Human Resource Management for Employee
Training and Retention in the Modern World
The modern business organization devotes much more effort and coordination to the entire spectrum of human resource management (HRM) processes than its predecessor. Previously, even if all of the individual functions and responsibilities of HRM were administrated by the same department, they remained largely separate initiatives. Recruitment was not coordinated with other aspects of HRM, let alone with other departments outside of HRM, beyond the initial request or notification to HRM that new personnel were required. New hire training was primarily organized and delivered within individual business units rather than by the organization in any uniform way; and the notion of "organizational culture" rarely played any role in that training. Legal training was limited to the department of legal counsel and higher-level management, or provided otherwise, only after being necessitated by problems after they had already become manifest. Organizations made little effort and had few means of gauging the relative satisfaction of their employees beyond objective performance measures, and any effort to maximize the potential of existing personnel to recruit new talent was limited to the occasional announcement within individual business units.
Today, contemporary business organizations recognize the importance of HRM functions in the optimal selection, hiring, and training of employees. Typically, they maintain fully-integrated HRM functions that begin before job opening announcements are even posted and that continue through new-hire training, employee satisfaction assessments, and exit interviews.
The Integrated Approach to HRM
Job Description and Recruitment
The modern business environment is much more competitive than it was before, in many industries, particularly since the recent economic recessions in the United States and globally. Competition for the best talent is intense and business organizations have recognized that maintaining high employee retention rates is a key element of profitable operations, mainly by virtue of the real costs of employee turnover (Robbins & Judge, 2009). Every time that the organization loses an employee, it suffers a reduction in output from the time of departure until a replacement is hired, trained, and operating at the same capacity as the departed employee (Russell-Whalling, 2008). There are related costs to the organization associated with recruitment, interviewing,...
Human resource management, whether specifically titled or not, has been a part of any organization's management since groups banded together for specific tasks. Ancient armies, projects, and even educational and religious institutions all had concerns about their ability to bring in the appropriate person for the positions at hand. Formally, Human Resource Management in the contemporary world is both the tactical and strategic manner in which an organization manages the
Frank and Taylor (2004) warn that motivating employees is highly dependent on their specific wants and needs. An accounting firm that mostly hires conservative, serious-minded employees who value efficiency above all else are not likely to be motivated by the offer of a life coach or a concierge. They would probably be much more motivated by a good 401k plan. However, that does not mean that all types of
Human resources management Conduct a series specific case studies companies, countries, approach issue human resource management development. Specific comparative analysis made practices U.S. countries. Human resource management -- the case of McDonald's and Wal-Mart's HRM practices in Europe, Asia and the United States of America The role of human resources management has changed dramatically throughout the past recent decades. Once the people operating the machineries and blindly implementing the decisions made by
changing role of human resource management in the global competitive environment. The paper begins with evaluation of the global competitive environment, particularly with its contributing factors. The influences of information technology, corporate communication, and very strong marketing on HRM function in this environment. This is followed by a discussion on the changing role of human resource managers in this competitive environment that has also been impacted by harsh economic
, 2010). The model includes several mediator (e.g., knowledge exchange) and moderator variables (e.g., self-leadership competencies of actors) that explain why and when this approach is effective and looks at leadership in more of a comprehensive way than focusing on one individual. Such perspectives have suggested that when employees become involved in the decision making processes then this can strengthen leadership. Transactional Leadership Transactional leadership is the leadership model that represents what
HR will need to have better guidelines in place for individuals in this new atmosphere (Kahnweiler 25-26). However, there are and will always be two main components that the HR department of any organization will cover. The first is comprised of management, leadership and employee motivation and the other is the traditional realm of HR practices which include performance appraisal, training, recruitment and selection, as well as compensation management (salry
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