Human Resource Management

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Reflective Paper on Human Resource Management
Cortney O’kelley
BUS 303 Human Resources Management
Instructor: Jeffrey Lindeman
February 25, 2013

My Reflective Paper on Human Resource Management
Human resources development lies at the heart of economic, social and environmental development. It is also a vital component for achieving internationally agreed sustainable development goals, including the Millennium Development Goals, and for expanding opportunities to all people, particularly the most vulnerable groups and individuals in society as noted by Department of Economic and Social Affairs 2012. In this report I will reflect on the human resources department and how it seems to be the storehouse for maintaining the history and successfulness of an organization; from Human resources planning, recruitment, and selection, EEO and Affirmative Action, Human resources development, Compensation and benefits, Safety and Health, and Employee and labor relations. Proactive planning is the key to effective recruitment and selection action. “Human Resource Planning ‘Businesses rely on effective human resource management (HRM ) to ensure that they hire and keep good employees , and that they are able to respond to conflicts between workers and management . HRM specialists initially determine the number and type of employees that a business will need over its first few years of operation. They are then responsible for recruiting new employees to replace those who leave and for filling newly created positions. (enote.com) The job description and the job specification are useful tools for the staffing process, the first of the seven HR functions to be discussed. Someone (e.g., a department manager) or some event (e.g., an employee's leaving) within the organization usually determines a need to hire a new employee. In large organizations, an employee requisition must be submitted to the HR department that specifies the job title, the department, and the date the employee is needed. From there, the job description can be referenced for specific job related qualifications to provide more detail when advertising the position internally, externally, or both (Mondy and Noe, 1996).

Not only must the HR department attract qualified applicants through job postings or other forms of advertising, but it also assists in screening candidates' resumes and bringing those with the proper qualifications in for an interview. The final say in selecting the candidate will probably be the line manager's, assuming all Equal Employment Opportunity Commission (EEOC) requirements are met. Other ongoing staffing responsibilities involve planning for new or changing positions and reviewing current job analyses and job descriptions to make sure they accurately reflect the current position.

Once a talented individual is brought into an organization, another function of HRM comes into play an environment that will motivate and reward exemplary performance. One way to assess performance is through a formal review on a periodic basis, generally annually, known as a performance appraisal or performance evaluation. Because line managers are in daily contact with the employees and can best measure performance, they are usually the ones who conduct the appraisals. Other evaluators of the employee's performance can include subordinates, peers, group, and self, or a combination of one or more (Mondy and Noe, 1996).

Just as there can be different performance evaluators, depending on the job, several appraisal systems can be used. Some of the popular appraisal methods include (1) ranking of all employees in a group; (2) using rating scales to define above-average, average, and below-average performance; (3) recording favorable and unfavorable performance, known as critical incidents; and (4) managing by objectives, or MBO (Mondy and Noe, 1996).

Cherrington (1995) states that performance appraisals serve several purposes, including:(1) guiding human...
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