paraphrase to remove plagiarism".

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Need someone to paraphrase this paper to lower plagarism. I have attached a copy of the plagarism report and paper

Turnitin Originality Report Bus 303 Wk3 Reflective paper.doc by Zeverick Wilson From Week 5 Final Paper (BUS303 BUS303 Human Resources Management BFM1801C Feb2018 15670) • • • Processed on 05-Feb-2018 9:21 AM PST ID: 911459392 Word Count: 2320 Similarity Index 48% Similarity by Source Internet Sources: 41% Publications: 10% Student Papers: 48% sources: 1 31% match (student papers from 11-Jan-2016) Submitted to Bridgepoint Education on 2016-01-11 2 16% match (student papers from 06-Oct-2016) Submitted to Bridgepoint Education on 2016-10-06 3 1% match (student papers from 04-Nov-2017) Submitted to Bridgepoint Education on 2017-11-04 4 < 1% match (student papers from 25-May-2016) Submitted to Bridgepoint Education on 2016-05-25 paper text: 2Human Resource Management Human resource management (HRM) is the managing of human skills and talents to make sure they are used effectively and in alignment with an organization's goals. Neither the size nor type of a company affects this definition. Big and small, profit and nonprofit organizations all perform HR functions that relate to the recruitment, selection, training, and management of their workforces. In addition, every organization is concerned with offering competitive salaries and benefits to attract, motivate, and retain talented employees.” Youssef, C. (2012) Effective Human Resources Management (HRM) plays a major role in ensuring that an organization will survive and prosper. The HRM facilitates the most effective use of people or employees to achieve organizational and individual goals. The HRM consists of numerous activities which include, equal employment opportunity (EEO) compliance, job analysis, human resource planning, the recruitment, selection, motivation, and orientation of employees, performance evaluation and compensation, the training and development of employees, labor relations, and the safety, health, and wellness of the workforce. “Effective human resources management plays a vital role in the success of an organization and is an active participant in charting the strategic course of competitiveness, productiveness, and efficiency”. There are several key components that make up Human Resource Management, they include (but not limited to): staffing, organization, development, compensation, and management. When Human Resource Management is being productive, each of these elements is consistent and work as one to be effective. Within each if these components, there are a few functions that are needed, they include: • EEO and affirmative action • Human resource planning, recruitment, and selection • Human resource development • Compensation and benefits • Safety and health • Employee and labor relations EEO and Affirmative Action The purpose of affirmative action is to ensure equal employment opportunity by requiring all federal contractors to take affirmative action to prevent discrimination in employment practices and to report on their progress. Specifically, affirmative action requires contractors to implement affirmative action plans to assure equal employment opportunity for underutilized minorities and women, people with disabilities, veterans of the Vietnam era, and special disabled veterans. Equal Employment Opportunity (EEO) is a term used by the federal government to refer to employment practices that ensure nondiscrimination on the basis of race, sex, religion, color, national origin, physical or mental ability, medical condition, ancestry, or age. The principle behind EEO is that everyone should have the same access to opportunities. EEO is legally mandated for all federal contractors.1Affirmative action is one aspect of the federal government's efforts to ensure equal employment opportunity. The purpose of affirmative action programs is to promote fairness and address the effects of past discrimination in employment by encouraging targeted outreach efforts to attract underutilized minorities and women. “Title VII of the Civil Rights Act prohibits discrimination based on sex, religion, race, color, or national origin in hiring, promoting, firing, setting wages, testing, training, apprenticeship, and other terms and conditions of employment. The Equal Employment Opportunities Commission (EEOC) enforces Title VII and facilitates its application in organizations through education and technical assistance. EEOC also enforces laws that prohibit discrimination based on other protected classes such as disability and age.” Youssef, C. (2012). Human resource planning, recruitment, and selection “HR planning is the process of managing an organization's most valuable asset—its people—so that there are no shortages or surpluses of employees in the organization. HR planning helps managers deploy employees effectively, in a way that ensures that the best fit exists between employees and jobs, for the purpose of accomplishing organizational goals and objectives. HR planning also helps identify how an organization can create a competitive advantage and achieve its goals by utilizing available workforce talents and skills. One of the important components of the strategic HRM process is planning for the human side of the organization's operations. This planning requires accurate projections of how many employees the organization will need to perform its future activities and operations efficiently. HR acts as a partner in the organization's strategic planning process, which involves setting the organizational mission, vision, goals, and strategies. The organization's strategic planning process then guides the HR planning process, including conducting the environmental analysis and analyzing and forecasting supply and demand for internal and external labor.” Youssef, C. (2012). The purpose of the recruitment process is identifying and attracting qualified talent for organizational jobs in a timely and effective manner. Organizations can find talent in internal ways and external ways.” Youssef, C. (2012). The management of the recruitment process will directly affect: The quality and diversity of your applicant pool, the effectiveness of your interviews, how quickly you get your position filled and your ability to choose the best qualified person for the job. The goal in recruiting is to Identify the talent needed to perform the job and attract the best qualified candidates for the position. After the recruitment process is the selection process. “The goal of the selection process is to identify the best candidates who possess the most influential qualities a job requires and who fit the organizational culture well, also it is to accurately and consistently predict future job performance through assessing a predetermined set of factors that are believed to be related to applicants' ability or motivation to perform the job. These qualities include a combination of critical knowledge, skills, and abilities; appropriate experience and education; and personal characteristics, traits, and attitudes. Common selection methods organizations use to gain information about and narrow down potential candidates are resumes and application forms, testing, interviews, reference checks, and honesty tests, medical exams, and drug testing.” Youssef, C. (2012). Human resource development Employee training can be defined as a planned attempt to facilitate employee learning of job related knowledge, skills and behaviors, this in turn develops employees with the skills needed for both present and future jobs. Rapid change requires a skilled, knowledgeable workforce with employees who are adaptive, flexible, and focused on the future. A manager’s key responsibility is to develop their staff."Encourage growth and career development of employees by coaching and by helping employees achieve their personal goals, human resources by providing adequate training... encouragement of staff development, and opportunities for growth."employee development requires a shared responsibility among the institution, you, and the employee. Career development is the ongoing acquisition or refinement of skills and knowledge, including job mastery and professional development, coupled with career planning activities. Job mastery skills are those that are necessary to successfully perform one's job. Professional development skills are the skills and knowledge that go beyond the scope of the employee's job description, although they may indirectly improve job performance. Compensation and benefits “Pay and benefits are critical factors in the attraction, motivation, and retention of talent. The key to a successful pay and benefits package it its power to motivate employees to consistently exhibit attitudes and behaviors that are aligned with the organization's goals, strategies, and culture. Thus, the motivational role of these rewards should determine pay and benefits. Employers should offer pay and benefits that are competitive with other employers' pay and benefits; employers should also clearly use pay and benefits to motivate employees to attain specific outcomes that the organization wants to see.” Youssef, C. (2012). Goals in the compensation program are to: Make salary decisions based upon appropriate qualifications, contributions, performance, and equity and budget considerations, Encourage and reward excellent performance with merit increases whenever possible, Provide salary increases, when appropriate, within available funding and Motivate employees by demonstrating the link between performance and pay. “Benefits are a crucial way to attract the right talent to an organization. Employees consider benefits when they decide which employer to work for, decide whether to work for a different employer, and decide when to retire. All these decisions depend on the benefits an employer offer, the extent to which the employee values these benefits, and how well the benefits compare to the benefits offered by other employers. Employers gain a significant competitive advantage when they are able to strategically design their benefit packages to appeal to the types of talent they hope to attract. Youssef, C. (2012). Safety and health Organizations are committed to providing a safe and healthy work environment for their employees. There goals in health and safety are to: Foster a safe and healthy work environment by providing training and proper equipment and by modeling and rewarding safe and healthy work practices, Prevent injuries and illnesses to reduce the human and financial costs associated with Workers' Compensation, disability, and health care and Recruit and retain the best employees by being a supervisor who cares about the wellbeing of faculty and staff. Our text says “People are an organization's most valuable asset. Their health, safety, and well-being are vital to organizational success, which goes beyond legal compliance. Ergonomics is the entire branch of science dedicated to physical well-being. The purpose of ergonomics is to design jobs and work conditions that match the capabilities of the working population—avoiding or reducing physical fatigue, injury risks, and health complaints (Sonnentag & Zijlstra, 2006). Industry-related accidents adversely impact the U.S. economy; with more and more job-related injuries, occupational illnesses, and fatalities reported every year, it is evident that organizations must impose and strictly practice a stringent code for health and safety. HR managers have the role of creating programs to proactively mitigate job-related accidents. Some of the techniques that HR uses to avoid future health and safety issues include matching employee personalities with their job descriptions and environment during the hiring process, conducting onthe-job safety awareness and training programs (Budd, 1996), rewarding safe behavior with incentives (Mace, 1988), and distributing guidelines and handbooks that detail safety and regulatory policies. Some types of training may required for all employees in accordance with legal rules and regulations enforced by agencies such as Occupational Safety and Health Administration (OSHA) and the Equal Employment Opportunity Commission (EEOC). Examples include safety training and sexual harassment training. Others may be required for ongoing recertification. An organization may also mandate training to keep its employees' KSAs up to date, prepare them to meet future goals and objectives, or resolve performance deficiencies. HA requires safety and health training programs in many industries in the United States. The purpose of such programs is to inform employees about workplace safety standards and ensure everyone's safety. These programs may include topics such as accident prevention and safety promotion, accident and emergency response, chemical and hazardous material safety, and general safety practices (Barnett, 2000). Effective safety training creates awareness of the significance of workplace safety and promotes a safe culture within an organization.” 3Youssef, C. (2012). Employee and labor relations Employees and employee organizations are governed by the national labor relations act. “Labor relations are the relationship between management and unionized workers regarding employment conditions. The National Labor Relations Act (NLRA) addresses issues such as employee representation rights, interfering with union affairs, and discrimination in employment. Again, HR managers must work toward employee satisfaction and claim resolution to preserve the integrity of the organization (Kochan, 1980). There are three primary reasons why employees join unions. The first reason can be employee dissatisfaction and discomfort with the currently existing work environment—including working conditions, compensation systems, and management and supervision methods. Another reason originates in an employee's personal need to make a difference in the work environment or the industry as a whole. Finally, employees also join unions because they recognize unions' prospective advantages. HR managers must work hard to listen to and interpret employee complaints; HR managers must also create and develop strategies to rectify complaints in order to create cooperative, rather than antagonistic, relations with unions.” 1Youssef, C. (2012). Establishing and maintaining constructive working relationships with union representatives will help be clear about management and employee concerns and to reach mutually satisfactory resolution of informal and formal complaints. Your Employee Relations Consultant can provide guidance on developing relationships and conducting meetings with union representatives. “A major role of HR is to act as a mediator between employees and organizations, helping align employees' interests with the organization's expectations. Accordingly, organizations depend heavily on HR to keep such relations as healthy as possible. In many organizations, employees are also members of and are represented by labor unions. HR has additional responsibilities in these organizations, such as negotiating employment contracts and, when necessary, effectively managing and resolving problems. Union activities directly affect HR practices. For example, unions can impose pressure on management to give priority in job selection to union members rather than outside applicants when a position opens. Unions also influence the job selection process through negotiating shorter probationary periods and a quicker determination of employees' suitability for positions. These activities can sometimes result in premature and poor judgment of individuals, which may ultimately lead to inaccurate selection decisions and unsatisfactory job performance. Other areas where unions influence HR decisions include testing, promotions, layoffs, and merit-based systems. Organizations often seek favorable relations with unions, but such relations can be challenging, as they can compromise the validity and reliability of the selection process” Youssef, C. (2012). “Effective human resources management plays a vital role in the success of an organization and is an active participant in charting the strategic course of competitiveness, productiveness, and efficiency”. The reason I think that Effective human resources management plays a vital role in the success of an organization and is an active participant in charting the strategic course of competitiveness, productiveness, and efficiency. An effective HRM focuses on action rather than on record-keeping, written procedure, or rules. Although the use of rules, records, and policies are incorporated, “action” is the focus. The HRM emphasizes the solution of employment problems to help achieve organizational objectives and facilitate employees’ development and satisfaction. An effective HRM is, also, people-oriented. Whenever possible, the HRM treats each employee as an individual and offers services and program to meet the individual’s needs References1Youssef, C. (2012). Human resource management. San Diego, CA: Bridgepoint Education. Retrieved from: https://content.ashford.edu/books/AUBUS303.12.1/sections/sec2.3 HRM REFLECTIVE PAPER HRM REFLECTIVE PAPER 2 HRM REFLECTIVE PAPER 3 HRM REFLECTIVE PAPER 4 HRM REFLECTIVE PAPER 5 HRM REFLECTIVE PAPER 6 HRM REFLECTIVE PAPER 7 HRM REFLECTIVE PAPER 8 HRM REFLECTIVE PAPER 9 HRM REFLECTIVE PAPER410 HRM REFLECTIVE PAPER 11 HRM REFLECTIVE PAPER 12
Turnitin Originality Report Bus 303 Wk3 Reflective paper.doc by Zeverick Wilson From Week 5 Final Paper (BUS303 BUS303 Human Resources Management BFM1801C Feb2018 15670) • • • Processed on 05-Feb-2018 9:21 AM PST ID: 911459392 Word Count: 2320 Similarity Index 48% Similarity by Source Internet Sources: 41% Publications: 10% Student Papers: 48% sources: 1 31% match (student papers from 11-Jan-2016) Submitted to Bridgepoint Education on 2016-01-11 2 16% match (student papers from 06-Oct-2016) Submitted to Bridgepoint Education on 2016-10-06 3 1% match (student papers from 04-Nov-2017) Submitted to Bridgepoint Education on 2017-11-04 4 < 1% match (student papers from 25-May-2016) Submitted to Bridgepoint Education on 2016-05-25 paper text: 2Human Resource Management Human resource management (HRM) is the managing of human skills and talents to make sure they are used effectively and in alignment with an organization's goals. Neither the size nor type of a company affects this definition. Big and small, profit and nonprofit organizations all perform HR functions that relate to the recruitment, selection, training, and management of their workforces. In addition, every organization is concerned with offering competitive salaries and benefits to attract, motivate, and retain talented employees.” Youssef, C. (2012) Effective Human Resources Management (HRM) plays a major role in ensuring that an organization will survive and prosper. The HRM facilitates the most effective use of people or employees to achieve organizational and individual goals. The HRM consists of numerous activities which include, equal employment opportunity (EEO) compliance, job analysis, human resource planning, the recruitment, selection, motivation, and orientation of employees, performance evaluation and compensation, the training and development of employees, labor relations, and the safety, health, and wellness of the workforce. “Effective human resources management plays a vital role in the success of an organization and is an active participant in charting the strategic course of competitiveness, productiveness, and efficiency”. There are several key components that make up Human Resource Management, they include (but not limited to): staffing, organization, development, compensation, and management. When Human Resource Management is being productive, each of these elements is consistent and work as one to be effective. Within each if these components, there are a few functions that are needed, they include: • EEO and affirmative action • Human resource planning, recruitment, and selection • Human resource development • Compensation and benefits • Safety and health • Employee and labor relations EEO and Affirmative Action The purpose of affirmative action is to ensure equal employment opportunity by requiring all federal contractors to take affirmative action to prevent discrimination in employment practices and to report on their progress. Specifically, affirmative action requires contractors to implement affirmative action plans to assure equal employment opportunity for underutilized minorities and women, people with disabilities, veterans of the Vietnam era, and special disabled veterans. Equal Employment Opportunity (EEO) is a term used by the federal government to refer to employment practices that ensure nondiscrimination on the basis of race, sex, religion, color, national origin, physical or mental ability, medical condition, ancestry, or age. The principle behind EEO is that everyone should have the same access to opportunities. EEO is legally mandated for all federal contractors.1Affirmative action is one aspect of the federal government's efforts to ensure equal employment opportunity. The purpose of affirmative action programs is to promote fairness and address the effects of past discrimination in employment by encouraging targeted outreach efforts to attract underutilized minorities and women. “Title VII of the Civil Rights Act prohibits discrimination based on sex, religion, race, color, or national origin in hiring, promoting, firing, setting wages, testing, training, apprenticeship, and other terms and conditions of employment. The Equal Employment Opportunities Commission (EEOC) enforces Title VII and facilitates its application in organizations through education and technical assistance. EEOC also enforces laws that prohibit discrimination based on other protected classes such as disability and age.” Youssef, C. (2012). Human resource planning, recruitment, and selection “HR planning is the process of managing an organization's most valuable asset—its people—so that there are no shortages or surpluses of employees in the organization. HR planning helps managers deploy employees effectively, in a way that ensures that the best fit exists between employees and jobs, for the purpose of accomplishing organizational goals and objectives. HR planning also helps identify how an organization can create a competitive advantage and achieve its goals by utilizing available workforce talents and skills. One of the important components of the strategic HRM process is planning for the human side of the organization's operations. This planning requires accurate projections of how many employees the organization will need to perform its future activities and operations efficiently. HR acts as a partner in the organization's strategic planning process, which involves setting the organizational mission, vision, goals, and strategies. The organization's strategic planning process then guides the HR planning process, including conducting the environmental analysis and analyzing and forecasting supply and demand for internal and external labor.” Youssef, C. (2012). The purpose of the recruitment process is identifying and attracting qualified talent for organizational jobs in a timely and effective manner. Organizations can find talent in internal ways and external ways.” Youssef, C. (2012). The management of the recruitment process will directly affect: The quality and diversity of your applicant pool, the effectiveness of your interviews, how quickly you get your position filled and your ability to choose the best qualified person for the job. The goal in recruiting is to Identify the talent needed to perform the job and attract the best qualified candidates for the position. After the recruitment process is the selection process. “The goal of the selection process is to identify the best candidates who possess the most influential qualities a job requires and who fit the organizational culture well, also it is to accurately and consistently predict future job performance through assessing a predetermined set of factors that are believed to be related to applicants' ability or motivation to perform the job. These qualities include a combination of critical knowledge, skills, and abilities; appropriate experience and education; and personal characteristics, traits, and attitudes. Common selection methods organizations use to gain information about and narrow down potential candidates are resumes and application forms, testing, interviews, reference checks, and honesty tests, medical exams, and drug testing.” Youssef, C. (2012). Human resource development Employee training can be defined as a planned attempt to facilitate employee learning of job related knowledge, skills and behaviors, this in turn develops employees with the skills needed for both present and future jobs. Rapid change requires a skilled, knowledgeable workforce with employees who are adaptive, flexible, and focused on the future. A manager’s key responsibility is to develop their staff."Encourage growth and career development of employees by coaching and by helping employees achieve their personal goals, human resources by providing adequate training... encouragement of staff development, and opportunities for growth."employee development requires a shared responsibility among the institution, you, and the employee. Career development is the ongoing acquisition or refinement of skills and knowledge, including job mastery and professional development, coupled with career planning activities. Job mastery skills are those that are necessary to successfully perform one's job. Professional development skills are the skills and knowledge that go beyond the scope of the employee's job description, although they may indirectly improve job performance. Compensation and benefits “Pay and benefits are critical factors in the attraction, motivation, and retention of talent. The key to a successful pay and benefits package it its power to motivate employees to consistently exhibit attitudes and behaviors that are aligned with the organization's goals, strategies, and culture. Thus, the motivational role of these rewards should determine pay and benefits. Employers should offer pay and benefits that are competitive with other employers' pay and benefits; employers should also clearly use pay and benefits to motivate employees to attain specific outcomes that the organization wants to see.” Youssef, C. (2012). Goals in the compensation program are to: Make salary decisions based upon appropriate qualifications, contributions, performance, and equity and budget considerations, Encourage and reward excellent performance with merit increases whenever possible, Provide salary increases, when appropriate, within available funding and Motivate employees by demonstrating the link between performance and pay. “Benefits are a crucial way to attract the right talent to an organization. Employees consider benefits when they decide which employer to work for, decide whether to work for a different employer, and decide when to retire. All these decisions depend on the benefits an employer offer, the extent to which the employee values these benefits, and how well the benefits compare to the benefits offered by other employers. Employers gain a significant competitive advantage when they are able to strategically design their benefit packages to appeal to the types of talent they hope to attract. Youssef, C. (2012). Safety and health Organizations are committed to providing a safe and healthy work environment for their employees. There goals in health and safety are to: Foster a safe and healthy work environment by providing training and proper equipment and by modeling and rewarding safe and healthy work practices, Prevent injuries and illnesses to reduce the human and financial costs associated with Workers' Compensation, disability, and health care and Recruit and retain the best employees by being a supervisor who cares about the wellbeing of faculty and staff. Our text says “People are an organization's most valuable asset. Their health, safety, and well-being are vital to organizational success, which goes beyond legal compliance. Ergonomics is the entire branch of science dedicated to physical well-being. The purpose of ergonomics is to design jobs and work conditions that match the capabilities of the working population—avoiding or reducing physical fatigue, injury risks, and health complaints (Sonnentag & Zijlstra, 2006). Industry-related accidents adversely impact the U.S. economy; with more and more job-related injuries, occupational illnesses, and fatalities reported every year, it is evident that organizations must impose and strictly practice a stringent code for health and safety. HR managers have the role of creating programs to proactively mitigate job-related accidents. Some of the techniques that HR uses to avoid future health and safety issues include matching employee personalities with their job descriptions and environment during the hiring process, conducting onthe-job safety awareness and training programs (Budd, 1996), rewarding safe behavior with incentives (Mace, 1988), and distributing guidelines and handbooks that detail safety and regulatory policies. Some types of training may required for all employees in accordance with legal rules and regulations enforced by agencies such as Occupational Safety and Health Administration (OSHA) and the Equal Employment Opportunity Commission (EEOC). Examples include safety training and sexual harassment training. Others may be required for ongoing recertification. An organization may also mandate training to keep its employees' KSAs up to date, prepare them to meet future goals and objectives, or resolve performance deficiencies. HA requires safety and health training programs in many industries in the United States. The purpose of such programs is to inform employees about workplace safety standards and ensure everyone's safety. These programs may include topics such as accident prevention and safety promotion, accident and emergency response, chemical and hazardous material safety, and general safety practices (Barnett, 2000). Effective safety training creates awareness of the significance of workplace safety and promotes a safe culture within an organization.” 3Youssef, C. (2012). Employee and labor relations Employees and employee organizations are governed by the national labor relations act. “Labor relations are the relationship between management and unionized workers regarding employment conditions. The National Labor Relations Act (NLRA) addresses issues such as employee representation rights, interfering with union affairs, and discrimination in employment. Again, HR managers must work toward employee satisfaction and claim resolution to preserve the integrity of the organization (Kochan, 1980). There are three primary reasons why employees join unions. The first reason can be employee dissatisfaction and discomfort with the currently existing work environment—including working conditions, compensation systems, and management and supervision methods. Another reason originates in an employee's personal need to make a difference in the work environment or the industry as a whole. Finally, employees also join unions because they recognize unions' prospective advantages. HR managers must work hard to listen to and interpret employee complaints; HR managers must also create and develop strategies to rectify complaints in order to create cooperative, rather than antagonistic, relations with unions.” 1Youssef, C. (2012). Establishing and maintaining constructive working relationships with union representatives will help be clear about management and employee concerns and to reach mutually satisfactory resolution of informal and formal complaints. Your Employee Relations Consultant can provide guidance on developing relationships and conducting meetings with union representatives. “A major role of HR is to act as a mediator between employees and organizations, helping align employees' interests with the organization's expectations. Accordingly, organizations depend heavily on HR to keep such relations as healthy as possible. In many organizations, employees are also members of and are represented by labor unions. HR has additional responsibilities in these organizations, such as negotiating employment contracts and, when necessary, effectively managing and resolving problems. Union activities directly affect HR practices. For example, unions can impose pressure on management to give priority in job selection to union members rather than outside applicants when a position opens. Unions also influence the job selection process through negotiating shorter probationary periods and a quicker determination of employees' suitability for positions. These activities can sometimes result in premature and poor judgment of individuals, which may ultimately lead to inaccurate selection decisions and unsatisfactory job performance. Other areas where unions influence HR decisions include testing, promotions, layoffs, and merit-based systems. Organizations often seek favorable relations with unions, but such relations can be challenging, as they can compromise the validity and reliability of the selection process” Youssef, C. (2012). “Effective human resources management plays a vital role in the success of an organization and is an active participant in charting the strategic course of competitiveness, productiveness, and efficiency”. The reason I think that Effective human resources management plays a vital role in the success of an organization and is an active participant in charting the strategic course of competitiveness, productiveness, and efficiency. An effective HRM focuses on action rather than on record-keeping, written procedure, or rules. Although the use of rules, records, and policies are incorporated, “action” is the focus. The HRM emphasizes the solution of employment problems to help achieve organizational objectives and facilitate employees’ development and satisfaction. An effective HRM is, also, people-oriented. Whenever possible, the HRM treats each employee as an individual and offers services and program to meet the individual’s needs References1Youssef, C. (2012). Human resource management. San Diego, CA: Bridgepoint Education. Retrieved from: https://content.ashford.edu/books/AUBUS303.12.1/sections/sec2.3 HRM REFLECTIVE PAPER HRM REFLECTIVE PAPER 2 HRM REFLECTIVE PAPER 3 HRM REFLECTIVE PAPER 4 HRM REFLECTIVE PAPER 5 HRM REFLECTIVE PAPER 6 HRM REFLECTIVE PAPER 7 HRM REFLECTIVE PAPER 8 HRM REFLECTIVE PAPER 9 HRM REFLECTIVE PAPER410 HRM REFLECTIVE PAPER 11 HRM REFLECTIVE PAPER 12
HRM REFLECTIVE PAPER HRM REFLECTIVE PAPER 2 Human Resource Management Human resource management (HRM) is the managing of human skills and talents to make sure they are used effectively and in alignment with an organization's goals. Neither the size nor type of a company affects this definition. Big and small, profit and nonprofit organizations all perform HR functions that relate to the recruitment, selection, training, and management of their workforces. In addition, every organization is concerned with offering competitive salaries and benefits to attract, motivate, and retain talented employees.” Youssef, C. (2012) Effective Human Resources Management (HRM) plays a major role in ensuring that an organization will survive and prosper. The HRM facilitates the most effective use of people or employees to achieve organizational and individual goals. The HRM consists of numerous activities which include, equal employment opportunity (EEO) compliance, job analysis, human resource planning, the recruitment, selection, motivation, and orientation of employees, performance evaluation and compensation, the training and development of employees, labor relations, and the safety, health, and wellness of the workforce. “Effective human resources management plays a vital role in the success of an organization and is an active participant in charting the strategic course of competitiveness, productiveness, and efficiency”. There are several key components that make up Human Resource Management, they include (but not limited to): staffing, organization, development, compensation, and management. When Human Resource Management is being productive, each of these elements is consistent and work as one to be effective. Within each if these components, there are a few functions that are needed, they include: HRM REFLECTIVE PAPER 3 • EEO and affirmative action • Human resource planning, recruitment, and selection • Human resource development • Compensation and benefits • Safety and health • Employee and labor relations EEO and Affirmative Action The purpose of affirmative action is to ensure equal employment opportunity by requiring all federal contractors to take affirmative action to prevent discrimination in employment practices and to report on their progress. Specifically, affirmative action requires contractors to implement affirmative action plans to assure equal employment opportunity for underutilized minorities and women, people with disabilities, veterans of the Vietnam era, and special disabled veterans. Equal Employment Opportunity (EEO) is a term used by the federal government to refer to employment practices that ensure nondiscrimination on the basis of race, sex, religion, color, national origin, physical or mental ability, medical condition, ancestry, or age. The principle behind EEO is that everyone should have the same access to opportunities. EEO is legally mandated for all federal contractors. Affirmative action is one aspect of the federal government's efforts to ensure equal employment opportunity. The purpose of affirmative action programs is to promote fairness and address the effects of past discrimination in employment by encouraging targeted outreach efforts to attract underutilized minorities and women. “Title VII of the Civil Rights Act prohibits discrimination based on sex, religion, race, HRM REFLECTIVE PAPER 4 color, or national origin in hiring, promoting, firing, setting wages, testing, training, apprenticeship, and other terms and conditions of employment. The Equal Employment Opportunities Commission (EEOC) enforces Title VII and facilitates its application in organizations through education and technical assistance. EEOC also enforces laws that prohibit discrimination based on other protected classes such as disability and age.” Youssef, C. (2012). Human resource planning, recruitment, and selection “HR planning is the process of managing an organization's most valuable asset—its people—so that there are no shortages or surpluses of employees in the organization. HR planning helps managers deploy employees effectively, in a way that ensures that the best fit exists between employees and jobs, for the purpose of accomplishing organizational goals and objectives. HR planning also helps identify how an organization can create a competitive advantage and achieve its goals by utilizing available workforce talents and skills. One of the important components of the strategic HRM process is planning for the human side of the organization's operations. This planning requires accurate projections of how many employees the organization will need to perform its future activities and operations efficiently. HR acts as a partner in the organization's strategic planning process, which involves setting the organizational mission, vision, goals, and strategies. The organization's strategic planning process then guides the HR planning process, including conducting the environmental analysis and analyzing and forecasting supply and demand for internal and external labor.” Youssef, C. (2012). The purpose of the recruitment process is identifying and attracting qualified talent for organizational jobs HRM REFLECTIVE PAPER 5 in a timely and effective manner. Organizations can find talent in internal ways and external ways.” Youssef, C. (2012). The management of the recruitment process will directly affect: The quality and diversity of your applicant pool, the effectiveness of your interviews, how quickly you get your position filled and your ability to choose the best qualified person for the job. The goal in recruiting is to Identify the talent needed to perform the job and attract the best qualified candidates for the position. After the recruitment process is the selection process. “The goal of the selection process is to identify the best candidates who possess the most influential qualities a job requires and who fit the organizational culture well, also it is to accurately and consistently predict future job performance through assessing a predetermined set of factors that are believed to be related to applicants' ability or motivation to perform the job. These qualities include a combination of critical knowledge, skills, and abilities; appropriate experience and education; and personal characteristics, traits, and attitudes. Common selection methods organizations use to gain information about and narrow down potential candidates are resumes and application forms, testing, interviews, reference checks, and honesty tests, medical exams, and drug testing.” Youssef, C. (2012). Human resource development Employee training can be defined as a planned attempt to facilitate employee learning of job related knowledge, skills and behaviors, this in turn develops employees with the skills needed for both present and future jobs. Rapid change requires a skilled, knowledgeable workforce with employees who are adaptive, flexible, and focused on the future. A manager’s key responsibility is to develop their staff. "Encourage growth and HRM REFLECTIVE PAPER 6 career development of employees by coaching and by helping employees achieve their personal goals, human resources by providing adequate training... encouragement of staff development, and opportunities for growth." employee development requires a shared responsibility among the institution, you, and the employee. Career development is the ongoing acquisition or refinement of skills and knowledge, including job mastery and professional development, coupled with career planning activities. Job mastery skills are those that are necessary to successfully perform one's job. Professional development skills are the skills and knowledge that go beyond the scope of the employee's job description, although they may indirectly improve job performance. Compensation and benefits “Pay and benefits are critical factors in the attraction, motivation, and retention of talent. The key to a successful pay and benefits package it its power to motivate employees to consistently exhibit attitudes and behaviors that are aligned with the organization's goals, strategies, and culture. Thus, the motivational role of these rewards should determine pay and benefits. Employers should offer pay and benefits that are competitive with other employers' pay and benefits; employers should also clearly use pay and benefits to motivate employees to attain specific outcomes that the organization wants to see.” Youssef, C. (2012). Goals in the compensation program are to: Make salary decisions based upon appropriate qualifications, contributions, performance, and equity and budget considerations, Encourage and reward excellent performance with merit increases whenever possible, Provide salary increases, when appropriate, within available funding and Motivate employees by demonstrating the link between performance and pay. “Benefits are a crucial way to attract the right talent to an organization. Employees HRM REFLECTIVE PAPER 7 consider benefits when they decide which employer to work for, decide whether to work for a different employer, and decide when to retire. All these decisions depend on the benefits an employer offer, the extent to which the employee values these benefits, and how well the benefits compare to the benefits offered by other employers. Employers gain a significant competitive advantage when they are able to strategically design their benefit packages to appeal to the types of talent they hope to attract. Youssef, C. (2012). Safety and health Organizations are committed to providing a safe and healthy work environment for their employees. There goals in health and safety are to: Foster a safe and healthy work environment by providing training and proper equipment and by modeling and rewarding safe and healthy work practices, Prevent injuries and illnesses to reduce the human and financial costs associated with Workers' Compensation, disability, and health care and Recruit and retain the best employees by being a supervisor who cares about the wellbeing of faculty and staff. Our text says “People are an organization's most valuable asset. Their health, safety, and well-being are vital to organizational success, which goes beyond legal compliance. Ergonomics is the entire branch of science dedicated to physical well-being. The purpose of ergonomics is to design jobs and work conditions that match the capabilities of the working population—avoiding or reducing physical fatigue, injury risks, and health complaints (Sonnentag & Zijlstra, 2006). Industry-related accidents adversely impact the U.S. economy; with more and more job-related injuries, occupational illnesses, and fatalities reported every year, it is evident that organizations must impose and strictly practice a stringent code for health and safety. HR managers HRM REFLECTIVE PAPER 8 have the role of creating programs to proactively mitigate job-related accidents. Some of the techniques that HR uses to avoid future health and safety issues include matching employee personalities with their job descriptions and environment during the hiring process, conducting on-the-job safety awareness and training programs (Budd, 1996), rewarding safe behavior with incentives (Mace, 1988), and distributing guidelines and handbooks that detail safety and regulatory policies. Some types of training may required for all employees in accordance with legal rules and regulations enforced by agencies such as Occupational Safety and Health Administration (OSHA) and the Equal Employment Opportunity Commission (EEOC). Examples include safety training and sexual harassment training. Others may be required for ongoing recertification. An organization may also mandate training to keep its employees' KSAs up to date, prepare them to meet future goals and objectives, or resolve performance deficiencies. HA requires safety and health training programs in many industries in the United States. The purpose of such programs is to inform employees about workplace safety standards and ensure everyone's safety. These programs may include topics such as accident prevention and safety promotion, accident and emergency response, chemical and hazardous material safety, and general safety practices (Barnett, 2000). Effective safety training creates awareness of the significance of workplace safety and promotes a safe culture within an organization.” Youssef, C. (2012). Employee and labor relations Employees and employee organizations are governed by the national labor relations act. “Labor relations are the relationship between management and unionized workers HRM REFLECTIVE PAPER 9 regarding employment conditions. The National Labor Relations Act (NLRA) addresses issues such as employee representation rights, interfering with union affairs, and discrimination in employment. Again, HR managers must work toward employee satisfaction and claim resolution to preserve the integrity of the organization (Kochan, 1980). There are three primary reasons why employees join unions. The first reason can be employee dissatisfaction and discomfort with the currently existing work environment—including working conditions, compensation systems, and management and supervision methods. Another reason originates in an employee's personal need to make a difference in the work environment or the industry as a whole. Finally, employees also join unions because they recognize unions' prospective advantages. HR managers must work hard to listen to and interpret employee complaints; HR managers must also create and develop strategies to rectify complaints in order to create cooperative, rather than antagonistic, relations with unions.” Youssef, C. (2012). Establishing and maintaining constructive working relationships with union representatives will help be clear about management and employee concerns and to reach mutually satisfactory resolution of informal and formal complaints. Your Employee Relations Consultant can provide guidance on developing relationships and conducting meetings with union representatives. “A major role of HR is to act as a mediator between employees and organizations, helping align employees' interests with the organization's expectations. Accordingly, organizations depend heavily on HR to keep such relations as healthy as possible. In many organizations, employees are also members of and are represented by labor unions. HR has additional responsibilities in these organizations, such as negotiating employment contracts and, when necessary, effectively managing and HRM REFLECTIVE PAPER 10 resolving problems. Union activities directly affect HR practices. For example, unions can impose pressure on management to give priority in job selection to union members rather than outside applicants when a position opens. Unions also influence the job selection process through negotiating shorter probationary periods and a quicker determination of employees' suitability for positions. These activities can sometimes result in premature and poor judgment of individuals, which may ultimately lead to inaccurate selection decisions and unsatisfactory job performance. Other areas where unions influence HR decisions include testing, promotions, layoffs, and merit-based systems. Organizations often seek favorable relations with unions, but such relations can be challenging, as they can compromise the validity and reliability of the selection process” Youssef, C. (2012). “Effective human resources management plays a vital role in the success of an organization and is an active participant in charting the strategic course of competitiveness, productiveness, and efficiency”. The reason I think that Effective human resources management plays a vital role in the success of an organization and is an active participant in charting the strategic course of competitiveness, productiveness, and efficiency. An effective HRM focuses on action rather than on record-keeping, written procedure, or rules. Although the use of rules, records, and policies are incorporated, “action” is the focus. The HRM emphasizes the solution of employment problems to help achieve organizational objectives and facilitate employees’ development and satisfaction. An effective HRM is, also, people-oriented. Whenever HRM REFLECTIVE PAPER 11 possible, the HRM treats each employee as an individual and offers services and program to meet the individual’s needs HRM REFLECTIVE PAPER References Youssef, C. (2012). Human resource management. San Diego, CA: Bridgepoint Education. Retrieved from: https://content.ashford.edu/books/AUBUS303.12.1/sections/sec2.3 12

Tutor Answer

profunique
School: University of Maryland

Attached.

HRM REFLECTIVE PAPER

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Human Resource Management
Human resource management (HRM) is the overseeing of human aptitudes and abilities
to ensure they are utilized successfully and in arrangement with an association's
objectives. Neither the size nor kind of an organization influences this definition. Of all
shapes and sizes, benefit and charitable associations all perform HR works that identify
with the enrollment, choice, preparing, and administration of their workforces. What's
more, every association is worried about offering focused compensations and advantages
to pull in, spur, and hold gifted workers." Youssef, C. (2012) Effective Human Resources
Management (HRM) assumes a noteworthy part in guaranteeing that an association will
survive and thrive. The HRM encourages the best utilization of individuals or workers to
accomplish hierarchical and singular objectives. The HRM comprises of various
exercises which incorporate, level with business opportunity (EEO) consistence, work
examination, human asset arranging, the enrollment, determination, inspiration, and
introduction of representatives, execution assessment and remuneration, the preparation
and improvement of workers, work relations, and the security, wellbeing, and health of
the workforce. "Viable HR administration assumes an essential part in the achievement of
an association and is a dynamic member in outlining the vital course of aggressiveness,
productiveness, and proficiency".

There are a few key parts that make up Human Resource Management, they incorporate
(however not constrained to): staffing, association, improvement, remuneration, and
administration. At the point when Human Resource Management is being beneficial,

HRM REFLECTIVE PAPER

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each of these components is reliable and fill in as one to be successful. Inside each if
these parts, there are a couple of capacities that are required, they include:

• EEO and governmental policy regarding minorities in society

• Human asset arranging, enlistment, and determination

• Human asset improvement

• Compensation and advantages

• Safety and wellbeing

• Employee and work relations

EEO and Affirmative Action

The reason for governmental policy regarding minorities in society is to guarantee rise to
business opportunity by requiring every single elected temporary worker to make
certifiable move to counteract segregation in work hones and to cover their advance. In
particular, governmental policy regarding minorities in society expects contractual
workers to execute governmental policy regarding minorities in society intends to
guarantee break even with business open door for underutilized minorities and ladies,

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individuals with inabilities, veterans of the Vietnam period, and extraordinary crippled
veterans. Approach Employment Opportunity (EEO) is a term utilized by the central
government to allude to work rehearses that guarantee nondiscrimination based on race,
sex, religion, shading, national inception, physical or mental capacity, restorative
condition, family line, or age. The rule behind EEO is that everybody ought to have a
similar access to circumstances. EEO is legitimately commanded for every single
government temporary worker. Agreed movement is one a player in the administration's
undertakings to ensure measure up to business opportunity. The inspiration driving
administrative arrangement with respect to minorities in the public eye programs is to
...

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