human resource management

Examples of human resource management in the following topics:

• Employee Development

  • A core function of human resource management is development—training efforts to improve personal, group, or organizational effectiveness.
  • Senior management invests in employees in a top-down manner, hoping to develop talent internally to reduce turnover, increase efficiency, and acquire human resource value.
  • The facilitators are human resource management staff, who usually hire specialists in a given field to provide hands-on instruction.
  • Human resource professionals should focus on aligning the interests of every stakeholder in the development process to capture mutual value.
  • Describe the basic premises behind the development process, as conducted by human resource management professionals

• The Mission of Human Resource Management

  • Human resource management's mission is to coordinate people within an organization to achieve the organization's goals.
  • Human resource management (HRM) is the coordination of an organization's people to achieve specific business objectives, fulfill staffing needs, and maintain employee satisfaction.
  • HR professionals emphasize the quantitative, calculative, and strategic aspects of managing the human resource in a systematic way.
  • In circumstances where employees desire, and/or are legally authorized to hold, a collective bargaining agreement, the human resources department will typically also serve as the company's primary liaison with the employees' representatives (usually a labor union).
  • Demonstrate the mission of human resource management, in both the broader organizational perspective and the narrower individual one

• Human Resource Planning

  • Human resource planning is a process that identifies current and future human resource needs for an organization, based on the goals and objectives set by upper management.
  • Human resource planning serves as a link between human resource management and the overall strategic plan of an organization.
  • When appropriate, human resource managers may note experience and/or competency gaps or the need to create new roles or hire new individuals to ensure proper functioning.
  • Competency-based management supports the integration of human resource planning with business planning by allowing organizations to assess the current human resource capacity based on employees' current skills and abilities.
  • It is a constantly evolving planning process for human resource professionals.

• Sensitivity to Human Relations

  • Effective management is often centered around people skills, as the resource being managed is primary the effort of human resources.
  • As a result, managers who are sensitive to human resources are much more likely to be successful in a leadership role.
  • As you can see here, the vast majority of these skills involve integrating with human resources.
  • With the above core skills in mind, managers with a strong sense of human resource sensitivity focus on managing people via the following four phases:
  • Integrate emotional intelligence and human resource needs into the broader field of management

• Managing Organizational Diversity

  • This includes, but is not limited to, incorporating diversity initiatives into the mission and vision statements, the employee handbook, values statements, human resource policies, human resource training, and press releases.
  • The human resource department specifically has a great deal of responsibility in managing the overall diversity of the organization.
  • Human resources can consider diversity within the following areas:
  • Ensuring accessibility of important documents (e.g., translating human resource materials into other languages so all staff can read them)
  • The role of human resources is to ensure that all employee concerns are being met and that employee problems are solved when they arise.

• Defining Management

  • Management is the act of engaging with an organization's human talent and its resources to accomplish desired goals and objectives.
  • Management is the act of engaging with an organization's human talent and using the physical resources at a manager's disposal to accomplish desired goals and objectives efficiently and effectively.
  • One of the most important duties for a manager is effectively using an organization's resources.
  • This duty involves deploying and manipulating human resources (or human capital), as well as efficiently allocating the organization's financial, technological, and natural resources.
  • Since organizations can be viewed as systems, management can also be defined as human action, such as product design, that enables the system to produce useful outcomes.

• Definition of Management

  • A manager who is in charge of developing a new product, for example, must coordinate the efforts of his team (human resources) and make sure they get the tools needed to get the job done.
  • Since organizations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system.
  • There are several different resource types within management.
  • Resourcing encompasses the deployment and manipulation of:
  • With this approach, the manager helps supply resources the employees need to meet company goals.

• Basic Economics of Natural Resources

  • By studying natural resources, economists learn how to develop more sustainable methods of managing resources to ensure that they are maintained for future generations.
  • As a field of academic research, natural resource economics addresses the connections and interdependence between human economies and natural ecosystems.
  • Protection policies state the necessary actions internationally, nationally, and individually that must take place to control natural resource depletion that is a result of human activity.
  • Management: the use of natural resources taking into account economic, environmental, and social concerns.
  • This process deals with managing natural resources such as land, water, soil, plants, and animals.

• Marketing Information Systems

  • A marketing information system is a management information system designed to support marketing decision making.
  • Marketing intelligence is the province of entrepreneurs and senior managers within an agribusiness.
  • In addition it involves management in talking to producers, suppliers and customers, as well as to competitors.
  • A marketing information system is a management information system designed to support marketing decision making.
  • To manage a business well is to manage its future and this means that management of information, in the form of a company wide"Management Information System" (MIS) of which the MkIS is an integral part, is an indispensable resource to be carefully managed just like any other resource that the organization may have e.g., human resources, productive resources, transport resources and financial resources.

• Development of Human Resources

  • An example of an informal activity is a manager coaching his or her employee.
  • Human resources is the set of individuals who make up the workforce of an organization, business sector, or an economy.
  • "Human capital" is sometimes used synonymously with human resources, although human capital typically refers to a more narrow view (i.e., the knowledge the individuals embody and can contribute to an organization).
  • Groups within organizations use HRD to initiate and manage change.
  • Organization development (OD), empowering the organization to take advantage of its human resource capital.