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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