Seminar in HRM Writing Intensive Assignment

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i have a writing human relations case analysis term paper due 48 Hours. its about 15-20 pages, i already wrote about 4 pages and i want help to complete the papers. so its about 11 -12 pages duple-space. I also attached all requirement files. could you please check my 4 pages writing and continue the 11 pages.

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Abdullah Albaqami MGMT 402 In a workplace increasingly swirling with change, where the people part of the equation is increasingly critical to organizational success, getting communication right could be the defining factor in gaining competitive advantage. The importance of human capital: the idea that people are increasingly the only asset that differentiates one organization from another; puts human resource management (HRM) squarely at the forefront of the rapid change toward an information based economy. People need to know what's in it for them and HR program components hold the answers. The best designed benefits package or most elegant compensation design will fail if no one fully understands and appreciates it. Thus, no other function could benefit from effective communication skills more than human resources. Broadly speaking, effective communication is "leader-driven and attempts to help people understand the market forces that shape the actions and strategy of the business." (D'Aprix, 1996) This means that communication planning should incorporate how to drive employee behaviour to fulfil business outcomes, not simply the tactics and channels used to disperse information to a workforce. The result for business, and hence HRM, has been the challenge of getting the right people in the right place doing the right work in the right way. It may sound simple but is complicated by the simultaneous demographic changes challenging the working world. The population is aging with more employees wanting to stay put for longer at one end of the spectrum, while at the other end younger workers are moving more often. However, 75 percent of the jobs available are in the information, technology and service sectors, areas which traditionally skew toward younger applicants. Amid this change, HR and other managers are faced with rallying their people around a set of common goals aimed at winning in the marketplace, and building such affiliation by negotiation among various employee groups is no easy task. Indeed, effective negotiation skills involve not only getting your message across to another person, but learning how to read what the other person is saying to you. This means not only listening to other people's words, but also learning to interpret their body language. It also means learning to communicate without pre-empting other people or making them defensive. (Griffin, 1998) Studies on audiences' reactions to speeches show that a speaker's persuasive powers come from not just what is said but the way the speaker looks and sounds. Since the nonverbal cues you project are as powerful as the verbal ones, first, determine what it is you want the person you're communicating with to do, then select an appropriate combination of words and body language to convey your message in order to communicate effectively and influence them in negotiations. The ultimate goal is to include others in the communication process without coming across as threatening, in order to minimise conflict and stress, which are both increasingly critical problems in the modern workplace (Sanchez and Dempsey, 2002) Management style is the key to effective communication skills, and thus managers need to establish a style that makes them feel comfortable, in order to avoid stress for both themselves and their staff. For example, some managers may be comfortable getting personal with employees; while others may not and thus should not. Whatever style managers do adopt, in order to be effective they must be sure to use it consistently with all employees, as the biggest source of anxiety for both managers and employees is unclear or inconsistent instructions (Griffin, 1998). Also, to improve the handling of discipline and grievances, managers should be accessible and available when employees seek them out, to avoid grievances or problems escalating. To handle and prevent grievances, managers should be generous with as much positive feedback as possible, and include helpful criticism which focuses on the results of employees' work. Listening to complaints without being defensive, and sympathizing with people so that they know they're getting through, are also critical skills for handling grievances, which can otherwise spread and harm morale and productivity (HR Briefing, 2000). However, while conflict is often viewed as a problem to be avoided, conflict is also an opportunity to improve communications, build teamwork and relationships, and learn about the wants and needs of others. When conflicts arise, they don't have to be immediately resolved, and often an attempt to do so results in cutting off communication. Indeed, in most instances it's better for HR managers to act on conflict when they have more information, instead of approaching the problem at a time when tempers are likely to flare. Even in situations where a serious confrontation is unavoidable, and could result in a resignation or serious industrial unrest, managers can ease the tension by making sure to give themselves time to carefully formulate a response. In conclusion, the key to a beneficial HR and internal communication relationship is cooperation and mutual respect instead of competition, conflict, or worse, indifference. Communication cannot be an afterthought relegated to the bottom level of HRM considerations, and restricted to writing e-mails and conducting formal appraisals By recognising the importance of effective communication, HRM can deliver more effective services and ensure accomplishment of its people mission with communication being the critical success factor. In contrast, if HRM fails to develop its communication skills to a truly effective level it risks failing to fulfil its mission of developing, retaining and rewarding the talent necessary for a business to succeed. In extreme examples, ineffective communication can even create problems itself, especially in times of change or uncertainty, when clear, consistent communication is vital to maintaining employee and managerial morale and productivity. HRM is a human aspect of business management and interactions between the organization and its employees. The principal target of staff management is to ensure the best use of the company's human resources so that the employer can obtain the greatest potential benefit from their skills, and workers would get the maximum possible payment and psychological satisfaction from their toil. In 1911, American Frederick Winslow Taylor contributed a lot of efforts to HRM field by publishing his book titled "The Principles of Scientific Management," a deep and professionally written HRM review, which highlighted the meaning of human aspect in development and progress of various companies. He was one of the first to study performance and behavior of people at work. Taylor assumed that the production process would turn out to be more efficient if specialization and division of labor were expanded and increased. Over time, human resource management moved to a separate area, and the first task of a newformed department was the efficient organization of employees, and then their motivation when performing different job assignments. Human Resource Management is a complex discipline with a broad range of issues, which can be developed in one's HRM term paper. This science, first of all, studies management problems of personnel by a long-term strategic policy of the organization. Its main objective is to maximize an efficiency of hired employees. The personnel management departments are charged with the task of recruitment, selection, and retention. They are also responsible for promoting and rewarding employees. Besides, HRM departments deal with employees' wages, their safety and health through keeping a normal working atmosphere among workers, high business ethics, and corporate culture. i have a writing human relations case analysis term paper due 48 Hours. its about 15-20 pages, i already wrote about 4 pages and i want help to complete the papers. so its about 11 -12 pages duple-space. I also attached all requirement files. Human Relations – Term Paper Activity (100 points) During the semester, During the semester, each course participant is to write a human relations case analysis term paper that is based upon a human relations topic that is of interest to the student and relates to topics addressed during the course. The initial submission of the term paper is due at the end of the seventh week of the semester, that is, by 11:55 p.m. (E.S.T.) Friday, March 9. Students are to analyze a specific current human relations situation that is of interest of them. The requirements and expectations of which will be discussed during the course. The term paper is to be approximately 15 – 20 pages in length. It may also include relevant attachments. After students have submitted the human relations project within the Assignments folder (Case Analysis Project - First Draft) of the D2L site or emailed to the Instructor at fslack@iup.edu, the Instructor will review the paper and provide guidance regarding student editing of the paper. Students are to re-write the paper and the edited final Case Analysis Paper is to be re-submitted within the D2L Assignments folder before 11:55 p.m. (E.D.T.), Monday, May 7. 1 MGMT 402 Seminar in HRM First Draft and Final Paper Rubric Critical Elements Communication: HRM Issue or Problem Solutions: Concepts/Theories Solutions: Examples/ Explanations Solutions: Strategies Solutions: Implementation Conclusion: Performance Impact Articulation of Response Exemplary Meets “Proficient” criteria and incorporates significant background offering insight and development into the issue or problem (9-10) Proficient Identifies appropriate HRM issue or problem stated with substantial background for content related to values and behavior, design processes, or reward systems (8) Needs Improvement Identifies HRM issue or problem stated with missing background that may affect content related to values and behavior, design processes, or reward systems (7) Not Evident Does not identify HRM issue or problem or is missing key background information Meets “Proficient” criteria and provides insightful, detailed interpretations Applies course concepts accurately, interpreting theories and concepts appropriately Applies course concepts, interpreting some theories and concepts inaccurately Does not incorporate concepts and theories 20 (18-20) Meets “Proficient” criteria and provides comprehensive descriptions (14-15) Meets “Proficient” criteria and addresses counterarguments supported by research (18-20) Meets “Proficient” criteria and provides examples of successful implementation(s) (16-17) Proposes specific examples with detailed descriptions of each solution (14-15) Proposes examples with little or no descriptions of each solution (0-13) Does not propose any examples/solutions 15 (12-13) Recommends strategies for success that are supported by valid and reliable resources (16-17) Chooses deliberate implementation strategies around HRM and best practices that take into consideration human relations (12-13) Writes a comprehensive summary focusing on key elements of final product that ties the key elements of implementation strategies to the issue (11) Recommends very few strategies for success; not supported by valid and reliable sources (14-15) Chooses implementation strategies that do not encourage best practices in HRM (0-10) Does not recommend any strategies 20 (11) Writes a summary focusing on key elements of final product, but does not tie the key elements of implementation strategies to the issue (7) Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas (0-10) Does not write a summary (7) (0-6) (14-15) Meets “Proficient” criteria and adds insight on how successful HRM strategies impact the performance of an organization (9-10) Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-to-read format (8) Submission has no major errors related to citations, grammar, spelling, syntax, or organization (9-10) (8) 10 (0-6) (0-13) Does not choose appropriate implementation strategies 15 10 (0-6) Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas Earned Total Comments: Value 10 100% Format and Rubric The first draft and the final version of your MGMT 402 Seminar in HRM paper should be completed as MS Word documents. The final version of your paper should be 10 – 15 pages (not including title page, references or appendices), double-spaced, use 12-point Times New Roman font, have 1-inch margins, and include citations where appropriate in a format that is comfortable for the students such as APA, MLA, or other acceptable format. Requirements of submission: Written components of projects must follow these formatting guidelines when applicable: double spacing, 12-point Times New Roman font, 1-inch margins, and discipline-appropriate citations.
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Running head: HUMAN RESOURCE MANAGEMENT

Human Resource Management

Name of the Student
Professor’s Name

Institutional Affiliation

Date

1

HUMAN RESOURCE MANAGEMENT
HISTORICAL DEVELOPMENTS FOR HRM

A portion of the necessary strides in the authentic improvement of HR administration,
Frederick Taylor, known as the father of logical initiative, assumed a fundamental part in the
growth of HR toward the start of the twentieth century. In his book Shop Management, Taylor
upheld the "logical" choice and staff preparing. It is too a pioneer of motivation systems that
reward employees for their performance and or performance. Although Taylor focused primarily
on improving production efficiency, its principles set the foundation for HRM development.
Taylor made his reflection on scientific guidance also, different pioneers taking a shot at the
standards of brain science to utilize, to pick and instruct workers. The advancement of the
mechanical business and its utilization of work environment began during World War I,
professional and academic tests were used to take soldiers to the proper task.

Hawthorne training, conducted in the Western West in the 1920's and 1930's, focuses on
the social and casual aspects of professional life. The definition of research has emphasized the
relationship between "relationships" and satisfaction with the effectiveness of the employee.
Wagner's law of 1935 resulted in a significant increase in union participation. As a consequence
of joint contracts, the benefits given to staff increased dramatically in the 40 and 50 years, and
staff development was dealt with by industrial relations, joint ventures and more vulnerable
salaries and benefits. Philosophy and human relations were a primary concern for HRM in the
1940's and 1950's.

Revolutionary Resource Management Title VII of social liberties and other against
separation enactment in 1960 and the presidential election in principle strengthened many
agencies to take affirmative action in the exercise of discriminatory rights. Opportunities for

2

HUMAN RESOURCE MANAGEMENT

3

employment as well as right working conditions have made the management of staff more
difficult but also contributed to its importance in modern organizations. As we will see later,
these duties keep on being a fundamental piece of HRM's obligations. At long last, demography,
technology, and globalization of work had a profound effect on human resources since the 1980s.

The importance of management of human resources

For decades, appointments, training, and wages identified as critical forces in the region
which was known as human resource management. Additonally, these tasks performed without
great caution in the way they assembled. From this small perspective, we have seen what is now
called human resources management. Personnel management, selection, training, salary, etc.
Functions based on the administration of the corporate staff.

Human Resources Management (HRM), currently under review, is an extension, rather
than efficiently responding to human resource management needs. Understanding human
behavior and the ability to apply that understanding is always essential. It is also vital to know
and understand the various human resources managed in Human Resources and to be able to
perform these tasks by the organizational goals. Kn...


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