Human resource management?
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Wow! I had to do all that stuff and had a team of 56 to manage. I could never had gone to university to study as I am an action learner - hitting the ground running. I would really like to give you some advice, but I was self taught with books I purchased!
You've had a lot of advice here. I hope your lecturers have actually been in the big wide world of work - it does help to have really experienced lecturers who can demonstrate what they teach.
I did enrol for a part-time evening course for MA Hons Degree in Business Administration at one stage, but when the lecturer said 'I don't care if you attend of not - I get paid anyway' and then spent the rest of the session strutting back and forth under the NO SMOKING sign, smoking himself silly I lost all respect.
Of course it didn't help when the boss kept asking me to carry out some urgent task for him on the evening of my course.
Anyway, eventually I ended up as a Chief Executive - and continued to hit the ground running! I'm now retired.
Good Luck
Human resource development in relation to recruitment and selection
In terms of recruitment and selection it is important to consider carrying out a thorough job analysis to determine the level of skills/technical abilities, competencies, flexibility of the employee required etc. At this point it is important to consider both the internal and external factors that can have an impact on the recruitment of employees. The external factors are those out-with the powers of the organization and include issues such as current and future trends of the labor market e.g. skills, education level, government investment into industries etc. On the other hand internal influences are easier to control, predict and monitor, for example management styles or even the organizational culture.
In order to know the business environment in which any organization operates, three major trends should be considered:
Demographics – the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc.
Diversity – the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of female employees in comparison to thirty years ago. Also over recent years organizations have become more culturally diverse and have increased the number of working patterns (part-time, casual, seasonal positions) to cope with the changes in both society and the global market. It is important to note here that an organisation must consider the ethic and legal implications of their decisions in relation to the HRM policies they enact to protect employees. Employers have to be acutely aware of the rise in discrimination, unfair dismissal and sexual/racial harassment cases in recent years and the detrimental effects this can have on the employees and the organisation. Anti-discrimination legislation over the past 30 years has provided a foundation for an increasing interest in diversity at work which is “about creating a working culture that seeks respects and values difference.”
Skills and qualifications – as industries move from manual to a more managerial professions so does the need for more highly skilled graduates. If the market is ‘tight’ i.e. not enough staff for the jobs, employers will have to compete for employees by offering financial rewards, community investment etc.also the political issues
In regards to how individuals respond to the changes in a labour market the following should be understood:
Geographical spread – how far is the job from the individual? The distance to travel to work should be in line with the pay offered by the organization and the transportation and infrastructure of the area will also be an influencing factor in deciding who will apply for a post.
Occupational structure – the norms and values of the different careers within an organization. Mahoney 1989 developed 3 different types of occupational structure namely craft (loyalty to the profession), organization career (promotion through the firm) and unstructured (lower/unskilled workers who work when needed).
Generational difference –different age categories of employees have certain characteristics, for example their behaviour and their expectations of the organisation.
Recruitment methods are wide and varied, it is important that the job is described correctly and any personal specifications stated. Job recruitment methods can be through job centres, employment agencies/consultants, headhunting, and local/national newspapers. It is important that the correct media is chosen to ensure an appropriate response to the advertised post.
[edit] Human resources within firms
Though human resources have been part of business and organizations since the first days of agriculture, the modern concept of human resources began in reaction to the efficiency focus of Taylorism in the early 1900s. By 1920, psychologists and employment experts in the United States started the human relations movement, which viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts. This movement grew throughout the middle of the 20th century, placing emphasis on how leadership, cohesion, and loyalty played important roles in organizational success. Although this view was increasingly challenged by more quantitatively rigorous and less "soft" management techniques in the 1960s and beyond, human resources had gained a permanent role within the firm. The main function is to ensure human interaction on professional basis, whilst abstaining from personalities pulling through (eg no singing)
Talk about it's relevance to organisation today, e.g, a lot of organisations don't see them as relevant and treat them as such. Also, talk about the level of operating - most HR depts operate as transactions teams as opposed to strategic depts that should be involved in the future direction of the business.
All the best.
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