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Human Resource Management Essay范文

论文价格: 免费 时间:2010-09-08 15:11:55 来源:www.ukassignment.org 作者:留学作业网

Human Resource Management Essay范文


Assignment Topics
Discuss, illustrate and evaluate the role you believe the HRM function can play in a business where Innovation, and the effective management knowledge, are strategically critical for success.

Abstract
This essay addresses issues of human resource management (HRM) function impress on businesses where innovation, and effective management of knowledge are strategically critical for success by analyze cases of Nokia com. and Yahoo Inc.

Keywords: HRM, Innovation, The management of knowledge, Nokia
Contents

 Introduction .............................................................................3
1. Human Resource Management ..............................................3
2. The Function Of HRM..............................................................4
3. Knowledge management and innovation................................5
 The case of Nokia Com. .........................................................6
1. Introduction of Nokia................................................................6
2. Innovation and HRM in Nokia .................................................6
3. Management of knowledge and HRM in Nokia.......................7
 The Case Of Yahoo Inc...........................................................8
1. Built up from nothing but Innovation…………………....….….8
2. A great success……………………………………………….....9
3. Taking "people" as the center…………………………...……..9
4. Conclusion……………………………………………………….10
 Bibliography………………………………………………………11
                        
 Introduction

In today’s competitive market environment, human resource management not only play a important role in a success company, but also play a more strategic role in the success of the organization. An organization includes transportation, financial, industries, and smaller companies, even fortune 500.

1. Human Resource Management (HRM)
Human Resource Management (HRM) is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives. HRM is a part of the organization assigned with the work of managing its workforce. "HRM in the new economy ought to be human centric with a strong technology focus. We need to leverage on emerging technologies to better satisfy the wants and needs of the knowledge workers, and in the process, build a competitive advantage that lasts."Guest-of-Honor Mr. Lim Swee said on the conference held on 15 February 2001 by the Ministry of Manpower (MOM). In particular, human resource management is kind of the idea that placing "people" as the center which will be the most important resource of modern management. Under the management theory of it, people themselves will be considered in the first time. They aimed to find to do things suitable for their abilities, appropriate their expertise and resources to enable the organization grow with the development of personal ability, so that organizational goals and individual goals are naturally united. It reflects the philosophy "people deciding the future of business”.#p#分页标题#e#

2. The Function Of HRM
HRM is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. It deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. There are many functions of Human Resource Management; some of them are listed as follows.

1) Planning Manpower in the Organization
It is important for the human resource management of an organization, to determine the manpower needed, for the works that need to be done.
2) The Recruitment and Selection of Employees in an Organization
In this function the HRM recruits staff, based on the organizations needs and wants, during this, the HRM department needs to analyze what kind of staff they need to. This helps them to, determine what factors will be an advantage for the organization and what will prove to be as disadvantages.
3) Motivating Employees
To maintain good staff, it is important to encourage them and motivate them in terms of rewards, either financial or psychological, for instance promotions with more responsibilities or just general appreciation for good work
4) Evaluating Employees
they can give feedback to managers, it can improve employee performance in the organization. What’s more, The HRM can identify the potential of some workers to refer them for promotions or appraisals or transfer them to other divisions where better use of their talent can be taken. Also this is also important for performance appraisals done annually in organizations.
5) Industrial Relations
This function involves the HRM to help maintain good relations, between clients, employees, employers as well as with government agencies. By marinating good relations between all these parties, it makes it easier for an organization to function more smoothly.
6) Provision of Employee’s Services
In big organizations, it is important to pay attention to the mental and physical needs of the employees,. In order to keep good staff, there well-being needs to be taken into consideration, for instance, giving loans or counseling them when needed and making schemes for the benefit of employees, like, sick leaves and payments, medical and healthcare facilities.

In conclusion, human resource management functions vary according to the size, structure and the policy of organizations. It play an irreplaceable role in organizations. The HRM just make it easier for an organization to run smoothly.

3. Knowledge management and innovation
Nowadays, the knowledge management has emerged as a phenomenon with widely implications for organizational innovation and competitiveness. Furthermore, innovation contributes to business performance and that human resource management enhances innovation. Evidently, it has become that the ability of organizations to innovate and manage their human resources can be sources of competitive advantage. Now there are a lot of factors effects on the organization within our societies. Such as the economic, the social, and the political, even the psychological. Many causes enforce the organizations change, including the use of technology, globalization, changes in workforce demographics, the elimination of bureaucracies in organizational structures, and the need to find a balance between work and family issues. And then success organizations evaluate their internal and external environment for challenges and opportunities to keep competitive and to maintain growth at regular intervals. A motivation of human resource management is provided to become the essential source of creating the competitive advantage for organization. Organizations have started to realize that their success is dependent on their ability to attract, to develop, and keep talented employees. What’s more, Robert Reich emphasizes that in the future, the organization’s ability to attract, develop, and retain a talented workforce will be a critical factor in developing a high-performance organization (Slim, 2002:2).The business foreteller project that the role of employees, managers, and HRM personnel are likely to see more changes in the decades ahead.#p#分页标题#e#

 The case Of Nokia Com.
1. Introduction of Nokia
Nokia is the world leader in mobile communications. It has the 38% share of the global mobile phone market. The company has become the leading supplier of mobile phones . It is due to the Nokia’s management, especially the company’s Human Resource Management. The first and the most important is the staffing needs of the company whether staff members are company employees or outside contractors. In less than a decade, it best out other brands, like Motorola, Siemens, Qualcomm, and Eriksson to become the number one player in the market. The basis is its experience, innovation, user-friendliness and secure solutions. By adding mobility to the Internet, Nokia creates new opportunities for companies and further enriches the daily lives of people. Nokia includes two business groups, there are Nokia Mobile Phones and Nokia Networks. What’s more, the company includes a independent Nokia Ventures Organization (NVO) and the corporate research unit, Nokia Research Centre.
2. Innovation and HRM in Nokia
Innovation is necessary in the business world, especially in high-tech businesses. At Nokia, innovation and decision making are pushed right down to the bottom line.
Like other growing organizations, the challenge that faced the company was how to stay innovative as it grew.”You can’t force people to be innovative. You can foster it, encourage it, nourish it, but you can’t force it, “said Nokia’s Senior Vice-president for Corporate Communication Lauri Kivinen. And he said, “It is a spirit of trying to think outside the box, trying to look around the corner, trying to imagine the outcome of a chain of developments.”There is no secret formula to the company’s success., but it hardly achieves that. However, Nokia is a success example. Mr. Bentley also stressed the importance of optimizing productivity while promoting work-life balance. The HR manager is also challenged with the task of providing the skills, cultures, atmosphere and processes necessary for e-knowledge and capabilities.
In Nokia, processes are its key, and some of Nokia’s key processes are those in the Nokia Ventures Organization, the company’s formal approach to fostering, encouraging and nourishing innovation. To implement such a strategy, the NVO had a collection of corporate venturing tools and capabilities. The NVO was created to develop new business opportunities that fell outside of current focus of Nokia’s business centre. The NVO seeks to develop both internally generated projects as well as external projects. With an organization like the NVO, Nokia could vary its innovative processes easily. Furthermore, if Nokia wanted to look outside the company for ideas, then the NVO could direct monies elsewhere. This kind of flexibility is difficult to establish and maintain in most large, international companies. The key to a successful is the Nokia’s unique culture and original human resource management. Mr. Alan Bentley, Vice President of Nokia Mobile Phones, emphasized that the main role of HR would be to align HR practices to business strategy and to address the implications of change management. #p#分页标题#e#
3. Management of knowledge and HRM in Nokia
In any technology-focused company, having the right human capital is necessary. Not only did Nokia need clever people with experience and creativity, but the company also looked for people who suit within Nokia’s culture. Because they do not need the knowledge and capabilities just can use at home, they are not enough. Nokia Company has to attract and develop skills from abroad. Nokia’s human resource policies and processes played an important role in attracting the best and the brightest. The company’s human resource management included a strict and extensive interview process and team-based compensation methods. The company’s culture includes the organization’s structure, learning environment, team focus and job flexibility. They also contributed to Nokia’s human resource acquisition and retention. It can be seen that Nokia’s culture is closely connected with the human resource management. According to Dan Steinbeck, who is book chronicles the Nokia revolution said “the most technologically savvy individuals in all of Scandinavia”. In simple terms, Nokia was a great place to work. Nokia’s human resources management and culture worked with its structure and organizational processes to keep new ideas alive.
Nokia also prided itself on being a learning organization. Employees were encouraged to be inventive and to share ideas. Marcus Ajanta the people who is the corporate Manager of strategy development said that, “If you have a good idea at Nokia, it will be hard to find someone who will stop you”. Thus it can be seen the environment was attractive to the types of people Nokia wanted – inventive, motivated, team players.

 The Case Of Yahoo Inc.

The model of how Yahoo Inc. founded is a good portrayal which illustrate the Core concept of human resource management: Management of Knowledge of this management style.

1. Built up from nothing but Innovation
Neither did Yahoo had huge sum of money as Microsoft, nor did it had the mature experience and technology as IBM, and even when Netscape starts, there are 400 million U.S. dollars from Clark. The two founders of Yahoo!, David Filo and Jerry Yang, Ph.D. candidates in Electrical Engineering at Stanford University, started almost from scratch.
Jerry and David made their guide in a campus trailer in February 1994 as a way to keep track of their personal interests on the Internet. Before long they were spending more time on their home-brewed lists of favorite links than on their doctoral dissertations. Eventually, the lists of it became deucedly long and unwieldy, thus they compose the links into categories. When the categories became saturation, they developed subcategories. The original core concept behind Yahoo then generated.
It can be said that Yahoo re-organized the information from network. As the first online navigational guide to the Web, www.yahoo.com#p#分页标题#e# is the leading guide in terms of traffic, advertising, household and business user reach. This is the first "digital gold mine".

2. A great success
In the present day, Yahoo Inc. is a leading global Internet communications, commerce and media company that offers a comprehensive branded network of services to more than 232 million individuals each month worldwide.
Yahoo is the No. 1 Internet brand globally and reaches the largest audience worldwide. The company's global Web network includes 25 World properties. Headquartered in Sunnyvale, Calif., Yahoo! has offices in Europe, Asia, Latin America, Australia, Canada and the United States. There are many reasons lead Yahoo Inc. to today’s success, while the most two critical factors are their knowledge innovation and the management of knowledge.

3. Taking "people" as the center
An Interesting Phenomenon is that there is a significant difference between Financial Capital and Knowledge Capital in the era of knowledge-driven economy. Investment of money has no direct correlation to the business performance and knowledge management. The same amount of input on the same system may bring one company considerable benefits or expensive furnishings to another. While the knowledge capital investment direct impact the performance of each company's business and 指导essay knowledge management. Because in the era of knowledge economy, what the most important factor leads to business success is the knowledge innovation of business owner. The goal of knowledge management is to improve enterprise level of knowledge sharing and knowledge innovation.

 Therefore, it is more reasonable to take "people" as the center instead the management philosophy of take the "land" as the center in age of agriculture or take "Financial Capital" as the center in the industrial age. It is more suitable to the present society which based on information knowledge economy. Regard people as one of the most important resource encourage their exertion and make it appropriate expertise in order to maximize application of the knowledge and innovation. This is not only a goal in progress and development of human society, but also the highest state and the core content of knowledge management.

Conclusion
In current business climate, The Human resource management has become an essential part of every business, especially in successful organizations,such as Nokia and Yahoo. There is no doubt that the successful result credit to a successful decision of strategic. The innovation-decision in Nokia and Yahoo must be made up with the steps as follows: (1) from first knowledge of an innovation, (2) to forming an attitude toward the innovation, (3) to a decision to adopt or reject, (4) to implementation of the new idea, and (5) to confirmation of this decision" (p. 161). The individual or decision unit considers and then decides about the appropriateness of the new idea for ongoing practice. The variable of the idea being new differentiates innovation decision-making from other forms of decision-making (Rogers, 1995, p.161). #p#分页标题#e#
The contribution of HRM in both Nokia and Yahoo cannot be neglect, and HRM department has responsibility to try to affect employee’s performance and supervise staffs. When it comes to training and development, it has to provide equally valuable and effective chances, and will help them to improve their value.
In overall, innovation contributes absolutely to business performance and that human resource management enhances innovation. It has become evident that the ability of organizations to innovate and manage their human resources can be sources of competitive advantage. And The Knowledge management has emerged in recent times as a phenomenon with widely implications for organizational innovation and competitiveness. The fundamental role of HRM is essentially to maximize profitability, quality of work life and profits through effective management of people.

 Bibliography

1) Kathleen Foley C., Barbara K. 2001. The Manager's Pocket Guide To Knowledge Management. 1st Ed. Human Resource Development.
2) Gareth R Jones,Jennifer M George. 2004. Essentials of contemporary management. 1st Ed. Tsinghua University Press.
3) John Walker M. 2006.The new business road test: what entrepreneur and executives should do before writing a business plan Financial Times Series.2nd ed. Pearson Education.
4) Johnson, J.  Baldwin, J. 1996. The Implications Of Innovation For Human Resource Strategies. Futures, (28) (2), 103-119.
5) Kossek, E.E. 1987. Human Resources Management Innovation. Human Resources Management, (25) (1), 71-92.
6) Rogers, E.M. 1995. Diffusion of innovations .4th ed.. New York: http://www.ukassignment.org The Free Press.
7) O'Reilly, C. A., III, Williams, K. Y., & Barsade, S. 1997. Group demography and innovation: Does diversity help? In E. Mannix & M. Neale (Eds.), Research in the management of groups and teams, Vol. 1. Greenwich, CT: JAI Press.
8) Sunil J. Ramlall.2003. Measuring Human Resource management's effectiveness in improving performance.  Available at: http://www.entrepreneur.com/tradejournals/article/99146561_3.html [March,2003]
9) Hannah Paul.2009. Functions Of Human Resource Management. Available at: http://www.mba-tutorials.com/human-resource-management/365-functions-of-human-resource-management.html [27 December 2009]
10) John S. 2001. Human Resource Management.2nd Ed. Thomson Learning.
11) Michael Armstrong.2006.Strategic Human Resource Management.3rd Ed.London and Philadelphia
 

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