.

Human Resource Information Control Analysis

Human Resource Information Control Analysis Order Instructions: HR Information Control Analysis

In human resources departments, a repository of information on employees is kept.

Human Resource Information Control Analysis
Human Resource Information Control Analysis

Keeping this information confidential and secure is a topic of concern for all HR practitioners. Based on the information you have read in this unit, in a 2—3-page paper describe what your approach would be to manage personal employee information and provide a supporting rationale. Discuss the issues that may arise from the mismanagement of personal employee information and the liability for employers that may exist as a result.

*** Recommends strategies for maintaining the privacy of employee HR and benefit records and includes supporting details and rationale.

*** Analyzes the necessity of retaining and maintaining confidential employee information and includes supporting details and rationale.

Submit your HR Information Control Analysis paper in this assignment.

Human Resource Information Control Analysis Sample Answer

HR Information Control Analysis

To ensure proper management of employee information, it is important to understand the meaning of personal employee information, circumstances under which to collect, use or disclose personal employee information without seeking the employee’s consent, the responsibility to provide access to or correct personal employee information, safeguard the information and the during for which to retain an employee’s information (Society For Human Resource Management, 2014).

Personal employee information involves personal information of a person considered a potential employee, a current employee or a former employee. Information required by an institution for purposes of establishing, managing or terminating an employment relationship with a person is considered as personal employee information. It includes personal contact information, date of birth, employee number, salary or wages, taxation information, the hours of work, absences, vacation dates, terms and conditions of employment, disciplinary matters, work history, resumes and references, training received, and performance assessments (Tohidi, 2011).

To avoid legal liability, it is important to ensure that the collection, use, and disclosure of an employee’s personal information without the consent of the employee is to be solely for the purposes of recruiting, managing or terminating an employment relationship. In addition, the collection, use, and disclosure of personal employee information should only be based on a reasonability test. It is also important to provide current employees with notice as to the purposes for the collection, use or disclosure of personal information. Furthermore, the employee’s privacy rights need to be protected by the right to request to and correction of his/her personal information. The most important issue regarding personal employee information is taking reasonable measures to ensure that the information is safeguarded against unauthorized access, modification or destruction, and that it is retained only for a reasonable time as long as it is within the employment relationship.

Mismanagement of human resource information systems leads to legal, financial and functional problems for an organization. This impacts negatively on the efficiency and effectiveness of an organization as it leads to broken relationships between employees and the employer as well as among employees. Poor management of the HR information system is characterized by inadequate or lack of training of employees on information systems, seamless system integration, and inefficient system usability. Consequently, many employees find it difficult to use the provided information programs and end up becoming a liability to the company rather than serving a positive role within the business (Tohidi, 2011).

There are various strategies for maintaining the privacy of employee HR. It is important to ensure proper reporting using detailed guidelines, schedules, structures, and routines. The management decisions should also incorporate proper management of HR information systems in the organization’s overall vision and company goals, long-term objectives, organizational structure, staffing and labor relations, crisis management, and control of overall operations. The institution should also embrace personal computers management. The benefits of personal computer management include increased productivity and independence from Management Information System management. The organization should ensure proper staffing by hiring a competent personal computer manager and a network manager to ensure that information is properly maintained and kept safe.

Retaining and maintaining confidential employee information is necessary to avoid legal issues such as identity theft, data breach notification and privacy laws such as the Health Insurance Portability and Accountability Act, which mandate employers to devise processes and procedures for securing and safeguarding sensitive employee data and notifying employees of any breach of the confidential information (Society For Human Resource Management, 2014).

Human Resource Information Control Analysis References

Society For Human Resource Management. (2014). Confidentiality: Liability: Why is confidentiality critical to human resources? Retrieved from: http://www.shrm.org/templatestools/hrqa/pages/cms_017789.aspx

Tohidi, H. (2011). Human Resources Management main role in Information Technology project management. Procedia Computer Science, 3, 925-929.

The Human Resource Management

The Human Resource Management Order Instructions: What is the relation of being a director assistant and the human resource management? In other words, I want a detailed description of the role of the director assistant and describe any of his responsibilities to HR or Management.

The Human Resource Management
The Human Resource Management

What is the relation of being cabin crew in the international airline (flight attendance) and human resource management? In other words, I want a detailed description of the role of the cabin crew in the international airline (flight attendance) and describe any of his responsibilities to HR or Management.

Following conditions must meet:

1) Main Responsibilities should be a description of the main responsibilities and day? today duties in each position. Please provide as much information as possible.

2) Please provide Details Specific to Your Role (which is human resource management) it is important to provide enough information about what you did in each position; a couple of sentences for each year you held the position is a minimum. Provide examples where relevant.

3) Avoid blanket statements like “in charge of quality control”. Be specific – “I was responsible for quality control in the company’s factory in Madrid, producing over 100,000 units a year”.

4) Whenever possible, make the information specific to the program you are applying for (in my case is the master of human resource management). For example, If you are applying for a Marketing program, including details about your marketing experience. “In charge of Marketing” gives the University no idea about your abilities or experience; give details.

5) If you are applying to a program that is connected to your previous employment, make sure you make any connection obvious. You may not have worked in a Marketing position, for example, but may now want to do an MSc in Global Marketing because you did lots of marketing activities in addition to your normal job role

The Human Resource Management Sample Answer

 

HRM

In an organization, different staffs execute specific roles that match their skills. This paper describes the roles of a director assists and flight attendants as well as their relationships to HR.

Assistant director is one of the many job roles in an organization. Like any other roles, an assistant director is expected to execute different roles to help in achieving the goals of an entity.  Assistant director helps the director of the company or a department to execute various roles in the quest to achieve the set objectives. The assistant director helps in providing training and guidance in an entity. Training is an ongoing program in many institutions and therefore, they provide assistance in ensuring that these trainings are undertaken well to ensure that the trainee becomes efficient in their roles. They delegate duties to their junior staff; duties such as scanning, typing, and photocopying of documents. They as well shave the powers to hire, terminate and training staffs. Assistant directors as well take part in the planning and implementing of various programs such as annual calendar activities; they create schedules as well participate in the strategic management of an organization.

Assistant directors as well have the responsibility of ensuring that the corporate or work with their directors to trigger, sustain, and ensure that programs and services grow.  They ensure that operations and functions in the organizations move on smoothly as expected. Assistant directors can as well attend and preside over meetings in an organization. They as well ensure that the goals and objectives set are achieved. The assistant directors as well are expected to carry out various duties including, helping in the creation of budgets,, tracking expenditures,  creating presentations, arranging for special events fundraising initiatives,  representing the organization to the public, business partners and key stakeholders. In their day-to-day duties, assistant directors ensure that the processes are running on smoothly. They engage with their staffs and directors to give guidance and advice on the way things should be undertaken.

These responsibilities closely relate to those carried out by HRM.  For instance, just likes the human resources managers, assistant directors can provide training to the recruits, they can hire, and terminate the staffs. These roles are traditionally known to be performed by human resource managers. Furthermore, they as well participate in strategic planning in an organization and ensure that processes and functions run smoothly.  They as well participate in activities such as creating schedules and providing assistance to other managerial staffs to ensure that the organization achieves its goals and objectives.

Cabin crews also the flight attendant in an international airline carry out various roles in their day-to-day activities. Some of the roles they carry out have some relationships to human resource management.  Serving as cabin crew in an international airline for three years, I have done various roles.  The roles are more or less similar on daily basis.

Before the very flight, I attend a safety briefing with the pilot and the lead pilot flight attendant. In this briefing, I usually go over safety and emergency checklists, the features of the airplane and the locations and the amount of emergency equipment. This is very important as it enables me and other staffs to verify whether everything is in order. I also check and verify on special needs passengers such as small children traveling, VIPs unaccompanied children and passengers with any health conditions and such. I also check the cabins to ensure that they are functioning properly. Other things that I verify include equipment such as torches and life-vests, firefighting equipment, any dangerous goods and weights and size of the luggage, seats, ensure seat belts are fastened well (Vantoch, 2013). This is normally done before the flight takes off.

After taking off, I serve drinks and food to the passengers. I ensure that all passengers are served.  After servicing the passengers, I as well check and listen to any unusual situations or noises.  I as well check the cockpit regularly to ensure that the pilots are in good health and safety.  When the plane is landing, I check cabins to ensure that they are secure. All liquids are disposed and garbage collected. After landing, I assist the passengers especially the children with ID verification. I escort the children to help them complete their paper works.  Sometimes during emergencies, I responded immediately. I have training in this area.  My responsibility as cabin crew to the HR is to ensure that I execute my duties with diligent and as expected to avoid any disciplinary issues with the HR. I also have a responsibility to manage time well. My performance records determine whether I can be promoted or not.

Therefore, as I plan to pursue masters in human resource management, I can vehemently say that I have had enough experience working as an employee. My relationship with HRM as well has oriented me to the duties and roles of the HR in an entity. This, therefore, gives me a green light about the course.

Working as a cabin crew is a wonderful to experience even though the task is challenging.  It gives one an opportunity to interact with many people from various cultural backgrounds and in the processes enhances one’s socialization and communication skills

The Human Resource Management Reference

Vantoch, V. (2013). The Jet Sex: Airline Stewardesses and the Making of an American Icon.          Philadelphia, PA: University of Pennsylvania Press

Human Resource Management Essay

Human Resource Management
Human Resource Management

Human Resource Management

Order Instructions:

I need a description of the following subjects and their the relations the human recourse management

Communication skills, persuasion, public opinion, communication theories, personal style and analyze, social psychology, public relations

SAMPLE ANSWER

Human Resource Management

Human resource management is one of the functions in an entity aimed and maximizing employee performance to meet the strategic objectives of the employer. Human resource is about managing people by focusing on policies and systems. Human resource department undertakes various activities including employee recruitment, selection, training, performance appraisal, development and rewarding (Anca-Ioana, 2013). They are as well responsible for industrial relations that entails balancing organizations practices and regulations that results from collective bargaining and government regulations. This therefore indicates that indeed HRM relates to other disciplines/subjects.

HRM relates with different subjects in many ways. Some of the subjects that relates to HRM include, persuasion, communication skills, communication theories, public opinion, personal style, social psychology and public relations.

Communication skills are concerned about one’s ability to express their opinions and views. Communication allows people to share their views and is something that happens every time in people lives (Anca-Ioana, 2013). Understanding the way people communicate at personal, group and organizations level is essential in any conversation. Human resource managers must be good communicators both orally and written. They must understand various forms of communication such as verbal and nonverbal and the situations under which such communications occurs. Furthermore, they should have good listening skills and understand the barriers of communication to enable them communicate well. HRM must engage with their employees, employers and other stakeholders in many ways. This engagement can only succeed if HRM have better communication/ negotiation skills. Therefore, these skills are relevant and essential in the operations of the HRM as they contribute in their achievement of their goals and objectives.

Persuasion is the art of convincing people to buy ones ideas or views. Persuasion requires an individual to understand the strategies to use in their communication skills. Persuading other people to do something is not easy and it requires to employ certain strategies such as presenting the advantages of taking certain actions over the others, articulating issues objectively and providing rewards among many others (Anca-Ioana, 2013). Human resource management need to poses persuasion skills to render their duties well. Human resource encounters different situations that require them to persuade their partners to achieve their goals. For instance, when negotiating for salaries and other benefits, human resource  are required to persuade the employees to receive the packages set as per the budget to avoid employee resentment or go slows.  HRM as well should have these skills when engaging in collective bargaining with other stakeholders such as government and even their employers.

Members of the public have their opinions concerning decisions and policies that organizations pass. Their opinions may rhyme of vary with that held by the HRM management of an entity. It is important for the HRM to consider public opinion on certain policies or regulations to avoid conflicts and disagreement during their implementation (Anca-Ioana, 2013). HRM therefore are expected to solicit the views or opinions of the members of the public when proposing change. For instance, when HRM wants to change the time of reporting and leaving workstations, they should seek opinions of the stakeholders before instituting this change. This will ensure that the systems operate efficiently without any disruption, as people will be convinced and aware of the changes.

Communication theories provide an understanding of how communication happens between the sender and the receivers. These theories ensure that communication is understood. Some of the theories include, Shannon and weaver, two-way communication theories among many others.  These theories provide a description of the way people communicate and the barriers encountered hence improve the concept of communication. These theories are important in HRM as they help them to understand different situations when communicating with others parties in an entity.

People have different personalities and personal styles in terms of how they carry out their duties, their knowledge, their abilities and scope of skills and understanding.  At an organization level, HRM must understand these styles to be in a better to assign roles and duties to employees. Understanding this style is also essential when negotiating on various aspects that concern the organization.

Social psychology is another important subject that HRM must appreciate. Social psychology concerns how people have socialized and how they perceive things based on this socialization. The way people view things differs because of their bringing and environments. Therefore, it is important for HRM to understand the different social orientation and thinking of the people, they work with in an organization.

Public relation is a broader field that impacts on the field of HRM. Public relation is concerned about establishing mutual relationships to build mutual beneficial relationships between the entity and the members of the public. Public relations, is an art and social science of analyzing trends, predicting the consequences. It also involves initiatives of counseling organizational leaders and implementing planned programs of actions for the benefit of both the entity and the public. Therefore, this means that public relation involves conducting research to come up with tangible information on the various trends. Public relation as well enables the practitioner to provide counseling services for the leaders and implementing appropriate actions to benefit the entity and the public. Human resource management, require public relations as they execute their duties to be able to analyze trends, predict  the consequences of the actions they take and as well to provide counseling services to  employers and employees. They as well implement actions or decisions that benefit the organizations and the other stakeholders.

In conclusion, it is apparent that HRM borrow on various subjects. The human resource management requires various skills and knowledge to execute their duties diligently. They require to have different skills such as communication, skills, persuasion skills, understand, communication theories, personal styles, social psychology as well as public relations

Reference

Anca-Ioana, M. (2013). New approaches of the concepts of human resources, human resource      management and strategic human resource management.  Annals of the University of       Oradea, Economic Science Series, 22( ): 1520-1525.

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Employee Benefits Research Paper Assignment

Employee Benefits
Employee Benefits

Employee Benefits

Order Instructions:

Dear Sir,

I need an essay in the following subject:

Identify and assess the benefits that should be part of a core package and those benefits that should be part of a flexible package. Defend the use of such benefits and how they may be superior to others with regards to motivation.

The following conditions must meet in the essay:

1) I want a typical and a quality answer which should have about 1400 words.

2) The answer must raise appropriate critical questions.

3) The answer must include examples from experience or the web with references from relevant examples from real companies.

4) Do include all your references, as per the Harvard Referencing System,

5) Please don’t use Wikipedia web site.

6) I need examples from peer reviewed articles or researches.

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

Employee benefits comprise of various types of non-salary compensations that are Employee benefits comprise of various types of non-salary compensations that are accorded to employees in addition to their basic salaries or wages. A set of core benefits must be covered in the various company plans with significance.  Some benefits that employees need to receive are well stipulated in the law, such as unemployment compensation, social security as well as worker compensation. Employees, therefore, have the right to be provided with such benefits. Other types of benefits are diverse and distinct from one farm to another or different industries e.g. pension, life insurance, health insurance, gratuity, medical plan, and paid vacation.

Flexible business plans should enable employees to make a choice of the benefits that they need or want from a program package that is offered to them by employers (Wayne, 2010). This paper is the identification and assessment of the various benefits that should from part of the core package and the benefits that should form part of a flexible package. There is an analysis on the superiority of the respective benefits in regards to motivation in this discussion as well.

Creating a benefits package that is comprehensive for employees encourages them to lead productive and healthy lives at the workplace. Such unique core benefits like on-site care during work, pet insurance, sponsorship of corporate events, and the matching of the company with donations for charity all make a very important difference. However, in compiling the core benefits package, employers should be able to choose the benefits that perform optimally with the culture of the company and determine how programming of benefits will ultimately affect the bottom line (Wayne, 2010). In some instances, it is those smallest perks that are less costly in both financial and time frameworks that bring in the most impact. In the present day, organizations are increasing their creativity by compiling their core benefits packages such that stress on the health benefits to employees. Such programs that have been included in the CORE plans even include; flu shots on the worksites, prenatal care, CPR training, and smoking cessation programs (Wayne, 2010).

A study has shown that organizations that present attractive packages to their employees enjoy significantly reduced turnover rates as compared to an organization that don’t do the same. In terms of the level of motivation that core benefits packages are set to increase on the part of the employees, retirement and benefits programs often come first, and then the preferred network of partnership programs come second. Retirement planning and the administration of these benefits is one essential core package content that should be put into consideration by employers. Organizations should involve an experienced team in implementing health plans, disability and life insurance, 401ks, and accounts for tax saving (Hunt, 2007). The employer’s network affiliates should look at the unique employee situations and then customize a harmonized retirement and benefits plan. In regard to preferred network for partnership as the second most crucial package of the benefit plan, organizations should strive to offer sound advice and customized solutions to help employees achieve their short and long-term objectives, making sure a secure financial future is guaranteed. The preferred partners that they hire should provide educational guidance and information on mortgages, home buying, insurance, financial planning and many more (Hunt, 2007). This will save their employees on money and time substantially.

The reason retirement and benefits programs will come before the preferred network for partnership in terms of employee motivation is because a core benefits package must include supplemental health products as the most significant component.  The supplemental health benefits offer creative solutions to the issue of the cost of healthcare, at the face of sky rocketing healthcare costs. Employees need to benefit by having a catastrophic coverage, but still under reasonable deductions, and that’s why this package must be included in the core benefits package. In an era of sky rocketing costs of benefits, employers are in a dilemma concerning the cutting down of costs related to employee benefit while at the same time providing a comprehensively attractive benefits plan. A research survey done by LIMRA shows that 63 per cent of the employees stated that core benefits were an important factor in the selection of job offers from two different companies (Hunt, 2007). Core benefits for full-time employees include basic life insurance and personal accident insurance; longtime disability coverage; tuition remission; and tuition exchange, among others. The core benefits that are awarded to both part time and full time employees include; business travel and accident travel insurance and health advocate and employee assistance programs (Hunt, 2007).

Flexible benefits packages allow employees are normally formalized systems that enable employers to make a variation of their benefits and pay package in order to meet their personal wants and requirements (Wayne, 2010). Majority of organizations only give chance limited form of flexibility for a few number of benefits, but in the recent developments in the realms of the work environment, a comprehensive flexible benefit culture has been adopted, but still they are not adopted widely as much as Core benefits are. Companies should however introduce a flexible benefits package scheme as part of a broad move towards more flexible environment for work. Flexible schemes will increase the reward value that is perceived as being offered to employees at no extra cost, hence boosting the employee motivation levels. The inclusion of benefits plans ranges from organization to the other with some organizations favoring a limited approach as opposed to the limited one (Wayne, 2010).

In order of decreasing impact on the level of employee motivation, the flexible benefit package content can be listed as follows: company pension scheme, life assurance, private medical insurance, critical illness insurance, personal accident insurance, and holidays (Henricks, 2013). It is evident that this list encompasses mostly on the flexible health benefits. This is because they perform better in the realms of employee motivation, tax and national insurance implications, as well as the impact to the organizations determined by employee health. Other flexible benefits that fall behind the above listed category include flexible schemes on; marriage and divorce, birth or child adoption, death of a dependent, absence of long-term sickness, and promotion (Henricks, 2013).

In the case of a flexible business plan, employees are actual contributors to the benefits plan because they are accordingly deducted from their before-tax income, hence reducing their contribution of the employers (Gould, 2010). The flexible plans have increased in popularity with employers in the present day workplace setting. This is because of such corresponding changes in the health and child-care cost, which have dramatically and tremendously risen in the last few decades. The organizations, therefore, have to customize and harmonize on the benefits to offer and which not to offer because, in the general sense, all employees expect benefits as a result of employment.  In return, they will be motivated, and this will benefit their employers (Gould, 2010).

At Suncor, for example, the organization has believed the importance of rewarding people who have a hand towards the success of the business. This can either take monetary as well as nonmonetary form; examples of employee packages that have been implemented in this organization include career development programs, benefits and pensions. The organization has specifically implemented competitive saving plans and pension schemes, insurance and comprehensive healthcare, generous time of duty put together in a package that is adjustable to accommodate the constantly changing needs of individual employees and their families (Compensation & Benefits – Careers – Suncor. (n.d.). Flexible benefits scheme can allow employers to give room to staff to choose the benefit that they feel suit them, in the USA; this benefit is considered a popular method of integrating benefits packages. During acquisitions and mergers, flexible benefits scheme a diverse option from which the employees can choose from. These include provision of mobile phones, vouchers and childcare

In the general analysis, the main logic of offering employee benefits besides employee motivation is to meet the changing workforce needs (Johnny, 2011). Especially with the generation z entering the workforce and the generation y extending their retirement times, it is becoming increasingly important and common to create a workplace whereby the employee benefits cover both generations working in this setting. By offering both core and flexible benefits, employers are offering the employees an opportunity to the choice of packages that will best satisfy their various unique requirements, hence keeping them motivated to the goals of the organization (Johnny, 2011).

References

Johnny F. (1 February 2011) “Flex Plan Enrollment Rules Eased” Employee Benefit News.

Henricks, Mark. (May 2013) “Take Your Pick: Want to keep health-care costs low and employees happy in today’s economy?” Entrepreneur.

Gould, Jay (24 November 2010, “Flexible Spending Accounts Benefit Both Employees, Employers.” San Antonio Business Journal..

Wayne R. (11 December 2010), “How to Set Up a Cafeteria Plan.” Capital District Business Review. 11 December 2000.

Hunt, Kelly A. (August 2007), “Survey Finds Flexible Benefits on the Rise, Particularly Among Public Employers.” Government Finance Review.

Compensation & Benefits – Careers – Suncor. (n.d.). Retrieved November 13, 2014, from http://www.suncor.com/en/careers/544.aspx

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Challenges and Solutions to Effective Recruiting

Challenges and Solutions to Effective Recruiting
Challenges and Solutions to Effective                                  Recruiting

Challenges and Solutions to Effective Recruiting

Order Instructions:

Dear Sir,

I need an essay in the following subject:

For this essay (case study) you will need to read the following article:
Recruitment in the 21st Century (the article is included as an attachment)
After you have read the article, complete the following:

Identify and analyze the challenges in staffing, especially with regards to personnel selection practices. Identify the best approaches to successful recruitment.

The following conditions must meet in the paper

1) I want a typical and a quality answer which should have about 1100 words.

2) The answer must raise appropriate critical questions.

3) The answer must include examples from experience or the web with references from relevant examples from real companies.

4) Do include all your references, as per the Harvard Referencing System,

5) Please don’t use Wikipedia web site.

6) I need examples from peer reviewed articles or researches.

Appreciate each single moment you spend in writing my paper

Best regards

SAMPLE ANSWER

Challenges and Solutions to Effective Recruiting

Recruiting new employees is becoming more and more difficult among employers today. There are a variety of challenges attached to the recruitment exercise ranging from finding to attracting good talent. On the other hand, employees have become more and more aware of the need to identify employers who are more likely to accommodate them indefinitely and to give them a reasonable compensation while at the same time placing them under proper working conditions. This paper analyzes the major drawbacks to the recruitment process and provides viable solutions.

Challenges

Finding talent is one challenge that employers find rather difficult in the present age. In this regard, employees are becoming more and more likely to resist new employers if they are of high quality (Shafique, 2012). High quality employees also have restrictions as to who may employ them (Gberevbie, 2008). If the needs of the employer and the employee to not complement each other, then recruitment is made difficult.

Employers must also seem attractive for them to attract good talent. In this regard, for employers to get access to good talent, they must also be willing to go an extra mile while dealing with potential employees (Shafique, 2012). This includes giving feedback to unsuccessful candidates, planning for interviews swiftly and using a variety of platforms to advertise the company’s vacancies.

Another challenge to the recruitment exercise is selecting the right platform for advertising. While employers have recognized the need in utilizing multiple platforms, they have failed in regard to identifying the right partners in this regard (Hutchinson, 2010). On the one hand, they must identify companies that offer relevant personnel and on the other hand they must obtain one with a sufficient employee network.

Today, employers have had to change their staple from A-level to mainly graduate recruiting (Shafique, 2012). This is because present generations have come with a vast knowledge in technology coupled with a high level of education. With this regard, employers have found the need to accommodate the new developments in order for them to remain relevant to their field.

Another challenge in the industry is the problem of identifying individuals who will fit into the company culture (Sage, 2014). For certain companies such as Apple, identifying someone who will fit into the company culture is vital. The company culture at Apple requires creative people who are able to work in teams. Identifying such people is sometimes rather difficult. Consider the position of Head of Retail in the company. When it was left vacant after the resignation of Ron Johnson in 2011, the position was filled by John Browett. However, the new head of sales could not fit into the culture at Apple and was finally replaced. Currently however, the position has been filled by Angela Ahrendts. Angela fits perfectly in the culture of Apple (Gurman, 2013). The only issue arises in that the company had to search for a whole two years before finally settling on her.

Finally, there is the challenge of identifying the best candidate fast. Sometimes employees need to identify a good candidate fast. If they do, they are faced with the challenge of compromising on some of their values or doing devising alternatives of getting the roles performed. Both of these options may impact on the productivity of the company. It is therefore important that each of the roles be satisfactorily filled as soon as reasonably possible.

Solutions

With the many challenges that have been identified in recruitment, employers must devise suitable recruitment methods. A company should also be willing to look at various platforms before finally settling on any one. Alternatively, the company should identify various platforms and adopt as many as possible so as to get access to a wider number of potential candidates.

One very important aspect of recruiting today is using the internet. It solves most of the challenges above. First, it is often one of the swiftest recruitment methods. It comes with little effort and brings with it, a variety of options. The internet is also one of the most cost-effective methods (Shafique, 2012). Today, all major companies have identified the need to incorporate recruitment into their online company profiles. All major companies make sure that they advertise vacant positions on their websites. In most instances, employees who are motivated or interested in working for the company often look on the company’s website. Tapping the internet could therefore be a source of quality employees who are ready to jump ship.

Advertising is another important aspect of recruiting. Advertising vacant positions has always been part of most companies’ recruitment programs. It involves the company’s paying for advertisement services from another company in order to fill vacant positions (Walker, 2008). On doing this, the company must be willing to pay as well as explore various options. Some quality employees are only going to be reached on the internet while others are only going to be reached on newspapers or magazines (Haar & White, 2011). Posting advertisements on numerous platforms opens up the position to various candidates.

Once the position has been opened to the public, numerous applications will often be made. It is important for the company to identify methods of obtaining only the right candidate for the position. This involves eliminating all those who are unqualified and retaining only those who are potential candidates (Walker, 2008). The best method is to review the properties of each candidate individually and only retaining only those who will be suitable for the position. After this, the right candidate should be identified by interviews.

In the course of filling positions, companies can take advantage of the big number of applicants to identify talent (Shafique, 2012). Some candidates may not qualify for certain positions but be perfect for others. Analyzing each candidate independently helps the company to identify such talent and take advantage of them accordingly.

Once talent has been identified, it should also be retained. Retaining employees involves a variety of concepts. First, employers should be willing to go an extra mile and provide good compensation plans for its employees (Rostker, Hix & Wilson, 2007). If employees are not given attractive plans, they will keep looking. Employees who keep looking will be most likely moving to other companies if an opportunity arises. Proper working conditions should also be prioritized to ensure that employees prefer working there regardless of the pay levels.

In conclusion, companies usually must a have a continuous recruitment program to deal with its growth and the positions that are left vacant by exiting employees. Identifying the right talent is vital to the recruitment exercise. Employees who move the operations of the company should be retained at all costs. Getting such employees requires identifying a variety of strategies and employing as many as possible to ensure that the company never falls short of candidates to employ.

References

Shafique, O. 2012. Recruitment in the 21st Century. International Journal of Contemporary Research in Business, 4(2), 887-901.

Gberevbie, D. 2008. Employee Retention Strategies And Organizational Performance. IFE PsychologIA, 16(2).

Gurman, M. 2013. Apple finally finds new Head of Retail: Burberry CEO Angela Ahrendts. Will begin in Spring 2014, run Online Stores too. [online] 9to5Mac. Available at: http://9to5mac.com/2013/10/14/apple-finally-finds-new-head-of-retail-burberry-ceo-angela-ahrendts/ [Accessed 6 Nov. 2014].

Haar, J. and White, B. 2011. Corporate entrepreneurship and information technology towards employee retention: a study of New Zealand firms. Human Resource Management Journal, 23(1), pp.109-125.

Hutchinson, I. 2010. People glue. Warriewood, N.S.W.: Woodslane Press.

Rostker, B., Hix, W. and Wilson, J. (2007). Recruitment and retention. Santa Monica, CA: Rand Gulf States Policy Institute.

Sage, 2014. Top five recruiting challenges HR professionals face and how to overcome them. [online] Available at: http://na.sage.com/us/articles/hr/five-recruiting-challenges [Accessed 6 Nov. 2014].

Walker, H. 2008. Advertising and recruiting. ACM SIGCSE Bulletin, 40(2), p.16.

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Pros and cons of removing personal information

Pros and cons of removing personal information
Pros and cons of removing personal information

Pros and cons of removing personal information prior to the screening and short listing of applicants for employment

Order Instructions:

Dear Sir,

I need a paper in the following subject:

Identify the pros and cons of removing personal information, such as age, gender, ethnic origin, and family or marital circumstances, prior to the screening and short listing of applicants for employment. Take a position for either removing or retaining such information.

The following conditions must meet in the paper

1) I want a typical and a quality answer which should have about 830 words.

2) The answer must raise appropriate critical questions.

3) The answer must include examples from experience or the web with references from
relevant examples from real companies.

4) Do include all your references, as per the Harvard Referencing System,

5) Please don’t use Wikipedia web site.

6) I need examples from peer reviewed articles or research.

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SAMPLE ANSWER

Every employee has personal information with regards to age, ethnic origin, gender, and marital status that can possibly be captured, or left out prior to screening and shortlisting of employment application. Removing or retaining personal information has possible implications that should adequately be considered during shortlisting.

Mollick (2010) argues that the removal of the personal information helps a person to have maximum privacy in accordance to the Freedom Act and the Privacy Act that forbids a company from releasing an employee’s personal information.Some information like the payroll information in the case of federal agencies is exempted from the public disclosure and this can only happen when a person has declared his information to be released to the public (Iannarelli & O’Shaughnessy, 2014).The failure not to assess the employee’s personal information makes them have a complete trust on their employer since they are sure that such information will not be used in a biased manner against them. Most employees are free to release their personal information to their employers but they would not wish that this information be used against them for discrimination purposes in their workplace. In a case where trust is lost, employees tend swift to places where they are treated better such that their personal information is not necessary for employment purposes. Some people fail to avail their personal information since they think by doing that they will have invaded their personal liberty and this helps them not to reveal their background checks to their employer. A mistake done in the youth may affect a person in that they don’t get a certain job and if they do not disclose their personal information to their employees they secure the job at hand. Over the year, people have been discriminated in their workplace due to ethnic origin, religion, gender, and background. Concealing such personal information is the only chance that can help reduce such forms of discrimination.

The removal of personal information is useful since it helps one not to be able to sell another person’s information to unscrupulous persons that may use such information in unnecessary means. In the case of personal property like the driving licenses, it is important not to give such personal information to the employer for easy retrieval in case such documents get lost. Not disclosing personal information helps victims to be able to protect themselves from the thief’s who have intentions of hacking their systems or acquiring property from them through unauthorized means.The ability not to disclose personal information’s helps one to be sure that his information is not being misused or even it is not compromised by organizations or their employers for their own benefits and not issues related to their duties. Thorough background checkup protects the employers not to have problems in their future lawsuits with their employer.

It is advisable to have a specific person who receives company office calls since it is good to have one person who is trusted in safeguarding employee’s information (Blanpain, 2014). On the other hand, background checks are very expensive in terms of money since most employers tend not to carry thorough checks on the people they are about to employ since its highly expensive to do so.Litigation is evident in most companies since they failed to carry enough background check on the people they were employing, a good case example is Wal-Mart, which was involved in the negligence lawsuit in matters related to employees personal information (Teevan & Jones, 2006). The employer can highly be penalized by not dealing with private information or data that is provided to him in irresponsible manner and this may bring problems on the side of the employee. Carelessness of losing personal information may lead to heavy fines which may make the employers be compromised by the court to pay them.The company that gets access to personal information or even the doings of those persons and fails to handle it well may find itself in problems if such information was to get into the wrong hands; hence they need to be very sensitive on such information.According to Charters (2005), the extensive background checks carried out by company employers may be very crucial to a person’s livelihood and this explains why companies should not make errors while performing background checks.Terrorist attacks have contributed to the result of high security check since it is hard to get a job without undergoing serious security check for the employer to be sure of the type of a person he is dealing with.

However, disclosing the personal information of the employees also has some benefits (Iannarelli & O’Shaughnessy, 2014). Disclosing such personal information helps the HR department to prove to the management and the general public that they are fair in their recruitment and that all the demographic groups are incorporated. This is highly important in cosmopolitan zones and ethnically mixed population, whereby any form of discrimination is highly sensitive. In addition, displaying personal information enables the HR department to plan for necessary adjustments with the aim of ensuring that all the demographic groups are represented. A particular demographic group can be good in doing a particular task within the organization and thus, such personal information can be used by HR for their employee placement.

References

Blanpain, R.2014. Protection of Employees’ Personal Information and Privacy. Wolters Kluwer Law & Business

Charters, D. 2005.Managing employee personal information. CMA Management. Vol. 79 Issue 2, p14-15

Iannarelli, J. & O’Shaughnessy, M. 2014.Information Governance and Security: Protecting and Managing Your Company Proprietary Information. Butterworth-Heinemann, 1 edition

Mollick, J.S. 2010.Determinants of perceived trustworthiness in managing personal information.International Journal of the Academic Business World. Vol. 4 Issue 1, p19-28

Teevan, J. &Jones, W.2006.Personal Information Management.Communications of the ACM. Vol. 49 Issue 1, p40-43

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