The Effects of Human Resource Management
The Effects of Human Resources Management: Cultural Institution
Stacie M. Dizzley-Streeter
University of Maryland University College
Submitted in partial fulfillment of the requirements of
HRMD 610 Section 9080 Spring 2014
To
Dr. Arthur Graziano
03/10/2014
For seven years I was employed at a small non-profit cultural institution in a small town in South Carolina where I had volunteered previously for three years. During my years of volunteering and employment with this organization I witnessed how human resources effected the work place environment as well as how human resources effected how the public viewed the organization. Human resource management practices can make or break an organization, especially an organization that daily operations are dependent upon volunteers (American Alliance of Museums, 2013). Effective human resources provide an organization with a competitive advantage in a working environment and have a positive correlation the job satisfaction of employees and volunteers (Barbeito, 2004). Effective and successful human resource management may also increase organizational success while reducing intentions of quitting and negative word of mouth of employees (Arasli, Bavik & Ekiz, 2006). If human resource management mechanisms do not work effectively and efficiently, an employee will lack commitment and loyalty toward the organization (Barbeito, 2004).
I was one of the five paid employees at the museum. There was not much diversity when it came to race. I was the only minority employed and I was also the youngest paid employee. The majority of the employees were Caucasian and between the ages of 50 and 80 years old. One employee of the museum was mentally disabled who was hired through a special program in the county. The rest of the museum staff is comprised of regular volunteers and two high school student interns.
Usually if a museum has no paid staff the museum board is responsible for the volunteer human resources.
Stacie M. Dizzley-Streeter
University of Maryland University College
Submitted in partial fulfillment of the requirements of
HRMD 610 Section 9080 Spring 2014
To
Dr. Arthur Graziano
03/10/2014
For seven years I was employed at a small non-profit cultural institution in a small town in South Carolina where I had volunteered previously for three years. During my years of volunteering and employment with this organization I witnessed how human resources effected the work place environment as well as how human resources effected how the public viewed the organization. Human resource management practices can make or break an organization, especially an organization that daily operations are dependent upon volunteers (American Alliance of Museums, 2013). Effective human resources provide an organization with a competitive advantage in a working environment and have a positive correlation the job satisfaction of employees and volunteers (Barbeito, 2004). Effective and successful human resource management may also increase organizational success while reducing intentions of quitting and negative word of mouth of employees (Arasli, Bavik & Ekiz, 2006). If human resource management mechanisms do not work effectively and efficiently, an employee will lack commitment and loyalty toward the organization (Barbeito, 2004).
I was one of the five paid employees at the museum. There was not much diversity when it came to race. I was the only minority employed and I was also the youngest paid employee. The majority of the employees were Caucasian and between the ages of 50 and 80 years old. One employee of the museum was mentally disabled who was hired through a special program in the county. The rest of the museum staff is comprised of regular volunteers and two high school student interns.
Usually if a museum has no paid staff the museum board is responsible for the volunteer human resources.