Themes in Hrm

Topics: Organizational culture, Human resource management, Organizational studies and human resource management Pages: 20 (6414 words) Published: September 14, 2013

TABLE OF CONTENTS

1.0 INTRODUCTION ……………………………………………………………… 1 1.1 HUMAN RESOURCE MANAGEMENT ………………………………… 1 1.3 STRATEGY …………………………………………………………………2 2.1 PERFOMANCE ……………………………………………………………….5 2.2 Performance Standards ……………………………………………….5 2.3 Performance Measurements ………………………………………….6 2.4 Performance Appraisal ………………………………………………….8 3.1 COMMITMENT ……………………………………………………………….8 3.2 MODELS OF COMMITMENT ………………………………………………10 4.0 FLEXIBILITY …………………………………………………………………11 4.0.1 Flex time ……………………………………………………………….13 4.0.2 Telecommuting ………………………………………………………13 5.0 CULTURE ………………………………………………………………………13 5.0.1 Rituals …………………………………………………………………15 5.0.2 Values …………………………………………………………………15 5.1 Strong/weak cultures …………………………………………………16

6.0 POWER ………………………………………………………………………….17 6.1 Five bases of power ……………………………………………………18 6.1.1 Legitimate power ……………………………………………………18 6.1.2 Referent power ………………………………………………………18 6.1.3 Expert power ………………………………………………………….19 6.1.4 Reward power …………………………………………………………19 6.1.5 Coercive power ………………………………………………………..20 7.0 EQUAL OPPORTUNITY ……………………………………………………...20 7.0.1 Equity Pay …………………………………………………………….20 7.0.2 Disabled Workers …………………………………………………….20 7.0.3 Age Discrimination …………………………………………………..21 7.1 EQUAL OPPORTUNITY POLICIES ………………………………………..21

CONCLUSION ……………………………………………………………………..21

REFERENCES ……………………………………………………………………..22

ABSTRACT

Themes in Human Resource Management refer to the dominant ideas in the management of employees in an organization. This paper discusses the various themes in Human Resource Management which include; Strategy, performance, culture, flexibility, commitment and equal opportunity.

THEMES IN HUMAN RESOURCE MANAGEMENT

1.0 INTRODUCTION
1.1 HUMAN RESOURCE MANAGEMENT
Human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. It is the sum total or aggregate of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the persons employed in the organization. The human resources are multidimensional in nature. From the national point of view, human resources may be defined as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the viewpoint of the individual enterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees. Human resource defined

Human Resource Management has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization. Its objective is the maintenance of better human relations in the organization by the development, application and evaluation of policies, procedures and programmes relating to human resources to optimize their contribution towards the realization of organizational objectives. In other words, HRM is concerned with getting better results with the collaboration of people. It is an integral but distinctive part of management, concerned with people at work and their relationships within the enterprise. HRM helps in attaining maximum individual development, desirable working relationship between employees and employers, employees and employees, and effective modeling of human resources as contrasted with physical resources. It is the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization.

2.0 STRATEGY
Human Resource Management (HRM) strategies are organization’s plans for managing people, culture, structure, and training and development, and for determining how people fit into your organization's future growth. Organizations are faced with rapid changes and need to develop a more focused and...


References: M, Armstong (2009) HUMAN RESOURCE MANAGEMENT PRACTICE London and Philadephia.
Certo, S.C (2008) SUPERVISION; CONCEPTS & SKILLS BUILDING McGraw-Hill, New York
Hannagan, T (2008) MANAGEMENT; CONCEPTS AND PRACTICES Pearson Education Ltd, U.K
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