Human Resource Management
The primary function of human resource management is to increase the effectiveness and contribution of employees in the attainment of organizational goals and objectives. There are many areas to the HRM process such as Human Resources Management and being a manager, being an employee and their goals, Human resource planning and recruitment, and selection, performance management, EEO and Affirmative Action, Human resources development, Compensation and benefits, Safety and Health, and Employee and labor relations. Identifying the main issues, identifying current and future pathways is all part of the Human resource management field. Being a human resources manager is no mundane task especially these days in age. Not too long ago in time a human resources manager had less to worry about with their employees because of the lack of technology and so forth. Times have changed and with the times changing, so does the roll of the human resources manager. I used to be as simple as training an employee and they would do their job and if they didn’t then they would get fired. This day in age a HR manager has many extra steps they have to take with an employee. An employee will be trained and directed to do their job. If they do not do their job satisfactorily then the manager will retrain and give some extra pushes and material to learn. Unfortunately technology has changed and an employee has much more distractions these days with things like cell phones, face book, twitter, MySpace and other social media sites and games online an employee can slack off whenever they would like to and not have to do their jobs sufficiently until they get caught. But, then again, a human resources manager has to be there to make sure that they are increasing the effectiveness and contribution of their employees in the attainment of organizational goals and objectives. One way of going about making sure we have the right person for the job would be employee selection. The goal of the selections process is to identify the best candidates who possess the most influential qualities a job requires and who fit the organizational culture well. Also, compatibility between a candidate, the organization, and the position is critical for the candidate to be successful and for the organization. Two selection methods that impact the achievement of an organizations objectives could be Testing and interviewing. Testing should be used in most job position selection methods because many people can lie on a resume and make their skills seem much more than they really are and a good test that related to the job at hand would be a great way to make sure their personality is good for the job and their skill set matches the jobs requirements as well. Interviewing is a great way to get to know an applicant and speak with them to see what best fit in the company they could be best fit into. I like the idea of a panel interview because two people interviewing a person can be a better fit due to the different questions each of them could ask, if they forget something the other one could ask, it is a good way to see how personable a potential client would be and it is more of an unbiased interview. I also like the idea of an unstructured interview/structured interview. A little bit of both would be a good benefit to the company. An example of this could be a “football team.” If you only conduct a structured interview and ask only questions about the job then how would you know if the applicant might want to get in on the team spirit of flag football at the office. I know many companies that work closely for years and have a very low turnover rate for employees because they care about their employees and people are not just a number. If I was interviewing a babysitter for my child I would want to know their skills for the job, then I would want to know some personal details to make sure they were a good fit with my family. “of course any questions...
References: Arnold, N. Scott, 1998. “Affirmative Action and the Demands of Justice,” Social Philosophy and Policy, 15 (Summer): 133–175.
Graham, Hugh Davis, 1990. The Civil Rights Era: Origins and Development of National Policy 1960–1972, New York: Oxford University Press.
Youssef, C. (2012). Human Resources Management. San Diego: Bridgepoint Education, Inc.
Please join StudyMode to read the full document