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APPROACH TO QUALITY HUMAN RESOURCES".
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" COMPANY'S APPROACH TO QUALITY HUMAN RESOURCES
" ( APA format )
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"COMPANY'S APPRPACH TO QUALITY HUMAN RESOURCES
" ( MLA format )
Running
Head: COMPANY'S APPROACH TO QUALITY HUMAN RESOURCES
Company's
Approach to Quality Human Resources Management
[Author’s Name]
[Institution’s Name]
Company's Approach to Quality Human Resources
Management
Human
resource management or Personnel Management is
not concerned only with hiring and firing of employees.
The purpose of Human resource management is to
improve the productive contribution of people
to the organization in ways that are strategically,
ethically and socially responsible.
Personnel management, as a specialist function,
concerns itself with the fact that except for
the sole proprietor, business employs or needs
to employ-staff. Employing people carries costs
- arising from the contract of employment, the
responsibilities for the employer towards the
employee, additional facilities and support needing
to be given to employees and the overheads of
accommodating them. These costs are managed through
a systematic process of Personnel Management.
(William B. Werther, p. 500-503)
Human resource is closely associated with Total
quality management to achieve the basic objective
of overall organizational excellence. Personnel
are the most important asset to any organization,
hence to achieve best quality one has to pay serious
attention to the kind of people hired at various
positions and the retention of those already employed.
The HR Department has a direct and indirect influence
on employee motivation and satisfaction which
has an impact on job performance. It makes direct
contact with employees and supervisors through
orientation, training, career planning and counseling
activities. At the same time it also help supervisors
do a better job of motivating employees.
HR efforts to improve productivity through changes
in employee relations rely on “brains and
wit” not capital outlays. Companies are
tapping the ideas and enthusiasm of its employees
by providing them a good quality of work force
(QWL). QWL refers to having good supervision,
working environment and benefits and an interesting
and a challenging and rewarding job. (Carla C.
Carter, p. 25)
One of the most common methods used to improve
QWL is employee involvement. Employee Involvement
(EI) consists of a variety of systematic methods
that empower employees to participate in decisions
that affect them and their relationship with their
work, job and organization. Through EI, Employees
feel a sense of responsibility for and even ownership
of decisions in which they have participated.
To be successful however, Employee involvement
must be more than a systematic approach; it must
become part of the organization’s culture
by being a part of the firm’s philosophy.
The implication for managers and HR specialists
are to create an organizational culture that truly
treats people as though they are experts at their
jobs and empowers them to use that expertise.
When management does this, a “Pygmalion
effect” may result; this occurs when people
live up to the high expectations others have of
them. If Management further assumes that people
want to contribute and seek ways to tap that contribution,
better decisions, improved productivity and higher
quality of work life are likely. (J. Sterling
Livingston, p. 81-89)
Another method of creating an effective work environment
which ultimately leads to increased productivity
and an efficient workforce is an effective performance
appraisal system. Performance appraisal is a critical
activity of HR management. Its goal is to provide
an accurate picture of past or future employee
performance. To achieve this, actual performance
is compared against preset standards. These standards
are based on job related criteria that best determine
successful job performance. Performance appraisal
can result in rewards, recognition or corrective
interviews.
Rewards are any incentive provided to an individual
for good performance in hope that such behavior
will continue in the future. It can take the form
of monetary or non monetary rewards such as appraisals,
promotions, or bonuses. Recognition on the other
hand refers to the acknowledgement of a person’s
performance hence motivating him/her to do even
better in the future. (Edward, E. Lawler III and
Lyman W. Porter, p. 20-28)
During the entire process, Individualized employee
focus helps recruit and retain talent. The employee
focus of the personnel function covers counseling
individuals on such issues as development, career
moves and discipline, ensuring privacy and confidentiality
of personal information and ensuring that current
staff and job applicants are given full and accurate
information concerning their employment within
the organisation.
As total quality management engulfs each aspect
of the organization aiming at improving efficiency,
the requirement of a good workforce if left neglected
would not only result in incomplete objectives
but also poor quality measures adopted by the
company. Hence the need of a systemized HR system
has become imperative not only to improve the
quality of work life but also to improve the quality
of employees within the organization.
References
William
B. Werther “Human Resources and Personnel
Management” 2000, pp. 500-503
Carla
C. Carter, Human resources management and Total
Quality Imperative, New York AMACOM, 1994, p.25
Edward,
E. Lawler III and Lyman W. Porter, “The
effects of Performance on Job satisfaction”
Industrial Relations, 1967 pp.20-28
J.
Sterling Livingston, “Pygmalion in Management”,
Harvard Business Review August 1969, pp. 81-89
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