how to write hrm assignment

Faculty Resources

Assignments.

The Human Resources Management course includes a series of openly licensed written assignments and discussions aligned to specific learning outcomes and chapters. If you import this course into your learning management system (Blackboard, Canvas, etc.), all of the assignments and discussions (listed in the table, below,) will automatically be loaded into your LMS assignment and discussion-board tools. They can be used as is, modified, combined with your own assignments, or removed altogether.

The assignments in this course align with the following scenario:

You are a college senior who has been selected to participate in a hybrid internship/onboarding program with an elite HR research and advisory firm. Your training consists of a combination of formal education—specifically, enrollment in this Human Resource Management course—and a rotation in support of the principals of the firm. In your rotations, you will synthesize what you’ve learned in the relevant modules to address firm or client issues, conducting additional research as necessary and developing draft deliverables as instructed by the principal consultant. The quality of your deliverables – that is, your ability to convert learning into practical insight – will largely determine whether, at the end of the internship period, you are offered a position with the firm or simply thanked for your participation.

You can view them below or throughout the course.

Rubric for Assignments

There is also a sample rubric to assist you in grading. Instructors may modify these guidelines or use their own.

Discussions

The following discussion assignments will also be preloaded (into the discussion-board tool) in your learning management system if you import the course. They can be used as is, modified, or removed. You can view them below or throughout the course.

Rubric for Discussion Posts

Answer keys for the discussion posts are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.

• Assignments. Provided by : Lumen Learning. License : CC BY: Attribution
• Pencil Cup. Authored by : IconfactoryTeam. Provided by : Noun Project. Located at : https://thenounproject.com/term/pencil-cup/628840/ . License : CC BY: Attribution

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2.2 Writing the HRM Plan

Learning objective.

• Describe the steps in the development of an HRM plan.

As addressed in Section 2.1 “Strategic Planning” , the writing of an HRM strategic plan should be based on the strategic plans of the organization and of the department. Once the strategic plan is written, the HR professional can begin work on the HR plan. This is different from the strategic plan in that it is more detailed and more focused on the short term. The six parts described here are addressed in more detail in Chapter 4 “Recruitment” , Chapter 5 “Selection” , Chapter 6 “Compensation and Benefits” , Chapter 7 “Retention and Motivation” , Chapter 8 “Training and Development” , Chapter 9 “Successful Employee Communication” , Chapter 10 “Managing Employee Performance” , and Chapter 11 “Employee Assessment” .

How Would You Handle This?

Compensation Is a Touchy Subject

As the HR manager, you have access to sensitive data, such as pay information. As you are looking at pay for each employee in the marketing department, you notice that two employees with the same job title and performing the same job are earning different amounts of money. As you dig deeper, you notice the employee who has been with the company for the least amount of time is actually getting paid more than the person with longer tenure. A brief look at the performance evaluations shows they are both star performers. You determine that two different managers hired the employees, and one manager is no longer with the organization. How would you handle this?

As you can see from this figure, the company strategic plan ties into the HRM strategic plan, and from the HRM strategic plan, the HR plan can be developed.

The six parts of the HRM plan include the following:

• Determine human resource needs. This part is heavily involved with the strategic plan. What growth or decline is expected in the organization? How will this impact your workforce? What is the economic situation? What are your forecasted sales for next year?
• Determine recruiting strategy. Once you have a plan in place, it’s necessary to write down a strategy addressing how you will recruit the right people at the right time.
• Select employees. The selection process consists of the interviewing and hiring process.
• Develop training. Based on the strategic plan, what training needs are arising? Is there new software that everyone must learn? Are there problems in handling conflict? Whatever the training topics are, the HR manager should address plans to offer training in the HRM plan.
• Determine compensation. In this aspect of the HRM plan, the manager must determine pay scales and other compensation such as health care, bonuses, and other perks.
• Appraise performance. Sets of standards need to be developed so you know how to rate the performance of your employees and continue with their development.

Each chapter of this text addresses one area of the HR plan, but the next sections provide some basic knowledge of planning for each area.

Determine Human Resource Needs

The first part of an HR plan will consist of determining how many people are needed. This step involves looking at company operations over the last year and asking a lot of questions:

• Were enough people hired?
• Did you have to scramble to hire people at the last minute?
• What are the skills your current employees possess?
• What skills do your employees need to gain to keep up with technology?
• Who is retiring soon? Do you have someone to replace them?
• What are the sales forecasts? How might this affect your hiring?

These are the questions to answer in this first step of the HR plan process. As you can imagine, this cannot be done alone. Involvement of other departments, managers, and executives should take place to obtain an accurate estimate of staffing needs for now and in the future. We discuss staffing in greater detail in Chapter 4 “Recruitment” .

Many HR managers will prepare an inventory of all current employees, which includes their educational level and abilities. This gives the HR manager the big picture on what current employees can do. It can serve as a tool to develop employees’ skills and abilities, if you know where they are currently in their development. For example, by taking an inventory, you may find out that Richard is going to retire next year, but no one in his department has been identified or trained to take over his role. Keeping the inventory helps you know where gaps might exist and allows you to plan for these gaps. This topic is addressed further in Chapter 4 “Recruitment” .

HR managers will also look closely at all job components and will analyze each job. By doing this analysis, they can get a better picture of what kinds of skills are needed to perform a job successfully. Once the HR manager has performed the needs assessment and knows exactly how many people, and in what positions and time frame they need to be hired, he or she can get to work on recruiting, which is also called a staffing plan . This is addressed further in Chapter 4 “Recruitment” .

Recruitment is an important job of the HR manager. More detail is provided in Chapter 4 “Recruitment” . Knowing how many people to hire, what skills they should possess, and hiring them when the time is right are major challenges in the area of recruiting. Hiring individuals who have not only the skills to do the job but also the attitude, personality, and fit can be the biggest challenge in recruiting. Depending on the type of job you are hiring for, you might place traditional advertisements on the web or use social networking sites as an avenue. Some companies offer bonuses to employees who refer friends. No matter where you decide to recruit, it is important to keep in mind that the recruiting process should be fair and equitable and diversity should be considered. We discuss diversity in greater detail in Chapter 3 “Diversity and Multiculturalism” .

Depending on availability and time, some companies may choose to outsource their recruiting processes. For some types of high-level positions, a head hunter will be used to recruit people nationally and internationally. A head hunter is a person who specializes in matching jobs with people, and they usually work only with high-level positions. Another option is to use an agency that specializes in hiring people for a variety of positions, including temporary and permanent positions. Some companies decide to hire temporary employees because they anticipate only a short-term need, and it can be less expensive to hire someone for only a specified period of time.

No matter how it is done, recruitment is the process of obtaining résumés of people interested in the job. In our next step, we review those résumés, interview, and select the best person for the job.

After you have reviewed résumés for a position, now is the time to work toward selecting the right person for the job. Although we discuss selection in great detail in Chapter 6 “Compensation and Benefits” , it is worth a discussion here as well. Numerous studies have been done, and while they have various results, the majority of studies say it costs an average of $45,000 to hire a new manager (Herman, 1993). While this may seem exaggerated, consider the following items that contribute to the cost:

• Time to review résumés
• Time to interview candidates
• Interview expenses for candidates
• Possible travel expenses for new hire or recruiter
• Possible relocation expenses for new hire
• Additional bookkeeping, payroll, 401(k), and so forth
• Additional record keeping for government agencies
• Increased unemployment insurance costs
• Costs related to lack of productivity while new employee gets up to speed

Because it is so expensive to hire, it is important to do it right. First, résumés are reviewed and people who closely match the right skills are selected for interviews. Many organizations perform phone interviews first so they can further narrow the field. The HR manager is generally responsible for setting up the interviews and determining the interview schedule for a particular candidate. Usually, the more senior the position is, the longer the interview process takes, even up to eight weeks (Crant, 2009). After the interviews are conducted, there may be reference checks, background checks, or testing that will need to be performed before an offer is made to the new employee. HR managers are generally responsible for this aspect. Once the applicant has met all criteria, the HR manager will offer the selected person the position. At this point, salary, benefits, and vacation time may be negotiated. Compensation is the next step in HR management.

Determine Compensation

What you decide to pay people is much more difficult than it seems. This issue is covered in greater detail in Chapter 6 “Compensation and Benefits” . Pay systems must be developed that motivate employees and embody fairness to everyone working at the organization. However, organizations cannot offer every benefit and perk because budgets always have constraints. Even governmental agencies need to be concerned with compensation as part of their HR plan. For example, in 2011, Illinois State University gave salary increases of 3 percent to all faculty, despite state budget cuts in other areas. They reasoned that the pay increase was needed because of the competitive nature of hiring and retaining faculty and staff. The university president said, “Our employees have had a very good year and hopefully this is a good shot in the arm that will keep our morale high” (Pawlowski, 2011).

Determination of compensation systems is a balancing act. Compensation should be high enough to motivate current employees and attract new ones but not so high that it breaks the budget.

Nathan Rupert – Venice Beach Tightrope Walker – CC BY-NC-ND 2.0.

The process in determining the right pay for the right job can have many variables, in addition to keeping morale high. First, as we have already discussed, the organization life cycle can determine the pay strategy for the organization. The supply and demand of those skills in the market, economy, region, or area in which the business is located is a determining factor in compensation strategy. For example, a company operating in Seattle may pay higher for the same job than their division in Missoula, Montana, because the cost of living is higher in Seattle. The HR manager is always researching to ensure the pay is fair and at market value. In Chapter 6 “Compensation and Benefits” , we get into greater detail about the variety of pay systems, perks, and bonuses that can be offered. For many organizations, training is a perk. Employees can develop their skills while getting paid for it. Training is the next step in the HR planning process.

Develop Training

Once we have planned our staffing, recruited people, selected employees, and then compensated them, we want to make sure our new employees are successful. Training is covered in more detail in Chapter 8. One way we can ensure success is by training our employees in three main areas:

• Company culture. A company culture is the organization’s way of doing things. Every company does things a bit differently, and by understanding the corporate culture, the employee will be set up for success. Usually this type of training is performed at an orientation, when an employee is first hired. Topics might include how to request time off, dress codes, and processes.
• Skills needed for the job. If you work for a retail store, your employees need to know how to use the register. If you have sales staff, they need to have product knowledge to do the job. If your company uses particular software, training is needed in this area.
• Human relations skills. These are non-job-specific skills your employees need not only to do their jobs but also to make them all-around successful employees. Skills needed include communication skills and interviewing potential employees.

Perform a Performance Appraisal

The last thing an HR manager should plan is the performance appraisal. While we discuss performance appraisals in greater detail in Chapter 11 “Employee Assessment” , it is definitely worth a mention here, since it is part of the strategic plan. A performance appraisal is a method by which job performance is measured. The performance appraisal can be called many different things, such as the following:

• Employee appraisal
• Performance review
• Career development review

No matter what the name, these appraisals can be very beneficial in motivating and rewarding employees. The performance evaluation includes metrics on which the employee is measured. These metrics should be based on the job description, both of which the HR manager develops. Various types of rating systems can be used, and it’s usually up to the HR manager to develop these as well as employee evaluation forms. The HR manager also usually ensures that every manager in the organization is trained on how to fill out the evaluation forms, but more importantly, how to discuss job performance with the employee. Then the HR manager tracks the due dates of performance appraisals and sends out e-mails to those managers letting them know it is almost time to write an evaluation.

Human Resource Recall

Have you ever been given a performance evaluation? What was the process and the outcome?

Communication Is Key in Performance Evaluations

(click to see video)

Communication is imperative in any workplace, but especially when giving and receiving a performance evaluation.

Key Takeaways

• Human resource planning is a process that is part of the strategic plan. It involves addressing specific needs within the organization, based on the company’s strategic direction.
• The first step in HR planning is determining current and future human resource needs. In this step, current employees, available employees in the market, and future needs are all analyzed and developed.
• In the second step of the process, once we know how many people we will need to hire, we can begin to determine the best methods for recruiting the people we need. Sometimes an organization will use head hunters to find the best person for the job.
• After the recruiting process is finished, the HR manager will begin the selection process. This involves setting up interviews and selecting the right person for the job. This can be an expensive process, so we always want to hire the right person from the beginning.
• HR managers also need to work through compensation plans, including salary, bonus, and other benefits, such as health care. This aspect is important, since most organizations want to use compensation to attract and retain the best employees.
• The HR manager also develops training programs to ensure the people hired have the tools to be able to do their jobs successfully.
• Of the parts of HR planning, which do you think is most difficult, and why? Which would you enjoy the most, and why?
• Why is it important to plan your staffing before you start to hire people?
• What is the significance of training? Why do we need it in organizations?

Crant, J., “How Long Does an Interview Process Take?” Jobsinminneapolis.com, December 2, 2009, accessed October 28, 2010, http://www.jobsinminneapolis.com/articles/title/How-Long-Does-an-Interview-Process-Take/3500/422 .

Herman, S., Hiring Right: A Practical Guide (Thousand Oaks, CA: Sage, 1993), xv.

Pawlowski, S., “Illinois State University to Get Salary Bump,” WJBC Radio, July 11, 2011, accessed July 11, 2011, http://wjbc.com/illinois-state-university-faculty-to-get-salary-bump .

Human Resource Management Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Topic 1: Introduction to Human Resources Management

Human Resource Management was originally known as personnel or people management. In the past, its role was quite limited. Within any company or organization, HRM is a formal way of managing people. It is a fundamental part of any organization and its management.

The main responsibilities of the personnel department include hiring, evaluating, training, and compensation of employees. The human resources department deals with any issues facing the staff in their working capacity within an organization. HR is concerned with specific work practices and how they affect the organization’s performance.

Today, Human Resources Management deals with:

• Anything related to managing people within a company or organization. This means decisions, strategies, principles, operations, practices, functions, activities, and the methods used to manage employees.
• The type of relationships people have in their places of employment and anything that affects those relationships in a positive or negative way.
• Ensuring that employees are satisfied with the conditions of their employment. This leads to better services and production of goods and helps the company’s success.

When we talk about human resources in a business situation it means the workforce, i.e., the employees of a company and what skills and energy they bring. This includes any ideas, creativity, knowledge, and talents that employees bring with them and use to help the organization be successful. In other words, the resources a person has or the knowledge and experience developed over the years.

HRM focuses on bringing in (recruiting) new employees with new talents for the company and managing employees. Another function is to guide and help said employees by providing direction when necessary. In a large organization, with a lot of people, it is important to have a department that specifically focuses on staff issues. These issues are things like hiring, performance management, organizational development, training, occupational health and safety, motivation incentives, communication, workplace culture, and environment.

Human Resource Management is now a vital part of any organization. Every company or organization is required to have this department. It helps with increasing the morale of workers by working on relations between employees and their employers and constantly striving to make them better. The HR department also provides any support employees need to assist them improve their performance.

The HRM function extends to assessing the productivity and/or success of every department in an organization or business. It assists each department and helps them improve their work. It also intervenes

when necessary to help solve any problems that might arise with regards to employees’ work. Getting better results from the company’s workers is another job of HRM.

When a business has valuable, rare, and/or unique human resources it will always have a competitive advantage over other similar organizations.

Below are the criteria used in Human Resource Management – when using these effectively, a company can make an impact in its particular field.

– Value Building : People who try hard to decrease costs and to provide a service or product unique to customers, can increase their own value as employees and that of the company. Organizations also use empowerment programs, quality initiatives, and strive for continual improvement in order to increase the value that employees bring to the company.

– Rarity : When the skills, knowledge, and abilities of employees are not equally available to all companies in the same field, the company that has these people, has a very strong advantage. This is why top companies endeavor to hire and train the best and the brightest employees. This way they gain advantage over their competitors. In some cases, companies will even go to court to stop other organizations from taking away their valued employees. This proves that some companies have clearly identified the value and the uniqueness of certain employees.

– Incomparability : Employees give their companies competitive advantage when their capabilities and contributions cannot be reproduced by others. That is, the knowledge and skills that they bring to the organization are unique and not easily found elsewhere. Certain corporations such as Disney, Southwest Airlines, and Whole Foods have, over the years, developed very distinctive cultures that get the most from employees. These cultures are difficult for other organizations to imitate. Southwest Airlines, for example, rewards the employees who perform well. It is also able to maintain employees’ loyalty through offering free airfares and profit sharing in the company.

– Organized work force : People with unique talents can help a company achieve a competitive advantage when they can easily be reassigned to work on new projects without much notice. In order for this to happen teamwork and co-operation are needed and the creation of an organized system.

The criteria above show the importance of people power and also the link between human resources management and performance management. Many high-functioning organizations now know that their success depends on the knowledge and skills of their employees, or, their human capital. Human capital is aligned with the economic value of employees with the right knowledge, skills, and abilities. Their knowledge and skills have economic value. Managing human capital properly is imperative for any organization wanting to maintain a competitive advantage. In some ways it is the most important part of an organization’s human resource function.

The Objectives of HRM

The objectives of HRM are the goals of an organization. Individual or group activities are then organized in such a way so as to achieve those objectives or goals. Organizations and companies aim to secure and manage certain resources, including human resources, to achieve the specified goals.

Human resources must therefore be managed in a way that uses their resources to achieve the organizational objectives/goals. Basically, the objectives of HRM come from and contribute to achieving organizational objectives.

Objectives of HRM:

• To establish and use a workforce that is able and motivated, in order to achieve the goals of an organization.
• To create the desirable organizational structure and working relationships among all the members of the organization.
• To integrate individuals and/or groups within the company by matching their goals with those of the company.
• To ensure individuals and groups have the right opportunities to develop and grow with the organization.
• To use what human resources a company has in the most effective way to achieve organizational goals.
• To ensure wages are fair and adequate and provide incentives and benefits thereby satisfying both individuals and groups. Also, to ensure ways of allowing recognition for challenging work, prestige, security and status.
• To have continual high employee morale and good human relations by establishing and improving conditions and facilities within the organization.
• To improve the human assets by providing appropriate training programs on a continual basis.
• To try to effect socio-economic change in areas such as unemployment, under-employment and inequality by distributing income and wealth. This way society can benefit. Added employment opportunities for women and the disadvantaged will also be impacted in a positive way.
• To offer opportunities for expression.
• To ensure that the organizational leadership works in a fair, acceptable and efficient manner.
• To ensure a good working atmosphere and employment stability by having proper facilities and working conditions.

Functions of Human Resource Management (HRM)

Human resource management must plan, develop, and administer policies and programs that can make the best use of an organization’s human resources. This is the part of management’s role which deals with people at work and their relationships within the organization. Its aims are:

• To use human resources as effectively as possible;
• To ensure the best possible working relationships among all members of the organization; and
• To assist individuals to reach their highest potential.

In Human Resource Management, there are four major areas:

• Employee development, and
• Employee maintenance.

These four areas and any associated functions share a common aim. That is to have enough competent employees with the skills, abilities, knowledge, and experience needed to achieve further organizational objectives. Each human resource function (above) can be appointed to one of the four areas of personnel responsibility but there are also other functions that are designed for different purposes. For example, performance evaluation processes provide a stimulus and guide employee development. They are valuable for salary administration purposes also. The purpose of the compensation function is as a stimulus to keep valuable employees and also to attract potential employees. Below is a description of the typical human resource functions

Human Resource Planning

The human resource planning function serves to determine the number and type of employees needed to achieve the company’s goals. Research is performed in this function because planning requires information to be collected and analyzed for the forecasting of human resource supplies and the prediction of future human resource needs. Staffing and employee development are key human resource planning strategies.

Job Analysis

Job analysis is deciding on the job description and the human requirements that are needed for said job. The job description should include the skills and experience needed to perform the job. A job description clearly sets out work duties and activities that employees will be expected to perform. Job descriptions are essential because the information they provide to employees, managers, and personnel people influences personnel programs and practices.

Recruitment and selection of human resources (people) is what staffing is mostly concerned with. Human resource planning and recruiting is done before selecting people for positions. Recruiting is the personnel function of finding and hiring the best qualified applicants to fill job vacancies.

The selection function is used to choose the most qualified applicants for hiring from those attracted to the organization by the recruiting function. During the selection process, human resource staff are involved in assisting managers to decide which applicants to select for the given jobs and which ones to reject.

Orientation

Orientation is done in order to introduce a new employee to the new job and the employer. It is a way for new employees to get to know more intimate aspects of their job, including pay and benefits, working hours, and company policies and expectations.

Training and Development

Training and development is used as a means of providing employees with the skills and knowledge to do their jobs well. It must be provided to all employees. In addition to providing training for new or inexperienced employees, organizations often provide training for experienced employees as well. This may be because their jobs are undergoing change or the company needs them to work more effectively. Development programs are also done to equip employees for higher level responsibilities. Training and development programs are ways of making sure that employees can handle the stresses of their jobs and perform well.

Performance Appraisal

Performance appraisal is an evaluation of an employee and his/her performance to make sure that said employee is working well and at acceptable levels. Human resource personnel are usually responsible for developing appraisal systems. The actual assessment of employee performance is done by supervisors and managers. Performance appraisal is necessary because the results of the appraisal can be used to motivate and guide employees’ performance. It also provides a basis for pay, promotions, and any disciplinary action if necessary.

Career Planning

Career planning is a process where an employee explores his/her interests and abilities and strategically works towards job goals. It has come about partly because many employees’ feel the need to grow in their jobs and to advance in their careers.

Compensation

It is the HR department that determines how much employees should be paid for certain jobs using a system of assessment. Compensation costs companies a lot so it is something that needs serious attention in the human resource planning stage. Compensation affects staffing because people generally want to work for an organization that offers more pay in exchange for the work done. It provides an important motivation for employees to achieve more in their jobs and reach higher levels. As such, it is related to employee development.

Work benefits are also referred to as fringe benefits. They are non-wage compensation that employees get in addition to their usual wages. Benefits are legally required items but employers can also more at their discretion. The cost of benefits is so high that they have become a huge consideration in human

resources planning. Benefits are mostly related to the maintenance area because they provide for many basic employee needs.

Labor Relations

Labor relations relates to the practice of managing employees who are members of a union. Unions provide employees with strength in numbers and have representatives who can advocate on their behalf if necessary, to deal with any discrepancies in pay, benefits, working conditions, and other work aspects. HR personnel are responsible for negotiating with unions and resolving any disputes.

Record-keeping

Record-keeping is essential and the most basic function of HR. Recording, maintaining and retrieving employee information when needed is done by the HR personnel. The type of records kept are related to the employees and include employment history, resumes, medical records, promotions, transfers, working hours, and lateness, etc. Keeping records up-to-date is a vital HR function. Employees today want to know what is in their personnel records and why certain things are there or not there.

Personnel records provide the following:

a) Up-to-date information about employees.

b) Procedures for comparing employees and their work to other employees.

c) Procedures for recruiting new employees, e.g. by showing the rates of pay.

d) Record of previous action taken regarding employees.

e) Statistics which check and guide personnel policies.

f) Information regarding legal requirements and how to comply with them.

Personnel Research

Research activities are an essential function of HR personnel. Research is done with the aim of obtaining personnel specific information in order to develop programs that work for an organization. Planning and reviewing are vital. Areas, such as recruitment, employee turnover, training, and terminations are all important areas to be researched. Employee opinions are also very important and can be obtained through surveys about wages, promotions, welfare services, conditions, job security and the like.

Even though research is so important, many companies neglect it because personnel people are too busy dealing with other more immediate problems.

Research is not done to deal with problems but to prevent them from occurring in the first place. The responsibility for research lies initially with the HR department but line supervisors and executives at all levels of management should assist. Trade unions and other organizations can give some assistance also and it should be made use of.

HR functions also include managing change, introducing new technology, innovation and diversity. Regular social audits of HR functions are necessary because of the large role HR plays within any organization. HR’s ultimate goal is to provide a link between the organization and the employees because the organization needs employees’ commitment. Employees need to be made aware of things like sales growth, restructuring plans, sharp price movements and any challenges facing the country and their organization in particular. This can be done by videos, films, lectures and booklets.

The main responsibilities of a human resource manager are:

– To fully develop knowledge of corporate culture, plans and policies.

– To initiate change where necessary and act as a facilitator.

– To actively participate in formulating company strategy.

– To be a consultant to change.

– To ensure communication remains open between the HR department and individuals and groups inside and outside the organization.

– To identify and advance HR strategies that match the company’s business strategy.

– To develop particular organizational teams and assist in the effective working relationships between the teams and individuals.

– To ensure the organization’s goals are achieved by effective co-operation of employees.

– To identify any problems, particularly in the HR area, and to find effective solutions.

– To contribute to the co-ordination and support services for HRD programs.

– To assess the effectiveness of HRD programs and to do research in order to find out how the HRD has affected (improved or otherwise) individual or organizational performance.

Pat McLagan is an award-winning author, speaker and coach of leadership development and management. She has identified nine new roles of HR.

• To bring the issues and trends concerning an organization’s external and internal people to the attention of decision-makers, and to recommend long-term strategies to support organizational excellence and endurance.
• To design and prepare HR systems and actions for implementation so that they can produce maximum impact on organizational performance and development.
• To facilitate the development and implementation of strategies for transforming one’s own organization by pursuing values and visions.
• To create the smoothest flow of products and services to customers; to ensure the best and most flexible use of resources and competencies; and to create commitment among the people who help us to meet customers’ needs whether those people work directly for the organization or not.
• To identify learning needs and then design and develop structured learning programs and materials to help accelerate learning for individuals and groups.
• To help individuals and groups work in new situations and to expand and change their views so that people in power can participate in leadership.
• To help people assess their competencies, values, and goals so that they can identify, plan, and implement development actions.
• To assist individuals to add value in the workplace and to focus on the interventions and interpersonal skills for helping people change and sustain change.
• To assess HRD practices and programs and their impact and to communicate results so that the organization and its people accelerate their change and development.

In recent years, Human Resource Management has received increasing attention. Its importance has been recognized and its role has changed from the traditional personnel management role to a more human resource management role.

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10 Steps to Write a HR Case Study

My sister always looks forward to when she will cease to be a student. I can only imagine her joy from the countless times I have heard her yapping about it. But I barely blame her; she has all the rights to wait for that time.

Being a student often feels like a necessary evil that you can barely wait to be over with. Many situations make the wait feel longer than it seems. An example is HR case study writing. But it doesn’t have to be that way. It is said that if you can’t beat them, join them. The same goes. If it is too unnerving, learn its ways and be the pro.

What is an HR case study?

If you may be interested in business studies, then this may not be a new phrase you’ve heard of.

A case study analysis is a form of academic writing which analyses a situation, event, place, or person to form a conclusion. They are valuable for phenomena that can’t be studied in a laboratory or quantitative methods. HR case studies play vital roles in human resource management, personnel management, and other related courses. They include a detailed description of a simulated or real-life decision-making scenario. They also aim at enhancing decision-making skills, managerial competency, and problem-solving skills.

The following are tips to perfect your HR case study writing:

1. Read the given instructions carefully

It is amusing how people often spurn instructions and delve right into whatever they desire to do as if they are experts. Guidelines will always be worthwhile and will come in very handy, more than you would know. The witty Agnes Allen quotes that when everything fails, read the instructions.

Make sure you understand what is expected of you from the given instruction. Scrutinize and comprehend them because only then will you have a facile time as you advance with your writing.

2. Prepare for the assignment

When going for battle, you must double-check on all items that offer you a winning chance. Determine the primary problem in context to your study, the kind of questions you want to ask, the tools necessary in your assignment, and your research background. Once you can answer the questions above, the foggy confusion in your mind fades, and you begin to experience translucence on how to go about your case study.

3. Choose your required tools carefully

The sky is always the limit. It is okay to dream as big as you want. However, make sure your dreams are achievable. A case study involves responses piled up from the public and any other sources. To amass this information, tools such as interviews and questionnaires are necessary for use. The decision on the tools to use may be guided as per the instructions provided. If not, choose the least problematic and the easiest to work with.

4. Formulate your questions to give the most accurate response

The type of questions depends on the kind of tool you decide to use. For example, if the study aims to check the public’s response towards a particular product, the questions asked in an interview may differ from those asked in a questionnaire. Interviews offer a one-on-one chance, allowing the interviewer to give more information on the topic. On the other hand, questionnaires are straightforward and cap the response of the one answering. For better response, you may combine various tools to get a wide array of information. The choice is all yours.

5. Learn how to use various tools of research

There is no research without action, no action without research. To conduct a case study, you may require skills you have minimal knowledge of. The only way this is possible is through studying and researching. If your tool of interest is through interviews, you must learn to be the best interviewer. Many expert writers from various essay writing services are patiently waiting for your call, and they will offer all the help you may require. With academic writing services, you may learn the best way of interviewing to get the best results as directly as possible.

6. Devise a method to analyze data collected

Information obtained is then collected and appropriately arranged to reduce any stupor. Review the answers to each question and analyze why the person provided such an answer. For this data to be understood effectively, it must be carefully examined. Ensure that you closely dissect all responses supplied to grasp properly how best you will answer your question.

7. Organize the information obtained to a manageable measure

You may have collected all manner of information from your research, questionnaires, interviews, and any other sources you may have had. However, it may be inconceivable to document all your responses in your case study. Of course, you will need to provide facts, numbers, or refer to authoritative sources. You can also use phrases from the interview. You may be forced to selectively choose the information provided. Summarize the responses given while highlighting the main point given by your audience. This is a skill you must master. Managing your data makes your study more manageable to handle, interpret and understand.

8. Choose the best data presentation tools

A case study is all about how well you handle your data and communicate the responses obtained. Presentation is therefore very delicate to this process. Your presentation skills must be nothing short of top-notch. All the information is necessary so that the reader can come to his conclusion with your help. In simpler words, this task is like a puzzle. Each of your sentences is a puzzle, and your conclusion already adds up the overall picture. Numbers may come a long way to show the extent of the work conducted. You may, for example, indicate the number of people that sided with a specific response. Take that extra mile to show how flawless your work is.

9. Compose your case study

Once you have all your facts right, nothing stops you from jotting down your findings. With the guidance of an efficient case study writing service , you will be unbeatable. You can also find professional essay writing help to guide you through your experience on the internet. You can also look at many examples to make your writing as smooth as possible.

10. Edit your work

The nerve-wracking part is now over. Ensure all questions have been answered, and the instructions have been followed closely. Confirm there are no grammatical or spelling errors as well. Now, you are good to go.

Negative perceptions have proven to be very restricting and imprisoning. Nothing is impossible with the proper guidance, so do not fear writing essays; we are here to help you.

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11.1 An Introduction to Human Resource Management

• What has been the evolution of human resource management (HRM) over the years, and what is the current value it provides to an organization?

Human resource management over the years has served many purposes within an organization. From its earliest inception as a primarily compliance-type function, it has further expanded and evolved into its current state as a key driver of human capital development. In the book HR From the Outside In (Ulrich, Younger, Brockbank, Younger, 2012), the authors describe the evolution of HR work in “waves”. 1 Wave 1 focused on the administrative work of HR personnel, such as the terms and conditions of work, delivery of HR services, and regulatory compliance. This administrative side still exists in HR today, but it is often accomplished differently via technology and outsourcing solutions. The quality of HR services and HR’s credibility came from the ability to run administrative processes and solve administrative issues effectively. Wave 2 focused on the design of innovative HR practice areas such as compensation, learning, communication, and sourcing. The HR professionals in these practice areas began to interact and share with each other to build a consistent approach to human resource management. The HR credibility in Wave 2 came from the delivery of best-practice HR solutions.

Wave 3 HR, over the last 15–20 years or so, has focused on the integration of HR strategy with the overall business strategy. Human resources appropriately began to look at the business strategy to determine what HR priorities to work on and how to best use resources. HR began to be a true partner to the business, and the credibility of HR was dependent upon HR having a seat at the table when the business was having strategic discussions. In Wave 4, HR continues to be a partner to the business, but has also become a competitive practice for responding to external business conditions. HR looks outside their organizations to customers, investors, and communities to define success—in the form of customer share, investor confidence, and community reputation. HR’s credibility is thus defined in terms of its ability to support and drive these external metrics. Although each “wave” of HR’s evolution is important and must be managed effectively, it is the “outside in” perspective that allows the human resource management function to shine via the external reputation and successes of the organization.

Catching the Entrepreneurial Spirit

Human resources outsourcing—entrepreneurial ventures.

Human resources is a key function within any company, but not all companies are able to afford or justify full-time HR staff. Over the last decade, HR outsourcing has become a good business decision for many small companies whose current staff doesn’t have the bandwidth or expertise to take on the risks of employee relations issues, benefits and payroll, or HR compliance responsibilities. This has led many HR practitioners to try out their entrepreneurial skills in the areas of HR outsourcing and “fractional HR.”

Human resources outsourcing is very commonly used by smaller companies (and often large companies too) to cover such tasks as benefits and payroll management. This is an area that has been outsourced to third parties for many years. More recent is the trend to have “fractional HR” resources to help with the daily/weekly/monthly HR compliance, employee relations, and talent management issues that companies need to address. Fractional HR is a growing industry, and it has become the service offering of many entrepreneurial HR ventures. Fractional HR is essentially as it sounds—it is the offering of HR services to a company on a part-time or intermittent basis when the company may not be able to justify the cost of a full-time HR resource. An HR professional can be available onsite for a specified number of hours or days weekly or monthly, depending on the company’s needs and budget. The HR professional handles everything from HR compliance issues and training to employee issues support. Also, for companies that are keen on development of employees, the HR resource can drive the talent management processes—such as performance management, succession planning, training, and development—for companies who require more than just basic HR compliance services.

How does a business leader decide whether HR outsourcing is needed? There are generally two factors that drive a leader to consider fractional HR or HR outsourcing—time and risk. If a leader is spending too much time on HR issues and employee relations, he may decide that it is a smart tradeoff to outsource these tasks to a professional. In addition, the risk inherent in some HR issues can be very great, so the threat of having a lawsuit or feeling that the company is exposed can lead the company to seek help from a fractional HR professional.

HR entrepreneurs have taken full advantage of this important trend, which many say will likely continue as small companies grow and large companies decide to off-load HR work to third parties. Some HR companies offer fractional HR as part of their stated HR services, in addition to payroll and benefits support, compensation, and other HR programmatic support. Having a fractional HR resource in place will often illuminate the need for other HR services and program builds, which are generally supported by those same companies. Whether you are an individual HR practitioner or have a small company of HR practitioners and consultants, fractional HR and HR outsourcing can be a very viable and financially rewarding business model. It can also be very personally rewarding, as the HR professional enables smaller companies to grow and thrive, knowing that its HR compliance and processes are covered.

• What do you believe is contributing to the growth of the fractional HR and HR outsourcing trend? Do you expect this trend to continue?
• At what point should a company consider bringing on a full-time HR resource instead of using a fractional HR resource? What questions should the company ask itself?

Human resource management provides value to an organization, to a large extent, via its management of the overall employee life cycle that employees follow—from hiring and onboarding, to performance management and talent development, all the way through to transitions such as job change and promotion, to retirement and exit. Human capital is a key competitive advantage to companies, and those who utilize their human resource partners effectively to drive their human capital strategy will reap the benefits.

Human resource management includes the leadership and facilitation of the following key life cycle process areas:

• Human resources compliance
• Employee selection, hiring, and onboarding
• Performance management
• Compensation rewards and benefits
• Talent development and succession planning

Human resources is responsible for driving the strategy and policies in these areas to be in accordance with and in support of the overall business strategy. Each of these areas provides a key benefit to the organization and impacts the organization’s value proposition to its employees.

Concept Check

• How has the function of human resource management evolved over the years?
• In what way do you usually interact with human resources?

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Human resource management: the ultimate guide to HRM

Human Resource Management (HRM) is the practice of managing people within an organization. It involves hiring, training, compensating, managing, and retaining employees. HRM covers strategic planning, decision-making, and work related to building and maintaining a team.

Content manager Keith MacKenzie and content specialist Alex Pantelakis bring their HR & employment expertise to Resources.

Implementing an effective human resource management strategy can have a wide range of benefits that impact every facet of your business.

Improve employee relations, raise retention rates, inspire employee performance, and create a positive work environment by investing time and effort into talent management.

What is human resource management?

Human resource management (HRM) is the practice of hiring, training, compensating, managing, and retaining the employees of an organization. To put it more simply, HRM is people management.

Every aspect of the strategic planning, decision-making, and work involved with building and maintaining a team of employees is part of personnel management.

Learn the language of human resources:

• HR terms: the plain-spoken glossary
• HR terms: get context, clarity, and insight
• What is human resources (HR)?
• HR Terms: the most extensive HR glossary

How does human resource management work?

Human resource management isn’t limited to the work of the HR department. While it’s true that HR professionals are often in charge of hiring, onboarding, managing employee benefits and compensation, overseeing company policy, and other administrative tasks, team leaders and managers also have responsibilities that can be defined as human resource management.

Employee training, professional development, performance management, and even inspiring and motivating employees, all fall under the definition of HRM.

Check out the following resources to help streamline your hiring process:

• Top 5 human resources (HR) email template examples
• The top 10 questions asked in the HR interview

The importance of human resource management

The basics of HRM ensure that your organization has employees, but a well-developed strategy enhances the employee experience and reflects the core values of your organization.

When implemented thoroughly and thoughtfully, human resource management can increase employee engagement and improve your brand’s reputation, which also makes it easier to attract top talent.

Read more about why human resource management is important:

• Crisis management in the workplace: the role of HR
• How to assess human resource skills
• Key HR metrics: The most important metrics you should track
• Auditing to improve the HR workflow
• Why HR for startups is a good thing
• How to write a recruitment policy

Objectives of human resource management

The main goal of human resource management is to fulfill staffing needs while creating and maintaining a positive work environment for employees. Additional objectives of HRM include:

• Optimizing organizational behavior
• Achieving organizational goals
• Creating a positive work culture
• Implementing training and development
• Supporting employee empowerment
• Improving retention
• Complying with employment law

HRM career opportunities and requirements

HRM positions are ideal for organized, detail-oriented people who enjoy helping others and coordinating solutions to administrative and personal problems.

Examples of human resource management careers include:

• Human resources manager
• Human resources assistant
• HR consultant
• Benefits manager
• Benefits administrator
• Payroll specialist
• Compensation specialist
• Training manager
• Training coordinator
• HRIS specialist
• Employee relations manager
• Labor relations specialist
• Leadership coach
• Talent acquisition manager
• Internship coordinator
• Diversity, equity, and inclusion specialist

Entry-level HR positions often require a bachelor’s degree, with a focus of study that relates to human resources, business, or accounting and finance for jobs that involve compensation.

An MBA or a master’s degree and certifications from the Society for Human Resource Management (SHRM) or the Human Resources Certification Institute (HRCI) can be helpful for landing leadership or management positions in HRM.

Learn more about human resource management careers:

• How to succeed as a HR leader: forget ‘best practices’
• Hiring skills you should have if you’re in HR
• Hiring an HR manager for the first time – A complete how-to guide

What is the difference between HR and HRM?

How are human resources and human resource management different from one another? Human resources is part of the broader scope of human resource management, but the two terms are not synonymous.

Human resources is the department that deals with the tasks and resources associated with hiring, compensation, and administration of employees.

Human resources management is the practice of implementing principles of management to effectively organize and optimize employees of an organization.

Read more about related human resources terms:

• What’s the difference? – a guide outlining common terms and the differences between each
• People operations vs. HR management

Skills and responsibilities of an HR manager

Human resource managers oversee staffing and work with executives to make strategic decisions to create sustainable change to improve the employee experience within their organization. Skills and requirements to be an HR manager include:

• Degree in Human Resources or related field
• Previous experience as HR Manager or other HR Executive
• Experience with HR systems, databases, and metrics
• In-depth knowledge of labor law and HR best practices
• Detail-oriented with excellent communication and interpersonal skills

The responsibilities of an HR manager may include:

• Overseeing the talent acquisition process, from recruiting to training
• Working with executives to align talent management to the organization’s objectives
• Managing the daily workflow of the Human Resources department
• Analyzing trends in compensation and benefits
• Coordinating professional development and growth initiatives for staff
• Handling performance reviews, disciplinary issues, and terminations
• Ensuring compliance with local, state, and federal labor laws and regulations

Read more about HR skills:

• The most important HR skills and how to master them

How to become a Human Resources Manager

Starting a career as a Human Resources Manager often requires a Bachelor’s degree in Human Resources, Business Administration, or a related field and prior professional experience in a human resource management position.

HRM tools & software

Since HRM covers such a broad range of relevant positions and objectives, there is a wide variety of tools and software available to streamline the process. A Human Resources Information System (HRIS) can help make managing people, policies, and procedures more simple. HRIS solutions make it easier to record and analyze information such as applicant tracking, onboarding, payroll, and performance management.

Human Management Resource Systems (HMRS) perform similar functions to HRIS solutions, but also include features about more qualitative information about the performance and engagement of employees.

Discover additional resources to streamline HRM:

• HR Toolkit: resources to support the full HR lifecycle
• HR tools & calculators
• How to write an employee handbook
• 21 HR tools designed for growing companies
• Recruiting budget: HR planning tips and examples

Human resource management trends

The most significant shift in recent human resource management trends involves a new emphasis on benefits and work/life balance. Offering a healthcare plan and the occasional birthday cake in the breakroom doesn’t cut it in today’s competitive job market.

Company culture and the employee experience matter more to potential applicants than 401k matches, in many cases. Consequently, organizations are staying competitive by offering perks that improve an employee’s quality of life, such as remote work opportunities, four day work weeks, flexible working hours, and generous (or unlimited) PTO.

HRM is about more than filling positions — it has evolved into creating a work environment where employees feel valued, supported, and empowered to be their best personal and professional selves.

• HR statistics and trends: Demystifying 2020
• The future of HR: what does it hold for recruiters?
• Josh Bersin’s recruiting and HR trends for the future

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Write a Conclusion for Human Resource Management Assignment

• Emily Scott

The human resource management assignment topics selected by the universities test the skills of the student on how they can make judgments on a particular condition. Human resource is one of the most important parts of today’s corporate environment. It is important to get one of the best men in the section to have a better kind of service from them. The duty and liability of people need to be understood and it must be known that the service-providing organization’s reputation is in their hands. Only the best and most trustworthy people should be assigned to the task and the assigned person should remember that there is a huge responsibility lying to him. In order to keep the momentum of the workflow, the human resource management may need to take some decisions that are not only harsh but bring some enemies too. It should be noticed that the duty of the HR department is to serve the company and it should focus primarily on the benefits of the organization rather than the individuals.

Conclusion in Human Resource Management Assignments

In any assignment, it is a common thing to provide detailed data on what are the aspects that are going to be discussed. Apart from this, the methodology should be precise where the asked questions are answered. In the conclusion section of an HR management assignment, the main result is given. Hence it is necessary to be more specific than anything else. In the  conclusion of HR management assignment , the final remedy or justification is usually given. The asked questions have some points and after implementing logic and theories to them the research outcome is detailed in the conclusion section.

The conclusion should be very precise and in that section, the steps that can be taken by human resource development should be answered. Writing a conclusion is a difficult task for many people because the logical deduction is needed in the segment. The human resource management assignment topics selected by the universities test the skills of the student on how they can make judgments on a particular condition. The judgment is stated in the conclusion section and it should be responded to in a precise manner where the decision-making capability of a student like you is reflected in a vivid manner.

Writing the Conclusion

Writing the end part is not that easy because you have to remember all the aspects that have been tried to cover in the previous segment. The conclusion is nothing but a justification of what has happened where the opinion of the writer matters. It is a section where a good amount of analytical data should be given. So, most of the time it is seen that the writing of the professional writers and the students has a huge gap and that gap is the result of experience. The service providers are doing the task for a long time and in conclusion, human resource management assignment has become a piece of cake for them. The writers of Essaycorp are aware of the twists and turn and that is why they can easily take an upper hand from the students. They are aware of certain facts that are needed to be answered in the segment and their precise approach to data manipulation makes them the best to rely on in the section.

Help from Essaycorp

The organization Essaycorp is one of the prominent  academic assistance providers . It is providing good support to the students from the time of initiation of its business. Some of the assistance is given below for a better understanding of the services.

• Quality service in every kind of academic writing. Human resource management assignment Help is one of the most prolific ones.
• No plagiarism guarantee because all the papers come with a proper plagiarism check.
• Full-time assistance from the writers who have written the assignments
• The service is cost-efficient and you will find an unmatchable rate where the quality of writing stays uncompromised.
• In the case of writing conclusions of any assignment, a precise and right-on-the-money type of approach will be prominent. Giving assistance in understanding the project is always paramount to all the criteria.

From the given discussion it is clear that academic assistance is necessary for anyone in the world of human resource management studying. Developing an idea of growth is something that should be done in a precise way and the service providers are aware of it. No matter how many assignments they write there is no chance of any similarity. This makes them apart from all the service providers.

EssayCorp  is one of the reputed organizations that are working in the segment for a long time and according to the service, it can be said that they are going to rule the section in the upcoming years. The HRM Assignment help provided by the institutions is unmatchable and the quality is maintained from the introduction of the assignment to the conclusion which is the main decision-making part of any assignment.

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1 Introduction to HRM: Meaning, definition, scope, objectives and functions of Human Resource Management

Garima Jain

1.      Learning Outcome:

After completing this module the students will be able to:

Understand the meaning and definition of

HRM. What is the scope of HRM.

Describe the Objectives of HRM.

Understand the functions of HRM.

2.      Introduction

Source:https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcSyhBbVnMmrAZiGAC6Ue_–ZW3d9pW3QyDJjIPR3WZWJYkhy1NdRQ

Why name human resource management?

Human : refer to the skilled workforce in the organisation .

Resource : refer to limited availability or scarce.

Management : refer to maximise or proper utilisation and make best use of limited and a scarce resource.

The success of any organization depends upon how it manages its resources. While several resources are the non – humanresource such as land, capital, and equipment, it is the human resource and its management which is at the heart of an organization’s success.

Human Resource (HR) refers to all the people who work in an organization called personnel . Human Resource Management refers to the organizational function which includes practices that help the organization to deal effectively with its people during the various phases of the employment cycle. HRM is management function concerned with hiring, motivating, and maintaining people in an organisation. It focuses on people in the organisation.

Source : http://thesis.tcdhalls.com/images/hrm-thesis.jpg

1.1 According to Lawrence Appley, “Working with, for and through people is the way in which a manager accomplishes his job. Maintaining good human resources is a Manager’s responsibility. Providing human satisfaction from work output and relationship is a Manager’s obligation.”

1.2 In the words of Mr. NR Narayana Murthy, Chairman Emeritus, Infosys, “You must treat your employees with respect and dignity because in the most automated factory in the world, you need the power of human mind. That is what brings in innovation. If you want high quality minds to work for you, then you must protect the respect and dignity.”

1.3 In the words of John F. Kennedy, “Our progress as a nation can be no swifter than our progress in education. The human mind is our fundamental resource.”

3.  Meaning and Definition

Essentially, the Human Resource Management (HRM) is a management function that deals with recruiting, selecting, training and developing human resource in an organization. It      isconcerned with the”people” dimension in management. It includes activities focusing on the effective use of human resources in an organization. It is concerned with thedevelopment of a highly motivated and smooth functioning workforce. It also includes planning, acquiring, developing, utilising and maintaining ‘human resources’ in theachievement of organizational goals.

3.1 According to Edwin B. Flippo , “Human resource management is the planning, organizing, directing, and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and societial objectives are accomplished.”

3.2 The Indian Institute of Personnel Management defines HRM as, “Human resource management is a responsibility of all those who manage people as well as being a description of the work of those who are employed as specialists. It is that part of management which is concerned with people at work and with their relationships within an enterprise. It applies not only to industry and commerce but to all fields of employment.”

3.3 According to Tead and Metcaff , “Human resource management is the planning, supervision, direction and co-ordination of those activities of an organization which contribute to realising the definite purpose of that organization, with an animating spirit of co-operation and with a proper regard for the well-being of all the members of the organization.” 

3.4 Milkovich and Boudreau view HRM as, “A series of integrated decisions that form the employment relationship; their quality contributes to the ability of the organizations and the employees to achieve their objective.”

It is thus clear that human resource management is a specialized knowledge and practice concerned with the management of human resources in an organization. It constitutes a significant activity of the management. It attracts and selects capable men, organises them in productive groups, develops their potential, gives them necessary motivation and maintains their high morale.

Source: https://vacancycentre.com/wp-content/uploads/2015/03/human-resource-management-malta-hr-consultancy.jpg

4.   Scope of HRM

The scope of HRM is indeed vast. All major activities in the working life of a worker -from the time of his or her entry until he or she leaves- come under the purview of HRM.

Source: http://cf.ppt-online.org/files/slide/l/l1zGK5pQWmvhq3IjBEUfu8d2OgNT4nr7ta6xkD/slide-19.jpg

4.1. According to Dale Yoder , the scope of human resource management consists of the following functions:

• 4.1.1.  Setting general and specific management policy for organisational relationships, and establishing and maintaining a suitable organisation for leadership and co-operation.
• 4.1.2.  Collective bargaining, contract negotiation, contract administration and grievance handling.
• 4.1.3.  Staffing the organisation, finding, getting and holding prescribed types and number of workers.
• 4.1.4.  Aiding in the self-development of employees at all levels providing opportunities for personal development and growth as well as for acquiring requisite skill and experience.
• 4.1.5.  Developing and maintaining motivation for workers by providing incentives.
• 4.1.6.  Reviewing and auditing manpower management in the organisation.
• 4.1.7.  Industrial relations research – carrying out studies designed to explain employee behavior

4.2. The Indian Institute of Personnel Management has described the scope of human resource management into the following aspects:

4.2.1. The Labour or Personnel Aspect: It is concerned with manpower planning, recruitment, selection, placement, induction, transfer, promotion, demotion, termination, training and development, layoff and retrenchment, wage and salary administration (remuneration), incentives, productivity, etc.

4.2.2. The Welfare Aspect: This aspect is concerned with working conditions and amenities such as canteens, creches, rest rooms, lunch rooms, housing, transport, education, medical help, health and safety, washing facilities, recreation and cultural facilities, etc.

4.2.3. The Industrial Relations Aspect: This is concerned with the company’s relations with the employees. It includes union-management relations, joint consultation, negotiating, collective bargaining, grievance handling, disciplinary actions, settlement of industrial disputes, etc.

All the above aspects are concerned with human element in industry as distinct from the mechanical element.

Source: https://bitsthoughtideas.files.wordpress.com/2012/01/hrm1map_small.gif

5.   Objectives of HRM

The primary objective of HRM is to ensure the availability of a competent and willing workforce to an organization. Apart from this, there are other objectives too.

Specifically, HRM objectives are four fold: societal, organisational, functional, and personal.

Figure 1 – Objectives of HRM

5.1. Societal Objectives

The societal objectives are socially and ethically responsible for the needs and challenges of society. While doing so, they have to minimize the negative impact of such demands upon the organisation. The failure of organisations to use their resources for society’s benefit in ethical ways may lead to restrictions. For example, the society may limit human resource decisions to laws that enforce reservation in hiring and laws that address discrimination, safety or other such areas of societal concern.

5.2. Organisational Objectives

The organisational objectives recognise the role of human resource management in bringing about organisational effectiveness. Human resource management is not an in    itself; it is only a means to assist the organisation with its primary objectives. Simply stated the human resource department exists to serve the rest of the organisation.

5.3. Functional Objectives

Functional objectives try to maintain the department’s contribution at a level appropriate to the organisation’s needs. Human resources are to be adjusted to suit the organisation ’s demands. The department’s level of service must be tailored to fit the organisation it serves.

5.4. Personal Objectives

Personal objectives assist employees in achieving their personal goals, at least in so far as these goals enhance the individual’s contribution to the organisation. Personal objectives of employees must be met if they are to be maintained, retained and motivated. Otherwise, employee performance and satisfaction may decline giving rise to employee turnover.

6.   Functions of HRM

Human Resources management has an important role to play in equipping organizations to meet the challenges of an expanding and increasingly competitive sector. Increase in staff numbers, contractual diversification and changes in demographic profile which compel the HR managers to reconfigure the role and significance of human resources management.

Human Resource or Personnel Department is established in most of the organisations, under the charge of an executive known as Human Resource/Personnel Manager. This department plays an important role in the efficient management of human resources.

Some of the major functions of human resource management are as follows:

Managerial Functions

Operative Function

Advisory Function

Figure 2 – Functions of HRM

6.1. Managerial Functions:

The Human Resource Manager is a part of the organisational management. So he must perform the basic managerial functions of planning, organising, directing and controlling in relation to his department. These functions are briefly discussed below:

6.1.1.   Planning: To get things done through the subordinates, a manager must plan ahead. Planning is necessary to determine the goals of the organisation and lay down policies and procedures to reach the goals. For a human resource manager, planning means the determination of personnel programs that will contribute to the goals of the enterprise, i.e., anticipating vacancies, planning job requirements, job descriptions and determination of the sources of recruitment.

The process of personnel planning involves three essential steps.

6.1.1.1. A supply and demand forecast for each job category is made. This step requires knowledge to both labour market conditions and the strategic posture and goals of the                          organization.

6.1.1.2. Net shortage and excess of personnel by job category are projected for a specific time horizon.

6.1.1.3. Plans are developed to eliminate the forecast shortages and excess of particular categories of human resources.

6.1.2.   Organizing: Once the human resource manager has established objectives and developed plans and programs to reach them, he must design and develop organisation structure to carry out the various operations. The organisation structure basically includes the following:

6.1.2.1. Grouping of personnel activity logically into functions or positions;

6.1.2.2. Assignment of different functions to different individuals;

6.1.2.3. Delegation of authority according to the tasks assigned and responsibilities involved;

6.1.2.4. Co-ordination of activities of different individuals.

6.1.3.   Directing: The plans are to be pure into effect by people. But how smoothly the plans are implemented depends on the motivation of people. The direction function of the personnel involved encouraging people to work willingly and effectively for the goals of the enterprise.

In other words, the direction function is meant to guide and motivate the people to accomplish the personnel programs. The personnel manager can motivate the employees in an organisation through career planning, salary administration, ensuring employee morale, developing cordial relationships and provision of safety requirements and welfare of employees.

The motivational function poses a great challenge for any manager. The personnel manager must have the ability to identify the needs of employees and the means and methods of satisfy those needs. Motivation is a continuous process as new needs and expectations emerge among employees when old ones are satisfied.

6.1.4.     Controlling: Controlling is concerned with the regulation of activities in accordance with the plans, which in turn have been formulated on the basis of the objectives of the organisation. Thus, controlling completes the cycle and leads back to planning. It involves the observation and comparison of results with the standards and correction of deviations that may occur.

Controlling helps the personnel manager to evaluate the control the performance of the personnel department in terms of various operative functions. It involves performance appraisal, critical examination of personnel records and statistics and personnel audit.

6.2. Operative Functions:

The operative functions are those tasks or duties which are specifically entrusted to the human resource or personnel department. These are concerned with employment, development, compensation, integration and maintenance of personnel of the organisation. The operative functions of human resource or personnel department are discussed below:

6.2.1.     Employment: The first operative function of the human resource of personnel department is the employment of proper kind and number of persons necessary to achieve the objectives of the organisation. This involves recruitment, selection, placement, etc. of the personnel.

Before these processes are performed, it is better to determine the manpower requirements both in terms of number and quality of the personnel. Recruitment and selection cover the sources of supply of labour and the devices designed to select the right type of people for various jobs. Induction and placement of personnel for their better performance also come under the employment or procurement function.

6.2.2.     Development: Training and development of personnel is a follow up of the employment function. It is a duty of management to train each employee property to develop technical skills for the job for which he has been employed and also to develop him for the higher jobs in the organisation. Proper development of personnel is necessary to increase their skills in doing their jobs and in satisfying their growth need. For this purpose, the personnel departments will device appropriate training programs. There are several on- the-job and off-the-job methods available for training purposes. A good training program should include a mixture of both types of methods. It is important to point out that personnel department arranges for training not only of new employees but also of old employees to update their knowledge in the use of latest techniques.

6.2.3.       Compensation : This function is concerned with the determination of adequate and equitable remuneration of the employees in the organisation of their contribution to the organisational goals. The personnel can be compensated both in terms of monetary as well as non-monetary rewards. Factors which must be borne in mind while fixing the remuneration of personnel are their basic needs, requirements of jobs, legal provisions regarding minimum wages, capacity of the organisation to pay, wage level afforded by competitors etc. For fixing the wage levels, the personnel department can make use of certain techniques like job evaluation and performance appraisal.

6.2.4.     Maintenance (Working Conditions and Welfare): Merely appointment and training of people is not sufficient; they must be provided with good working, conditions so that they may like their work and workplace and maintain their efficiency. Working conditions certainly influence the motivation and morale of the employees. These include measures taken for health, safety, and comfort of the workforce. The personnel department also provides for various welfare services which relate to the physical and social well-being of the employees. These may include provision of cafeteria, rest rooms, counseling, group insurance, education for children of employees, recreational facilities, etc.

6.2.5.     Motivation: Employees work in the organisation for the satisfaction of their needs. In many of the cases, it is found that they do not contribute towards the organisational goals as much as they can. This happens because employees are not adequately motivated. The human resource manager helps the various departmental managers to design a system of financial and non-financial rewards to motivate the employees.

6.2.6.     Personnel Records: The human resource or personnel department maintains the records of the employees working in the enterprise. It keeps full records of their training, achievements, transfer, promotion, etc. It also preserves many other records relating to the behaviour of personnel like absenteeism and labour turnover and the personnel programs and policies of the organisation.

6.2.7.     Industrial Relations: These days, the responsibility of maintaining good industrial relations is mainly discharged by the human resource manager. The human resource manager can help in collective bargaining, joint consultation and settlement of disputes, if the need arises. This is because of the fact that he is in possession of full information relating to personnel and has the working knowledge of various labour enactments. The human resource manager can do a great deal in maintaining industrial peace in the organisation as he is deeply associated with various committees on discipline, labour welfare, safety, grievance, etc. He helps in laying down the grievance procedure to redress the grievances of the employees. He also gives authentic information to the trade union leaders and conveys their views on various labour problems to the top management.

6.2.8.     Separation: Since the first function of human resource management is to procure the employees, it is logical that the last should be the separation and return of that person to society. Most people do not die on the job. The organisation is responsible for meeting certain requirements of due process in separation, as well as assuring that the returned person is in as good shape as possible. The personnel manager has to ensure the release of retirement benefits to the retiring personnel in time.

6.3. Advisory Functions:

Human resource manager has specialised education and training in managing human resources. He is an expert in his area and so can give advice on matters relating to human resources of the organisation. He offers his advice to:

6.3.1.     Advised to Top Management: Personnel manager advises the top management in formulation and evaluation of personnel programs, policies and procedures. He also gives advice for achieving and maintaining good human relations and high employee morale.

6.3.2.    Advised to Departmental Heads: Personnel manager offers advice to the heads of various departments on matters such as manpower planning, job analysis and design,  recruitment and selection, placement, training, performance appraisal, etc.

The functions are responsive to current staffing needs, but can be proactive in reshaping organizational objectives. All the functions of HRM are correlated with the core objectives of        HRM (Table 1).

For example- Personal objectives is sought to be realized through functions like remuneration, assessment etc.

                                                                   1-HRM Objectives and Functions

Source:http://www.nicheconsulting.co.nz/images/HRM_impacts_on_bottomline_results.jpg.

Human Resource Management is the management function that helps the managers to plan, recruit, select, train, develop, remunerate and maintain members for an organization.

Maintaining good human resources is the manager’s responsibility. Providing human satisfaction from work output and relationship is a manager’s obligation

The scope of HRM is very large. All major activities in the working life of a worker i.e. from the time of his or her entry until he or she leaves the organisation comes under the purview of HRM.

HRM has four objectives of societal, organizational, functional and personal development.

HR manager performs three functions within organizations like managerial, operative and advisory functions

Books and References

• Aswathappa, K. Human Resource Management. Tata McGraw-Hill. • Dessler, Varkkey. Human Resource Management. Pearson. • www.aast.edu/…/pdf_retreive.php?url…HRM12e_PPT…ppt.. • lib.vcomsats.edu.pk/library/MGT450/…/LECTURE%201%20new.ppt

10 Assignments For Human Resource Managers To Develop Future Skills

• By Simon Carvi
• No Comments

The Covid-19 pandemic has put tremendous pressure on organizations to change the way they operate: from sales and marketing, to finance and customer service. CEOs know that resilience and capacity to innovate are deeply rooted in the company’s human resources. 

To kickstart skilling efforts in the organization, what better place to start than to make sure the Human Resources department is properly equipped. Otherwise, who else should you empower to upskill the rest of your organization? As a matter of fact, the HR function is at the forefront of digital disruption. Your ability to build a skilled HR department is instrumental to make your organization future-ready. 

Remember that when it comes to training, individual Active Learning (classroom, eLearning, reading, etc.) accounts for roughly 10% of the job only! Around 20% of the learning journey to retain a skill is done through others (mentoring, peer interactions, etc.) and 70% by actually doing things! Of course the right blend depends on you and other parameters, such as your company’s business, industry and individual themselves.  

In this short article we will explore 10 SMART ways C-Level and Directors can make sure their HR Managers are being stretched in a good way, exploring projects that will strategically fit the company’s long-term growth and resilience to change. 

Let’s get started!

Table of Contents

1. Present a digital transformation strategy to top management

Competency developed: Digital transformation.

Objective: Own the topic of digital transformation within your company. 

Explanation: Yes, strategy! Ultimately digital transformation is about people skills and the ability to evolve in a digital environment. HR managers should be at the center of the conversation to understand future needs, analyze current gaps, and design a plan.

Tips: Read the literature on the topic. Collect feedback from experts or peers leading the same topic within their organizations. WORK WITH IT. 

2. Create and present new dashboard to CHRO including key metrics and qualitative analysis

Competency developed: People Analytics.

Objective: Analyse your company’s HR performance and contribute to business success. 

Explanation: Has your company a clear vision of its HR performance? Take advantage of the latest HR systems and Business Intelligence tools available to connect the dots. Measure actionable indicators and present them to management.

Tips: Collect expectations from CHRO and top management. Does your company already have a dashboard in place? Start collecting feedback from the current dashboard and try to connect new data points to provide new insights Collaborate with IT to learn how to structure and visualize data!

3. Make 5-year manpower plan aligned to business targets and present to top management 

Competency developed: Strategic workforce planning.

Objective : Plan the Human side of your company strategy so it can meet its turnover, profitability, or sustainability targets.

Explanation : How workforce will be utilized in the future? How to attract and develop the necessary skills. You’ll need more than one meeting to produce such a plan.

Tips: Make sure you collect the most relevant business targets to get a clear vision of the 5-year objectives and gaps. Meet with business line manager, top management, and collect market data to validate assumptions.

4. Highlight company’s top 5 turnover reasons with action plan to top management. 

Competency developed: Business partnering.

Objective: Develop your HR Managers to become real Business partner.

Explanation: From back seat to the front seat. HR managers are not only responsible for collecting data, but also to strategize an action plan. 

Tips: This stretch assignment is better utilized during the yearly budgeting period where managers are expected to summarize data and action plans. 

5. Ask HR Manager to personally train all managers on how to make Individual development plans 

Competency developed: Career development planning .

Objective: Boost your organization career development culture and processes. 

Explanation: It is true that HR managers do not own the career development paths of all employees, Line Managers do. On the other hand, HR Managers are responsible for the talent management process , making sure high potential employees are identified and that provided career paths match the organization’s long-term goals. This assignment will boost the HR Manager’s influencing skills while putting employee retention clearly at the center of the conversation.

Tips: This stretch assignment is better implemented with different workshops 5-7 managers maximum. Ultimately, the HR Manager shall control the quality of each Individual Development Plan (IDP) formalized. It is possible to imagine one on one sessions with managers failing to pass the IDP quality control. 

6. Rethink your company’s benefit package and implement one innovative benefit in line with the new workplace reality 

Competency developed : Compensation & Benefits management.

Objective : Make your company compatible with 2020 new workplace expectations. 

Explanation : Disrupted times call for bold measures and flexibility has just become every employee’s number one priority. HR managers must be creative and offer to top management solutions that will guarantee performance while fitting the employee’s expectation of the new normal.

Tips : You do not need to think money when thinking benefit. A good place to start to ensure creativity would be to run a survey. For example, what does work from home implies for your employees, or top management? Try to know more about those changes, and how does the company can help. 

7. Apply reverse mentoring within your team during monthly one on one sessions 

Competency developed : People Management.

Objective : Become a more balanced leader, get a deeper understanding of the motivations of younger employees and get up-to-date with digital tools.

Explanation : The odds are your HR Manager is a bit older than the team he/she manages. Organize ways to collect constructive feedback about your leadership and use them to improve. Subordinates can offer a wealth of feedback and guidance (digital tools!).

Tips : Reverse mentoring is hard, but the benefits on leadership skills can be huge. Do come with an open mind. During the meeting, let subordinate talk most of the time. Receive their feedback with a smile and spare some time to study their deeper meaning. 

8. Redesign performance management system to make it a continuous process. 

Competency developed : Continuous performance management.

Objective : Retain and develop talents.

Explanation : Spoiler alert! Feedback is not a “twice-a-year” thing anymore and one should not wait 6 months to get a meaningful conversation about performance with its boss. To cope with new expectations of the workforce, it is critical companies rethink the way they manage and record employee’s performance. 

Advice : Implement a culture of feedback by enforcing regular one-on-ones once per month. Turn to automated dashboards to measure competency development progress, KPIs and deviations.

9. Link learning and development activities to OKRs and competencies listed in your performance management system 

Objective : Get ROI from learning activities offered to employees. 

Explanation : Whether your organization use OKRs (Objectives and Key Results) or KPIs & competencies, make sure learning activities are linked with performance outputs. Follow up implementation on a monthly basis using one on ones. 

Advice : Diversify learning and apply the 70/20/10 approach: Active Learning, Social Learning and Stretch assignments. 

10. Implement monthly change management committees with top management

Objective : Put HR at the centre of change in your organization.

Explanation : HR Managers will not change organizations by themselves. They must collect voices from business line managers and must proceed to risk analysis before launching propositions. 

Advice : Change needs buy-in at the highest level. Get your CEO buy-in and offer him a seat at your committee. 

Do you agree with those suggestions? Do they sound challenging enough to develop long-term skills? Or at the contrary too difficult? Are you an HR Manager willing to develop future-proof skills or a CEO that want to impulse change in the organization? Let us know in the comments below. If you want to get more ideas to develop your teams, you can browse different development plans with 70/20/10 activities on  Huneety.com . New positions are added every week. 

This article has been written by our guest writer Simon Carvi who is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition and Employee Retention globally and in APAC. Simon is passionate about how people learn and the future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributors.

You can reach him on Li n kedIN :

Simon Carvi

Simon Carvi is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition an Employee Retention globally and in APAC. Simon is passionate about how people learn and future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributor.

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149+ Best Human Resource Management Research Paper Topics

• Post author By Pooja Barman
• October 18, 2023

Are you looking for the best MBA HR research paper topics? If yes, here we give all the most exciting human resource project ideas for you.

If you’re studying human resource management (HRM), you know it’s a big and important field. People are the most vital part of any business. So, as a student, you often have to write assignments like essays, research papers, and theses about HRM. If your assignment doesn’t have a specific topic, it can be challenging. This article gives you a list of exciting HR topics to choose from. We’ve organized them into categories like training, talent management, leadership, and more, making it easier for you to pick the right one for your assignment.

In this blog, we will delve into HR research paper topics, explore how to choose the best ones, and understand why these topics benefit students.

You May Also Like: How Can You Reduce the Stress of Completing a Project

Table of Contents

What is HR Research Paper Topics?

HR research paper topics encompass a wide range of subjects related to managing human capital within an organization. These topics can be broadly categorized into areas such as recruitment, training and development, employee motivation, diversity and inclusion, labor relations, compensation and benefits, and more.

The goal of HR research is to provide insights and solutions to challenges that organizations face when dealing with their employees. It allows students to explore, analyze, and propose solutions to real-world HR issues, contributing to the field’s development.

How to Choose a Good HR Research Paper Topic

Here’s a guide on how to choose a topic that not only interests you but also aligns with your career goals:

1. Identify Your Interests

Start by considering your personal interests. What aspects of HR intrigue you the most? It could be talent acquisition, performance management, employee well-being, or any other facet of HR. Choosing a topic that aligns with your passion will make the research and writing process more engaging and fulfilling.

2. Consider Relevance

Look for topics that are relevant in the current HR landscape. HR is a dynamic field, and certain topics may gain more significance over time. Staying current with trends and emerging issues will help you choose a topic that resonates with the HR community and provides valuable insights.

3. Consult Your Advisor

Engage with your academic advisor or professor for guidance. They can provide suggestions, feedback, and help you refine your research topic. Advisors have a wealth of experience and can steer you in the right direction.

4. Define Your Scope

Ensure that your research topic is neither too broad nor too narrow. A topic that is too broad can be overwhelming, while a very narrow topic might limit the available research material. Find the right balance that allows you to delve deep into the subject while having access to relevant literature.

5. Explore Current Research

Review existing literature and research in the field. This will help you identify gaps and areas where further investigation is needed. Building upon existing research can lead to more meaningful contributions.

6. Practicality

Consider the feasibility of conducting research on your chosen topic. Can you access the necessary data, conduct surveys or interviews, or perform experiments if required? Ensure your chosen topic is practical within the scope of your resources and time constraints.

7. Ethical Considerations

Be mindful of ethical considerations when selecting a topic. Ensure that your research does not violate any ethical standards or raise ethical concerns. HR topics often involve sensitive issues, so it’s crucial to approach them with sensitivity and ethical integrity.

149+ Exciting MBA HR Research Paper Topics For Beginners

These are the major MBA HR research paper topics for beginners are given below.

Professional/Career Development HR Research Topics

Training and Development General/ Interesting Human Resource Research Topics

Employee Engagement HR Research Paper Topics

Compensation and Benefits

Mba Labor Relations Hr Research Paper Topics

Performance Management

Diversity and Inclusion Research Paper Topics

HR Technology Research Paper Topics

Workplace Well-being

Talent Management HR Research Paper Topics

Employee Turnover Trending Research Topics in Human Resources

HRIS topics for Dissertations, Essays, and Research Paper

Here are your HRIS (Human Resource Information System) research topics presented below.

Employee Benefits and Well-being Research Paper Topics

Here are simplified versions of your provided talent management research topics:

Equal Employment Opportunity HR Research Paper Topics

Following are the Equal Employment Opportunity HR Research Topics for students.

• Managing Equal Employment Opportunity : How HR departments make sure that everyone has a fair chance at work.
• Best EEO Practices : The right ways to ensure equal opportunities at work.
• Importance of Equal Opportunities : Why it’s crucial to treat everyone fairly in the workplace.
• EEO and Workplace Diversity : How equal opportunities connect with having a diverse workforce.
• Role of EEOC : What the Equal Employment Opportunity Commission does to enforce fair treatment at work.
• Workplace Discrimination Effects : How unfair treatment affects employee well-being.
• Direct vs. Indirect Discrimination : Different types of unfair treatment at work.
• Handling Unfair Dismissal : What to do when someone is fired unfairly.
• Mediation and Dispute Resolution : Using mediation to solve workplace problems.
• Including LGBTI Workers : How to make sure LGBTI employees are treated fairly.
• Employee Diversity and Performance : How having a diverse workforce affects a company’s success.
• EEO’s Impact on Organizations : How equal opportunities influence a company.
• Equal Opportunities and Employee Performance : How treating people fairly affects how well they work.
• EEO and the Transport Industry : Equal opportunities in the transportation field.
• EEO and the Glass Ceiling : Breaking down barriers for career advancement.
• Coordinating EEO Practices : Ensuring that companies follow EEO rules.

Top 10 Most Promising HR Research Paper Topics For College Students

Here are some promising HR research paper topics that students can consider:

• The Impact of Diversity and Inclusion Programs on Organizational Performance: Analyze how diversity and inclusion initiatives influence employee engagement, innovation, and overall organizational success.
• Remote Work and Employee Productivity: Examine the challenges and benefits of remote work arrangements, focusing on productivity, employee well-being, and work-life balance.
• The Role of Emotional Intelligence in Leadership Effectiveness: Investigate the relationship between emotional intelligence among leaders and employee satisfaction, performance, and retention.
• Mental Health and Well-being Programs in the Workplace: Evaluate the effectiveness of mental health programs and their impact on employee well-being, absenteeism, and productivity.
• The Future of Work: AI and Automation in HR: Explore the implications of artificial intelligence and automation in HR, such as AI-driven recruitment and chatbots for employee support.
• Performance Appraisal Systems and Employee Motivation: Analyze different performance appraisal methods and their influence on employee motivation and job satisfaction.
• Workplace Harassment and Strategies for Prevention: Investigate the prevalence of workplace harassment, its effects on employees, and strategies for prevention and intervention.
• The Role of HR in Talent Acquisition in the Gig Economy: Examine how HR functions in organizations adapt to the gig economy and the challenges they face in attracting and retaining gig workers.
• The Impact of Training and Development on Employee Retention: Assess the relationship between investment in employee training and development and long-term employee retention.
• The Role of HR in Change Management: Explore the HR department’s role in managing organizational change, particularly in mergers and acquisitions.

What’s Next?

Once you’ve chosen your HR research topic, the next steps will depend on your academic or professional goals. Here are some general guidelines:

• Research and Data Collection : Start by conducting thorough research on your chosen topic. Gather relevant information, academic articles, books, and any necessary data. Use reliable sources to ensure the quality of your research.
• Outline Your Paper : Create a clear and organized outline for your paper. This will help you structure your ideas and arguments effectively.
• Writing Your Paper : Based on your outline, start writing your paper. Ensure you follow the appropriate formatting and citation style (e.g., APA, MLA, Chicago) as required by your institution or publication.
• Proofreading and Editing : After writing, carefully proofread and edit your paper. Check for grammar, spelling, and formatting errors. You can also seek feedback from peers or mentors.
• Research Paper or Dissertation : If you’re working on a research paper or dissertation, make sure to follow the specific guidelines and expectations set by your academic institution or publication.
• Professional Writing Service : If you prefer expert assistance, consider hiring a professional writing service. Expert writers can help you create a well-researched, properly formatted, and organized HR paper on your chosen topic. You can use this paper as a reference and guide for your own assignment.

Selecting the right HR research paper topic is the first step toward a successful research journey. By considering your interests, the relevance of the topic, and ethical considerations,. You can choose a subject that not only aligns with your academic and career goals but also contributes to the ever-evolving field of HR. HR research paper topics offer numerous benefits for students, from practical application to skill development and the opportunity to make a meaningful contribution to the field.

So, adopt the opportunity to explore HR topics and let your research be a beacon of knowledge and innovation in the world of human resources.

Frequently Asked Questions

What are the four core hr areas.

These are recruitment, selection, and placement; learning and development; performance management; and rewards and recognition.

What are the 5 functional areas of HR?

These are talent management, compensation, employee benefits, training, and development.

What are the areas of strategic HR?

Examples of strategic HR functions include compensation planning, recruitment, succession planning and employee development.

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A Guide to Human Resources Management Case Studies

Human Resource Management case studies provide valuable insights into the challenges faced by HR professionals in diverse workplaces. In this comprehensive guide, we will explore real-life examples of HRM in action, showcasing the strategies and solutions implemented to tackle various HR challenges.

Key Takeaways:

• Human Resources Management Case Studies offer practical insights for HR professionals.
• Real-life examples highlight strategies and solutions for overcoming HR challenges.
• Case studies showcase the importance of effective HR strategies in organizational success.
• Diverse scenarios demonstrate the application of HRM practices in different workplaces.
• Continuous learning and adaptation are crucial for HR professionals to stay effective.

The Changing Landscape of HRM

In the rapidly evolving global business environment, Human Resources Management (HRM) is constantly adapting to new trends and challenges. From the emergence of emerging markets to the digitalization of workplaces, HR professionals have had to navigate through various obstacles to effectively manage their workforce. One of the most significant challenges in recent times has been the global COVID-19 pandemic, which has necessitated swift and innovative HR strategies.

To gain a deeper understanding of how organizations have successfully managed these changes and optimized their HR practices, we will delve into a range of case studies. These case studies provide valuable real-world examples that HR professionals can analyze and apply in their own organizations. By studying these HR case studies , professionals can learn from the experiences of others, gaining insights into successful strategies and approaches.

Utilizing HR case studies for analysis allows us to discover how organizations have leveraged HRM to overcome obstacles and adapt to new circumstances. These real-life examples showcase the diverse ways in which organizations have effectively managed HR challenges, providing valuable lessons and strategies for HR professionals across industries.

Company XYZ, a multinational technology firm, faced challenges in attracting and retaining top talent due to the fast-paced nature of the industry. To address this, they implemented a strategic HR initiative that focused on creating a flexible work environment, providing opportunities for professional development, and offering competitive compensation packages. As a result, the company experienced a significant reduction in employee turnover and an increase in employee satisfaction and productivity.

This case study highlights how HR professionals at Company XYZ were able to adapt to the changing landscape of HRM by implementing innovative strategies. By analyzing such success stories, HR professionals can gain valuable insights into the strategies and practices that drive organizational success.

• HRM is constantly evolving to respond to new trends and challenges in the business world.
• Case studies provide real-world examples of effective HR practices in managing change.
• Successful organizations leverage HRM strategies to optimize their workforce and drive organizational success.

The Importance of Effective HR Strategies

Effective HR strategies are crucial for organizations to attract, retain, and develop top talent. By implementing strategic HR practices, companies can create a positive work environment that fosters employee engagement, productivity, and overall organizational success. In this section, we will explore case studies that highlight successful HR strategies implemented by companies across different industries, providing valuable insights for research and inspiration.

Case Studies: Success Stories in HR Management

Case Study 1: Company X

“Our HR strategy of prioritizing employee well-being and work-life balance has had a significant impact on our organizational culture. Through flexible work arrangements, wellness programs, and regular communication channels, we have seen a remarkable increase in employee satisfaction and productivity.”

Case Study 2: Company Y

“By investing in employee development and career progression, we have been able to attract top talent and retain key employees. The implementation of mentorship programs, training initiatives, and performance feedback systems has led to higher employee engagement and a stronger talent pipeline.”

Case Study 3: Company Z

“Our HR strategy focuses on promoting a diverse and inclusive workforce. Through targeted recruitment efforts, diversity training programs, and inclusive policies, we have successfully created a culture that celebrates and values diversity, leading to improved employee satisfaction and innovation.”

The Impact of Strategic HR Practices

These success stories demonstrate the tangible benefits of strategic HR practices. Organizations that prioritize effective HR strategies are better equipped to attract and retain top talent, foster employee engagement and satisfaction, and drive overall organizational success. By studying these case studies, researchers and HR professionals can gain valuable insights and inspiration to enhance their own HR practices and achieve similar levels of success.

By examining these HRM case studies for research and guidance, organizations can adopt successful strategies and adapt them to their unique contexts. The implementation of effective HR strategies is key to creating a thriving workplace culture that empowers employees, maximizes productivity, and ultimately drives the success of the organization.

Fundamental Concepts of HR Management

Before diving into Human Resources Management Case Studies , it is essential to have a solid understanding of the fundamental concepts that underpin HR management. This section will explore key definitions and concepts to provide a strong foundation for in-depth analysis of the case studies.

Definitions and Clarifications

Let’s start by clarifying some key terms:

• Management : Refers to the process of coordinating and overseeing organizational resources to achieve specific goals and objectives.
• Resources : In the context of HR, resources refer to the individuals who contribute to the organization’s success, including employees, contractors, and other stakeholders.
• Role of a Manager : A manager is responsible for planning, organizing, directing, and controlling resources to achieve organizational goals and objectives. In the HR context, managers focus on effectively managing human resources.
• Difference between Management and Administration : While the terms management and administration are sometimes used interchangeably, it is important to note the subtle distinctions. Management is concerned with the implementation of strategies and the coordination of resources, whereas administration involves the overarching policies, procedures, and regulations that govern the organization.

By understanding these fundamental concepts, we can delve deeper into the case studies and gain valuable insights into the challenges and solutions faced by HR professionals.

Inspiring Quote

“Management is doing things right; leadership is doing the right things.” – Peter Drucker

Key Definitions

Management Functions and Responsibilities

Effective management is essential for HR professionals in their role of overseeing an organization’s human capital. Understanding the four basic functions of management – planning, organizing, directing, and controlling – is critical for HRM success. Each function contributes to the efficient and effective management of human resources, ensuring organizational goals are met.

In addition to these management functions, HR managers have specific responsibilities that contribute to the overall success of the organization. These responsibilities include:

• Recruitment and selection of qualified candidates
• Employee onboarding, training, and development
• Creating and enforcing HR policies and procedures
• Ensuring legal compliance in all HR practices
• Managing employee relations and resolving conflicts
• Designing and administering compensation and benefits programs
• Developing and implementing employee engagement initiatives
• Overseeing performance management and evaluation processes

Furthermore, HR plays a vital role in the administrative cycle of an organization. HR professionals are responsible for managing and maintaining accurate HR records, handling payroll and benefits administration, and ensuring compliance with employment laws and regulations.

By effectively executing their management functions and fulfilling their responsibilities, HR professionals contribute to the development and success of an organization’s human resources, driving overall organizational performance and productivity.

Skills and Competencies in HR Management

The success of an HR manager relies on a combination of technical skills and personal qualities. Understanding and mastering these essential skills and competencies is crucial for effectively managing human resources in any organization. Here, we will explore the key characteristics that distinguish an effective HR manager and how they contribute to success in HR management.

1. Integrity

Integrity is the foundation of trust in any HR department. HR managers must demonstrate honesty, transparency, and ethical behavior in all aspects of their work. By upholding high ethical standards, HR managers cultivate a culture of integrity, ensuring fair and unbiased treatment of employees and fostering a positive work environment.

2. Flexibility

Flexibility is essential in an ever-changing business landscape. HR managers must adapt to evolving workplace dynamics, industry trends, and technological advancements. This includes being open to new ideas, embracing change, and continuously updating HR strategies to align with organizational goals and employee needs.

3. Resilience

HR managers often face challenging situations that require resilience and the ability to navigate complex issues. They must stay composed in difficult times, effectively manage conflicts, and find creative solutions to address HR challenges. Resilient HR managers are invaluable assets to organizations, as they can lead teams through change and uncertainty, ensuring continuity and stability.

4. Proactivity

Successful HR managers are proactive in identifying potential issues before they escalate. They anticipate future needs and create proactive strategies to address them. By staying ahead of the curve, HR managers can plan and implement initiatives that support employees’ growth, well-being, and overall job satisfaction.

“Proactive HR managers take a proactive approach to identify potential pitfalls early on, allowing organizations to prevent problems rather than just managing them when they arise.”

In addition to these personal qualities, HR managers must possess a range of technical skills to effectively manage human resources. Some of these skills include:

• Recruitment and selection
• Training and development
• Performance management
• Employee relations
• Compensation and benefits
• HR data analysis

To exemplify these skills and competencies, let’s take a look at a real-life HR case study:

By analyzing such HR case studies , aspiring HR professionals and organizations can gain valuable insights into the practical application of skills and competencies in HR management.

Now that we have explored the essential skills and competencies in HR management, it is clear that successful HR managers possess a unique blend of personal qualities and technical skills. These individuals play a vital role in driving organizational success by effectively managing human resources and fostering a positive work environment.

Employee Motivation and Engagement

Motivated and engaged employees are essential for organizational success. In this section, we will explore the crucial role of HR in motivating employees and fostering a culture of engagement. By examining real-life case studies, we will identify effective strategies and initiatives implemented by organizations to boost employee motivation and engagement.

Motivation through Recognition

Employee recognition is a powerful tool for motivating and engaging employees. Organizations that prioritize recognition programs create a culture of appreciation and reinforce desired behaviors. Case studies highlight the impact of tailored recognition programs on employee satisfaction, morale, and performance.

Professional Development and Growth

Providing opportunities for professional development and growth is another key driver of employee motivation and engagement. Organizations that invest in training, mentorship programs, and career advancement opportunities empower employees to enhance their skills and fulfill their potential. Real-life examples demonstrate how these initiatives contribute to higher employee satisfaction and loyalty.

Well-being Initiatives

Employee well-being initiatives play a vital role in nurturing a positive work environment and enhancing motivation. By offering wellness programs, flexible work arrangements, and promoting work-life balance, organizations prioritize the holistic well-being of their employees. Case studies highlight the positive impact of these initiatives on employee engagement, productivity, and overall satisfaction.

Effective Communication

Open and transparent communication is integral to fostering motivation and engagement among employees. Organizations that prioritize effective communication channels, including regular feedback, town hall meetings, and collaborative platforms, create an environment of trust and inclusion. Real-life examples demonstrate how improved communication positively influences employee engagement and overall organizational performance.

“Effective employee motivation and engagement are the cornerstones of a thriving organization. By examining real-life case studies, HR professionals and organizations can gain valuable insights into successful strategies and initiatives that fuel motivation and foster meaningful employee engagement.”

The case studies above demonstrate how organizations have successfully implemented strategies to motivate and engage their employees. By leveraging recognition, professional development, well-being initiatives, and effective communication, these organizations have created a positive work environment that drives employee satisfaction, productivity, and loyalty.

Strategies for Effective HR Management

HR professionals play a critical role in developing and implementing effective HR strategies. By analyzing real-life case studies, we can gain valuable insights into HR best practices. These case studies highlight successful strategies in key areas such as:

Recruitment and Selection

Training and development, performance management, compensation and benefits, labor relations.

Let’s explore how organizations have utilized these strategies to optimize their HR practices and achieve their business objectives.

“The key to effective HR management lies in understanding the unique needs and challenges of your organization. By analyzing case studies, we can gain valuable insights and tailor our strategies to drive employee engagement, productivity, and organizational success.”

Effective recruitment and selection processes are crucial for attracting and hiring top talent. Case studies in this area often showcase innovative methods used to identify and attract qualified candidates. From leveraging technology platforms for applicant screening to implementing targeted recruitment campaigns, organizations have successfully optimized their hiring processes.

Investing in employee training and development is essential for enhancing skills and fostering long-term growth. By examining case studies in this domain, we can learn from organizations that have successfully implemented comprehensive training programs, mentorship initiatives, and continuous learning platforms. These strategies contribute to a skilled and motivated workforce.

Effective performance management systems align individual and team goals with organizational objectives. Case studies in this area often highlight organizations that have implemented performance measurement frameworks, regular feedback systems, and performance-based incentives. This data-driven approach ensures transparency, fairness, and continuous improvement.

Strategic compensation and benefits programs attract, retain, and motivate talented employees. Case studies demonstrate how organizations have designed competitive salary structures, employee recognition programs, and comprehensive benefits packages. These initiatives contribute to higher employee satisfaction, engagement, and overall organizational performance.

Managing labor relations requires effective communication, negotiation, and conflict resolution skills. Case studies in this area offer insights into organizations that have successfully fostered positive relationships with unions, implemented fair labor practices, and resolved labor disputes amicably. These examples highlight the importance of proactive labor management strategies.

By learning from these case studies and applying the demonstrated strategies, HR professionals can optimize their HR management practices and create a positive impact on organizational success.

These case studies showcase the application of effective HR management strategies in different organizations. They provide practical examples of how organizations have achieved success by implementing various strategies tailored to their unique needs and challenges.

Leveraging HR Technology

HR technology has revolutionized HRM processes, enabling organizations to streamline operations and enhance efficiency. By leveraging the power of technology, HR professionals can optimize their strategic decision-making and ensure a seamless employee experience.

Let’s examine some insightful case studies that illustrate the successful implementation and utilization of HR technology. These examples demonstrate how organizations have harnessed the potential of HRIS (Human Resource Information System), talent management software, and data analytics tools to drive meaningful outcomes and achieve their HR objectives.

Case Study 1: Enhancing Recruitment with HRIS

In this case study, Company ABC implemented an HRIS software to streamline their recruitment process. The software automated job posting, applicant tracking, and resume screening, significantly reducing the time and effort spent on manual tasks. With the implementation of HRIS, the HR team at Company ABC experienced a 40% reduction in time-to-hire and an improvement in the quality of hires.

“The HRIS software has transformed our recruitment process, allowing us to focus on strategic talent acquisition. The automation and advanced analytics capabilities have enabled us to make data-driven decisions and hire top talent efficiently.” – Sarah Thompson, HR Manager, Company ABC

Case Study 2: Optimizing Performance Management with Talent Management Software

In this case study, Company XYZ adopted a talent management software platform to streamline their performance management process. The software offered features such as goal setting, continuous feedback, and performance analysis, empowering managers and employees to take a more proactive approach to performance improvement. As a result, Company XYZ experienced a significant increase in employee engagement and aligned performance goals across the organization.

“The talent management software has revolutionized our performance management process. It has fostered a culture of continuous feedback and empowered our employees to take ownership of their professional growth. The transparent performance analytics have enabled us to identify and reward top performers effectively.” – John Davis, HR Director, Company XYZ

Case Study 3: Leveraging Data Analytics for Strategic Decision-Making

In this case study, Company DEF implemented advanced data analytics tools to gain insights into their HR processes. By analyzing data related to employee engagement, turnover rates, and performance metrics, the HR team at Company DEF could identify trends, patterns, and areas for improvement. This strategic use of data analytics enabled Company DEF to make informed decisions and implement targeted HR interventions, resulting in improved retention rates and increased productivity.

“Data analytics has been a game-changer for our HR department. By leveraging actionable insights from our HR data, we have been able to proactively address employee concerns, enhance our talent acquisition strategies, and design targeted training programs. Our data-driven approach has significantly contributed to our overall organizational success.” – Lisa Johnson, HR Manager, Company DEF

These case studies demonstrate how organizations can harness the potential of HR technology to drive efficiency, improve decision-making, and enhance the employee experience. By leveraging the right combination of HRIS, talent management software, and data analytics tools, HR professionals can transform their HR practices and contribute to the strategic objectives of the organization.

Leveraging HR technology is essential in today’s digital era, where technology continues to shape the future of work. By staying informed about the latest HR technology trends and exploring case studies, HR professionals can identify opportunities for innovation and drive impactful HR initiatives.

Now, let’s explore another critical aspect of HR management – diversity and inclusion.

Diversity and Inclusion in HR Management

In today’s diverse workforce, creating an inclusive environment is essential for effective human resources management. Organizations that prioritize diversity and inclusion benefit from improved employee satisfaction, increased productivity, and enhanced innovation. Let’s explore some real-life examples of HRM case studies that highlight the successful efforts of organizations to foster diversity and inclusion within their workforce.

Case Study 1: XYZ Company

XYZ Company, a global technology firm, recognized the value of diversity and inclusion in driving organizational success. They implemented a comprehensive diversity program that focused on recruiting and retaining employees from diverse backgrounds. By promoting a culture of inclusion through training, mentorship, and employee resource groups, XYZ Company witnessed a significant increase in employee engagement and creativity. This case study demonstrates the positive impact of diversity and inclusion initiatives on overall organizational performance.

Case Study 2: ABC Corporation

ABC Corporation, a leading retail company, recognized the importance of diversity and inclusion in meeting the needs of their diverse customer base. They implemented unconscious bias training for their hiring managers and implemented policies to ensure equal opportunities for all employees. As a result, ABC Corporation experienced improved employee satisfaction, reduced turnover rates, and a boost in customer loyalty. This case study exemplifies the positive outcomes that can be achieved through a commitment to diversity and inclusion in HR management.

By analyzing these HRM case studies , organizations can gain valuable insights into successful diversity and inclusion initiatives. Implementing similar strategies, such as targeted recruitment efforts, inclusive policies, and diversity training programs, can help companies create a more inclusive and diverse workforce, fostering a culture of innovation and success.

Incorporating diversity and inclusion into HR management practices is not only a legal and moral imperative, but it also leads to tangible business benefits. Organizations that embrace diversity and create an inclusive workplace are better equipped to attract top talent, retain employees, and drive innovation. By learning from these HRM case studies , organizations can develop effective strategies to foster diversity and inclusion, ultimately contributing to their long-term success.

Adapting HR Practices in Times of Crisis

In times of crisis, such as economic downturns or natural disasters, HR professionals face unique challenges that require them to adapt their practices quickly and effectively. By analyzing HRM case studies that showcase organizations’ responses to crises, we can gain valuable insights into the strategies and approaches they employed to navigate through turbulent times and emerge stronger.

The Importance of Flexibility

One key lesson we can learn from HR case studies in times of crisis is the importance of flexibility. Organizations need to be agile and responsive to rapidly changing circumstances. HR professionals play a vital role in proactively adjusting HR practices, policies, and procedures to meet the immediate needs of employees and the organization as a whole.

“During the global financial crisis of 2008, XYZ Corporation faced severe economic challenges that threatened its survival. The HR team swiftly implemented cost-cutting measures, including a freeze on hiring and salary reductions, while carefully balancing employee morale and engagement. Through open communication and transparent decision-making, XYZ Corporation managed to weather the storm and emerge with a more resilient workforce.”

By adopting a flexible approach, HR professionals can help organizations navigate through turbulent times, mitigate the impact on employees, and position the company for recovery and future growth.

The Power of Resilience

Resilience is another critical factor in adapting HR practices during a crisis. HR professionals need to demonstrate resilience in the face of uncertainty and guide employees through challenging times. By instilling confidence, providing support systems, and fostering a sense of unity, HR managers can help organizations withstand the pressures of a crisis and emerge stronger.

Resilience can be seen in action through the implementation of employee assistance programs, mental health initiatives, and crisis communication plans. These measures help employees navigate the emotional and psychological challenges brought on by the crisis, ensuring their well-being and enabling them to contribute effectively to the organization’s recovery efforts.

Proactive Planning for Future Crises

The best HR case studies in times of crisis highlight the importance of proactive planning. While crises may be unexpected, organizations can anticipate potential challenges and develop contingency plans to address them swiftly and efficiently. By anticipating various scenarios and regularly reviewing and updating crisis response strategies, HR professionals can position their organizations for success even in the face of uncertainty.

In addition to crisis preparedness, proactive planning involves identifying key skills and competencies that will be crucial in future crises. By integrating training programs, succession planning, and talent management initiatives into their HR practices, organizations can ensure they have the capabilities necessary to navigate through any crisis that may arise.

Table: Strategies for Adapting HR Practices in Times of Crisis

Adapting HR practices in times of crisis requires a combination of flexibility, resilience, and proactive planning to ensure the well-being of employees, maintain productivity, and secure the organization’s long-term success.

Human Resources Management Case Studies provide HR professionals with valuable insights into real-world challenges and innovative solutions. By analyzing these examples, organizations can learn from best practices and optimize their own HR strategies. The showcased case studies highlight the diverse scenarios that HR professionals face and the creative approaches they employ to overcome obstacles.

Continuous learning from these experiences enables HR professionals to enhance their skills and contribute to the overall success of their organizations. These case studies serve as a source of inspiration, demonstrating the importance of adaptability, strategic thinking, and effective HR management.

By embracing the lessons learned from Human Resources Management Case Studies, HR professionals can strengthen their expertise, foster employee engagement, and drive organizational growth. These real-life examples reaffirm the significance of HRM for businesses in today’s dynamic and ever-evolving corporate landscape.

Source Links

• https://www.shrm.org/credentials/certification/educators/teaching-resources
• https://www.e-elgar.com/shop/usd/case-studies-in-work-employment-and-human-resource-management-9781788975582.html
• https://gfoundry.com/everything-you-need-to-know-about-human-resources-a-manual-for-managers-and-professionals/

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151 HRM Essay Topic Ideas & Examples

🏆 best hrm topic ideas & essay examples.

• 💡 Most HRM Disorders Topics to Write about

👍 Good Essay Topics on HRM

✍️ hrm essay topics for college, ❓ hrm research questions.

• International HRM Case Study: Apple Inc. Some of the things they need to know include the culture and customs of the host country. Failure to comply with the new rules and regulations would most likely jeopardize the operations of the corporation […]
• Human Resource Management Structure of Toyota The report also provides an insight into the role of the HR practices in the management of a large number of employees.
• Challenges of HRM: Conclusion & Solutions This is because globally, there are many changes in terms of industrial workforce demands due to the need to beat competitions and increased technological innovations.
• HR Management in Ford Motor Company First, this business strategy outlined the importance of a competent and well-motivated workforce in the growth objectives of the automobile company.
• ‘Human Resources Management’ and ‘Trade Unions’ Conventionally, the roles of trade unions have been to safeguard jobs and to protect the real earning of workers, provide them security and better working conditions and to struggle against mistreatment and uncertainty in order […]
• HRM in the Fast Food Industry: US, Germany, and Australia It should be mentioned that the term human-resource relations refers to the programs that an organization puts in place in order to ensure that the employees receive the benefits that are guaranteed by legislation.
• Nestlé’s HR Practices and Operations in India In addition, a firm that has competent employees is able to come up with different types of changes in its operations which enable it to strengthen its brand in the market.
• Cross-Cultural Management and HRM in Walmart Specifically, this study will explore the CCM approach that Walmart has deployed in the U.S.setting and compare it to the CCM framework used in the German context.
• Role of Human Resources Management: Policies, Programs, and Practices The secret is in incorporating every employee into the organization not as a lesser important member but for each of them to feel as an integral part of the organization and the success or failure […]
• Emirates Airline: HR Framework in the Aviation Sector A key concept in this understanding is “Universalism,” which presupposes that the adoption of universal best practices in an organization would lead to an overall improvement of organizational performance, regardless of the context of analysis.
• Industrial Relations Vs HRM Whereas industrial relations use unions in the management of people within organizations, human resource management is a nonunion employment approach that engages in the recruitment, management and development of policies in the workplace.
• HRM Globalization’ Cause and Effects The transformation witnessed in the hospitality industry aims at boosting the tourism business to benefit from the resulting competitiveness by capitalizing on human resource perspective.
• Role of Human Resources Management in Health Care Industry Due to the increased diversity of cultural backgrounds of both patients and employee, the human resource managers should pay closer attention to the influence of globalization and technology on healthcare delivery and teamwork training, leading […]
• HR Management Practices: ABC Inc. In as much as ABC is determined to solve the issues arising in the case study, it is required to equip the human resource staff with a comprehensive outline of the hiring process as well […]
• Human Resources Management and Future Career The main role of the human resource management is therefore ensuring that the organization receives maximum benefits from the human resources.
• HR Outsourcing Issues and Benefits Ethical In outsourcing HR, an organization should ensure that all employees act in a professional manner and service delivery is fair and is in an impartial way.
• HRM Challenges in Multinational Companies The development of such advances in technology for HR functions managements is fostered by the need of the HR department to conduct its functions in the global markets in a manner that ensures speed, costs […]
• HR Management Distinguishing Features in Japan This paper will address how the IHRM relates to the performance of the economy and identify the institutional and cultural features of Japan’s HRM.
• HRM Strategy at the Emirates Airline The Emirates Airline invests a lot in intensive training and employee development to ensure that the team achieves the goals of satisfying customers’ needs.
• Human Resources Management: The Case of Carrefour in UAE The management has to define the destination of the organization and it is the employee to drive the entire firm to that destination.
• Human Resource Management (HRM) in a Multinational Enterprise In essence, the unique and diverse culture of MNEs and the institutional environment of the firms are widely thought-out to determine the explicit HRM practices in different states.
• Culture and Communication Problems in HRM Working in a team, as well as human resource management, is associated with a variety of culture-related problems.
• Walmart: Global HRM To navigate international expansion, Walmart’s human resources group must create a strategic plan to analyze factors that will impact these plans.
• Broadbanding Training: HRM In most cases, the management distributes annual pay rise uniformly to all employees. In such cases, it is computed as a percentage increase of current salaries of the employees.
• The Effect of HRM Practices on Psychological Contract in Organisation Whenever the management makes promises to the employees when they are hired or during the normal management processes, the promise will develop a psychological contract that binds the employer and the employee.
• HRM for the Service Industries This would refer to the orientation of the leader regarding the aims and responsibilities of employees. As a strategy, Delta Air Lines management has empowered employees to recognize and comment on the performance of their […]
• HRM Role Within the Strategic Direction of an Organization The main aim of human resources planning is to ensure that there is the right number of employees, at the right time, at the right place, and at the right cost.
• Recruitment Techniques in HRM The use of the right recruitment technique enables an organization to reduce recruitment costs, find the best talent and reduce the time needed to hire new employees.
• The Nature and Practice of HRM in Organisations The Gulf News and the Reuters reported that the largest bank of UAE Emirates NBD would conduct fire 15% of its employees; the board of management has confirmed this job cutting with the intention to […]

💡 Most Interesting HRM Topics to Write about

• The Public HRM Systems Based on Relatively Old Theories, Goals, and Processes The normative HRM theory The public HRM systems are founded on the normative theory that embraces both the soft and inflexible or hard HRM concepts under which the human resources management basics are anchored.
• Destructive Leadership as a Phenomenon in HR Management The authors admit that the actions believed to be destructive can help to regain the leadership position in the short run; however, the damage to the leader’s image and followers’ trust is bound to render […]
• HRM in Singapore and Hong Kong The management of human resource in Singapore has evolved with the dynamic and competitive market environment especially since the mid 1990s to present time.
• Soap Producers and Distributors Ltd Human Resources Management The human resources management team should focus on the operating environment that employees work in; in this context, the management should ensure that employees enjoy their duties. Motivational measures should be put in place to […]
• Diversity, Equity, and Inclusion in HRM Only by being built on principles of diversity, equity, and inclusion will the committee responsible for HRM be able to foster these concepts in the future.
• Psychology Powered HRM Practice: Meteor Cargo Limited As requested by the CEO, this paper aims to discuss the types of management systems that befit the company, the organizational justice the HRM should be aware of, and practical ways to minimize the perception […]
• Aspects of HRM in a Project in Qatar Melissa will work as the deputy director of the economics and business team in Doha, where she will be in charge of reporting on business and economic concerns around the Middle East.
• Improving HRM at Krisna Hospital The fact that patients are willing to communicate with PCEs rather than physicians and follow the recommendations of the former can be seen as an influential factor contributing to the breach of the psychological contract.
• HRM Role and Fixing Corporate Governance Failures The HR function needs to analyze these issues and come up with a viable decision as to how to reward employees and motivate them to serve the company’s goals.
• HRM Practices, Organizational Commitment, and Knowledge Management Processes Knowledge management is a part of a project that defines its success and is related directly to human resource management (HRM).
• Self-Efficacy: Implications for Organizational Behavior and HRM According to the author of the article, self-efficacy is based on the continuing attainment of compound perceptive, communal, linguistic, and corporal abilities by the means of the existing knowledge.
• Timeline for Implementation: Human Resources Management It will be important to identify the steps involved when implementing this program, individuals responsible in each of the steps, the overall supervisors, funding sources, metrics used to measure the success, and problems encountered in […]
• Implementing HRM Programs in Small and Medium-Sized Enterprises In modern SMEs, strategically targeted HRM approaches based on preliminary analysis and the assessment of business specifics are effective tools for successful staff interaction.
• Current State of HR Management in Oman The paper arrives at its conclusion after providing a thorough description of the local and global factors that affect the development of HRM practices in Oman.
• North East Wessex District Council: HRM Issues One of the sources of the problem is the resistance of civil service culture, which is a common problem in the public service in the UK.
• HRM Skills of Communication and Conflict Resolution Business relations include the most diversified kinds of activities, for the successful realization of which knowledge of business etiquette and the rules of effective communication are necessary. The purpose of the training will be to […]
• Human Resources Management in China: The Contemporary Period The country’s potential traditionally depends on a set of characteristics that include, first of all, a set of governmental policies on economic growth, the approach to arrangement of education and training, employment and working conditions, […]
• Transfer of HRM Practices: An Argument for Localization The question arises whether recruitment practices should be standardized across all countries in which an MNC operates or adapted to respect the cultural specificity of host countries.
• Human Resources Management System and Organisational Performance The authors cite seminal works in the field to explain the background of the study and provide a comprehensive review of the material.
• Key Business Issues and the Contexts of Human Resources Management It is assumed that the most optimal national economic programme is the creation of flexible and dynamic markets of labour, goods and capital able to quickly and effectively adapt to the changing environment, reflected in […]
• Payment and Reward Systems: An Argument for Localizing HRM Practices The problem arises whether to set similar payment and reward standards in all host countries or localize HRM practices.
• Baiada Poultry Pty Ltd: Current HRM Strategy Thus, in the light of the above-mentioned, the efficiency of the chosen HRM strategy must be verified for the company to beta the rivals and stay the leading one in the sphere of poultry trade.
• Psychometric Tests in Human Resources Management Psychometric tests are useful in the management of human resources to the extent that they are used for hiring and recruitment, job analysis, job satisfaction assessment, performance appraisal, team building, training and development, and turnover […]
• Human Resources Management Methods and Planning Some benefits that the companies attribute to the telecommuting are as under: With the extensive use of telecommuting, there will be less use of vehicles like automobiles, buses, trains, and aircraft as a result, less […]
• Social Cognitive Neuroscience in Corporate HRM It is expected that the application of SCN will be compatible with the leadership strategies that are aimed at enhancing employees’ motivation and leading to a steep rise in the levels of corporate loyalty.
• Weight Discrimination and Beauty Prejudice in the HRM It should be noted, though, that the identified change in the corporate policy will also require a change in the social standards, as well as the perception of people with weight issue in the society.
• Human Resources Management Negotiation One of the first things I did was to find common ground with the HR manager by accepting that a drug testing policy was required for the company considering the nature of the industry.
• Human Resources Management and Entrepreneurship The company management provides the employees with the freedom to implement their innovative ideas within the company irrespective of the prevailing risks.
• Emirates Airline Company HRM Process The Group has been balancing the interests of the company and the employees through effective relations. The recruitment team at the Fly Emirates offers solutions that support the growth of the company thereby facilitating achievement […]
• Strategic HRM at Quantum Corporation Other areas that have proved to be of a challenge to the firm include acquiring and retaining quality talent, expanding the competence to cover change management, as well as developing employees to achieve continuity in […]
• Global Challenges Facing HRM Practice Besides, the treatise explores the human asset in labor management and the significance of employee motivation towards optimal performance. The first challenge in HRM practice is designing relevant performance systems and discipline in labor management.
• Medical Facility HR Management and Whistleblower Activity The union would have required the medical facility to follow the due process before terminating the employees. It is the duty of the labor union of the company to represent Green.
• Cirque du Soleil’s- HRM practices In this case, the main stakeholders to the issues facing the company are: The top management of the company The human resource department of the company The employees and, The spectators, who are also the […]
• Advantages of Joining an HR Professional Association In this case the point of concern will particularly be the importance of joining a human resources professional association and the implications to the person joining.
• HRM in the Middle East – UAE vs Saudi Arabia Basing the arguments on the published information and most of the interviews carried out in both developed and the developing countries, this paper shall succinctly explore on the implications of the emerging legal framework for […]
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Human Resource Management Assignment Sample

Author : Chery Baker

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Online Human Resource Management Assignment Sample

Benefits of our human resource management assignment help.

Human Resource Management can be defined as handling the issues faced by employees in an organisation. This is one of the basic components of an organisation, hence it is important for students pursuing this course to write a Human Resource Management Assignment . Any future HR manager must study this course in order to understand the various elements that affect an employee and how to handle them. The most important component of HRM is its relativity to human nature, hence, handling employees and the issues faced by them is not an easy task. Students undertaking human resource management courses often resort to seeking online assistance for writing their assignments. The reason why this happens is because of various issues, such as the lack of adequate knowledge of the subject, not being aware of the correct methodology and procedure of writing an assignment, lack of time due to working part-time jobs in order to pay off student loans, and more. This is where we come in. My Assignment Services is an online assignment writing service that is reliable, affordable and capable of writing your assignment for you. You can check some of the online Human resource management assignment samples uploaded on our website and see how our experts write these assignments.

Students often search for a human resource management assignment online sample so that they can know the correct procedure of writing their own ones. However, not every online service provider gives the best human resource management assignment writing help . My Assignment Services provides the most reliable services when it comes to academics. Take a look at this assignment written by our experts. You will get an idea of how to write yours on your own. This assignment required the analysis of several things about the Human Resource Business Partner model given by Dave Ulrich. The writer had to analyse literature and evolution of the application of this model. It was also required to draw a conclusion about the current practicality of the model in contributing towards sustainable businesses. The conclusions drawn out of this study were that according to the model, the role of Human Resource professionals is not just restricted to the conventional ones. In fact, the HR must now also coordinate with the various line managers and help in strategic planning for a long future of the business. It is vital for the business to not simply develop individual leadership, but instead develop collective leadership for better growth of the company.

For this assessment you are required

• To analyse and discuss relevant scholarly literature on HR Business Partner model (Ulrich, 1997) Page 5 of 9
• Discuss how and why the application of the HR Business Partner model (Ulrich, 1997) has evolved over time
• Draw a conclusion about the current usefulness of the model in contributing to sustainable business outcomes

Learn how to acknowledge any source of information using the APA 7th style .

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Introduction

In the modern era, effective management of human resources is considered as the key and most critical task for companies. Nowadays, the competition among businesses in almost every industry has become so intense that it is no longer secure for a firm to gain a competitive advantage over other market players. Further, challenges such as increasing rate of employee dissatisfaction and turnover also create obstacles to long-term growth and success of a business enterprise (McCracken, et al. 2017). To sustain in the marketplace, companies are now required to emphasise on areas such as growth and development of staff members. The use of concepts such as strategic human resources management (SHRM) among companies is now increasing because it supports in carrying out the best and most efficient use of all staff members working in an organisation. The present study reflects analysis and discussion on HR Business Partner Model which was developed by Ulrich in the year 1997. The primary objective of this model is to determine how the performance of an organisation can be enhanced with the help of HR value. Apart from this, the evolution of HR Business Partner Model has also been carried out in the present study.

Analysis of the literature on the HR Business Partner Model

As per the view of Hunter, Saunders & Constance, (2016) the primary objective of HR Business Partner Model developed by Ulrich in the year 1997 is to enhance the role of HR professionals in growth and success of an organisation. It can be analysed that the model encourages these professionals to integrate more thoroughly and take active participation in business operations and processes. In addition to this, the model also allows the HR professionals with an opportunity to combine their day-to-day tasks and work with overall outcomes of the business enterprise. The model also highlights the fact that companies can enhance their overall effectiveness and efficiencies by using the concept of HR business partnering. It can be analysed that the role of HR Business partners and line managers is very critical in this situation. Before, the evolution of this model, the role of HR managers was restricted only to administration and management of human resources within a company. However, it can be argued that the model highlights the HR business partner should invest less time and efforts on administration and should work more on task related to strategic management and business operations (Gerpott, 2015). It has been analysed that instead of focusing on doable, the Ulrich model emphasises more on the deliverables. On the other side of this, the model also states that the business partner should focus more on results instead of stressing about measuring the process used to deliver products and services to the customers. The statement can be justified by the example that instead of determining the tools and techniques of training, the HR business partner should focus on measuring what kind of impact does the training and development program will have on the overall performance of the business enterprise (Bratton & Gold, 2017). This will allow the HR business partner and professionals to take active participation in the business processes and activities. In addition to this, the model also highlights the fact that it is required by companies to ensure that their businesses process is efficient enough to deliver value to society, employees, customers and shareholders. Here, the use of HR business partner model can be done as the model provides HR business partner and professionals with an opportunity to create and maintain capabilities which can support in delivering such kind of value to all the internal and external stakeholders. Over the past few years, the use of models such as strategic HRM has also increased to a great extent, and the reason behind growing popularity of this model is the benefits associated with the same. For example, the feature of SHRM is that it provides companies with an opportunity to recognise their external environment and the impact of this environment on activities and operations (Nadiv, Raz & Kuna, 2017). In addition to this, the use of SHRM also supports companies to use problem-solving approach while carrying out their tasks and activities.

Evolution of the HR Business Partner Model

The HR business partner Model was evolved in the year 1997, and it reflects four roles model which creates and adds value to a business enterprise. The roles are employee champion, administrative expert, change agent and strategic partner. The primary purpose of all the HR professionals in an organisation is to create value, and therefore, these professionals can be termed as business partners. Furthermore, the role of HR strategic partner is to develop a productive and long-term relationship with the line managers to share responsibilities and achieve the business objectives in every possible manner (Ulrich, et al. 2015). Before the development of this model, the role of HR managers was restricted to the recruitment and selection of right people for the right job. However, the model explains that HR strategic partner must work closely with the line managers and enhance the organisational capabilities regarding leadership, change management, innovation and collaboration. Furthermore, effective HR strategic partner is the one who does not restrict themselves to draft a strategy but also takes active participation in implementing the strategy in the best possible manner. The role of HR professionals has been increased even at a strategic level as here the professionals are required to perform functions such as active business partners. Here, the role of HR professionals is to make sure that the staff members working in the organisation have adequate skills and capabilities which are required to deliver value to customers and other stakeholders. However, it can be critically argued that becoming a strategic partner is not an easy task for the HR professionals as they need to acquire certain skills and competencies to become the same (Ulrich & Dulebohn, 2015). For instance, the professionals need to have adequate knowledge about the business operations and activities. Knowledge is essential because it supports the professionals in translating the HR models, concepts and strategies and integrating the same into business operations and activities. Effective analytical, communication, problem solving and team working skills are also required to become a strategic business partner. Apart from this, it is also required by the HR strategic partner to have a unique and innovative approach which can assist a company in getting a competitive advantage over other players operating in the market (Lo, Macky & Pio, 2015). The role of HR strategic partner according to HR Business Partner Model developed by Ulrich is to develop collective leadership within the entire organisation. The role of HR professionals is considered as critical even during the process of implementing and managing change within a business enterprise. According to the model presented by Ulrich, organisations can become competitive and gain an edge over other companies by developing practical cooperation between HR business partners and line managers. To establish such kind of corporation, the concept of shared responsibilities between the managers and partners can be taken into consideration (Aldrich, et al. 2015). To meet the business goals and objectives, it is required by the business partners to undertake the task of strategic planning. HR Business Partner must identify the problems faced by line managers and then present practical solutions to deal with those issues and problems in every possible manner.

From the above study, it can be HR Business Partner Model is very effective in terms of enhancing the overall competency of a business enterprise. The Model was developed by Ulrich in the year 1997 and it explains that the role of HR professionals is not restricted to recruitment, selection and administration. Nowadays, these professionals are required to perform a broader role in the management to accomplish the goals and objectives of a company. Here, the professionals are expected to collaborate with line managers and support them in enhancing the overall competency and effectiveness of the organization. The concept of shared responsibilities can be taken into consideration to develop and maintain appropriate collaboration between line managers and HR Business Partners. It can be also inferred that instead of emphasising and improving the overall process of business, it is required by the HR professionals or business partners to focus more on the outcomes or results delivered by the process. Even the concept of strategic human resources management explains that the role of HR managers or professionals has become proactive in strategic planning and business management of a company. Nowadays, the intense competition in almost every industry has resulted in making it very complicated for companies to sustain in the marketplace. The Business Partner Model states that it is the duty of HR managers to continually work upon enhancing the operational capabilities of a business and create value for all internal and external stakeholders of an organisation. Value creation through strategic planning is now essential as it directly contributes to long-term growth and sustainability of a business enterprise. Nowadays, it is the responsibility of HR professionals to assist line managers in process such as leadership, management, risk management and innovations. Instead of developing individual leaders within an organisation, the strategic business partners should emphasise more on developing collective leadership within a company.

My Assignment Services provides the best academic assistance to students studying in various universities across Australia. Due to the pressure of studies, part-time jobs, studies, et cetera, students often turn towards an online Human Resource Management essay writing service providers. We have a team of expert academic writers who are proficient in their fields and in tackling all kinds of academic documents.

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College Assignment Heading: A Simple Guide for Formatting

Crafting an effective college assignment heading is key to making a strong first impression on professors. The title serves as the face of your paper and reflects your focus on precision and adherence to academic standards. Curious about how to create a proper title? This guide provides clear instructions on creating an impressive college paper heading, guiding you to comprehend what a header in writing is, and the appropriate way to format it. By applying these tips and guidelines, be confident your prep aligns with the required scholarly standards. 

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A skillfully designed paper heading gives your assignment a sophisticated look and helps to clearly organize the essentials for your readers. It signals to your lecturer that you have carefully followed educational standards and put thought into every aspect of your project. In addition, a proper heading for an essay guarantees that all relevant data is easily accessible. That’s specifically useful in larger classes where preps are handled by multiple lecturers or TAs. By concentrating on a succinct and accurate essay heading, you set a strong foundation for the rest of your home tasks.

Tips for Refining Your College Paper Heading

Refining your college paper heading is vital to guarantee it meets academic criteria and effectively represents your paper. By carefully focusing on the particulars, you can elevate the expertise and coherence of your home assignment. See some practical tips to consider:

•  Review institutional guidelines: Always verify your institution's detailed formatting instructions or templates to ensure adherence. 
•  Keep it simple: Steer clear of irrelevant information in your heading; a clean, straightforward format is best. 
•  Maintain consistency: Make sure that the font, size, and alignment are uniform across your header. 
•  Double-check accuracy: Verify that all components in your title, comprising your name and surname, course name, and submission date, are correct. 
•  Align with your prep's style: Confirm the header complements the overall tone and style of your written work. 

By applying these suggestions, you can develop an assignment title that fulfills academic standards and improves the overall appearance of your prep.

 Recap

A well-formatted college paper heading is a minor but vital part of academic composition. From understanding what a title is to mastering how to head a text, focusing on these details can make a notable difference in the overall presentation of your composition. Always stick to the fundamental formatting standards and each time confirm that you follow the heading format specified by your educational institution's guidelines. To further enhance your writing, consider utilizing our tools at AI Essay Detector and College Essay Generator to help you create outstanding essays with ease.

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80+ HRM Project Topics For Your Next Assignment

Human Resource Management, often abbreviated as HRM, is like the heart of a company. It takes care of the people who work there. Whether you’re in school or working, doing a project about HRM can help you learn a lot. That’s why we have great 80+ project topics for you. These ideas cover many things about HRM, like hiring the right people, training them, and even using cool technology like AI and blockchain. You can also explore how HRM can keep everyone safe and healthy at work.

HRM is not just about rules; it’s also about treating people fairly and kindly. So, in this blog, we’ll use simple language to introduce you to these project topics. Whether you’re new to HRM or a pro, there’s something here in this blog for everyone. Let’s get started on your HRM project topics journey!

What is HRM (Human Resource Management)?

Table of Contents

Human Resource Management (HRM) is like the people side of a business. It’s all about taking care of the employees who work there. Imagine HRM as the team that helps find the right people for jobs, trains them, makes sure they are happy and motivated, and keeps them safe at work. HRM also deals with things like pay, benefits, and making sure everyone follows the rules. In simple words, HRM is like the glue that holds a company together, making sure everyone works well and feels valued, so the company can be successful.

80+ HRM Project Topics

Traditional hr functions:.

• Recruitment and Selection Process Optimization.
• Employee Onboarding: Best Practices.
• Employee Training and Development Strategies.
• Performance Appraisal Systems and Their Impact.
• Motivation Techniques in the Workplace.
• Employee Engagement: Measuring and Enhancing.
• Effective Compensation and Benefits Strategies.
• Managing Employee Turnover: Causes and Solutions.
• HR Policies and Compliance.
• Employee Relations: Conflict Resolution Techniques.

Talent Management:

• Succession Planning: Nurturing Future Leaders.
• High-Potential Employee Identification and Development.
• Talent Acquisition in the Gig Economy.
• Building a Diverse and Inclusive Workforce.
• Employee Retention Strategies for Millennials.
• Managing a Remote Workforce.
• Cross-Cultural HR Challenges in Global Companies.
• Building a Learning Organization.
• Employee Well-being Initiatives.
• HR Analytics for Talent Management.

Workforce Development:

• Assessing Training Needs for Employees.
• Implementing a Mentoring Program.
• Employee Career Development Paths.
• Measuring the Impact of Training Programs.
• Managing a Multigenerational Workforce.
• Work-Life Balance Programs.
• Flexible Work Arrangements: Benefits and Challenges.
• Employee Skills Gap Analysis.
• The Role of HR in Knowledge Management.
• Change Management Strategies.

Employee Relations:

• Investigating Workplace Bullying and Harassment.
• Conflict Resolution Strategies.
• Employee Feedback and Communication Channels.
• Managing Workplace Diversity.
• Employee Wellness Programs.
• Promoting Work-Life Integration.
• Ethical Issues in HRM.
• The Impact of Organizational Culture on Employee Relations.
• Employee Assistance Programs (EAPs).
• Employee Discipline and Grievance Handling.

Emerging Trends:

• Artificial Intelligence in HRM.
• Predictive Analytics for HR.
• Blockchain in HR: Applications and Challenges.
• Remote Work Technology Tools.
• Gamification in Employee Engagement.
• HR Chatbots and Virtual Assistants.
• Cybersecurity in HR.
• Agile HR: Adapting to Rapid Changes.
• Sustainable HR Practices.
• Diversity and Inclusion Metrics.

Workplace Health and Safety:

• Creating a Safe Work Environment.
• Occupational Health and Safety Regulations.
• Emergency Response Planning.
• Promoting Mental Health at Work.
• Workplace Ergonomics.
• Reducing Workplace Stress.
• Managing Workplace Accidents and Injuries.
• Safety Training Programs.
• Wellness Initiatives for Employees.
• Pandemic Response and Business Continuity Planning.

HR Technology:

• Evaluating HR Software Solutions.
• HRIS Implementation and Best Practices.
• The Future of HR Tech: Trends and Predictions.
• Data Privacy and HR Data Management.
• Cloud-Based HR Systems.
• Mobile HR Applications.
• HR Metrics Dashboards.
• HR Technology ROI Analysis.
• Integration of HR Tech with other Business Systems.
• HR Tech for Small Businesses.

Legal and Ethical Issues:

• Employment Law Compliance.
• Discrimination and Equal Opportunity.
• Handling Employee Privacy.
• Intellectual Property and Non-Disclosure Agreements.
• Whistleblowing Policies.
• HR’s Role in Preventing Unethical Behavior.
• Fair Labor Standards Act (FLSA) Compliance.
• Global HR Ethics and Standards.
• Social Responsibility and HR Practices.
• Ethical Dilemmas in HR Decision-Making.

How To Choose Right HRM Topic?

Choosing the right HRM (Human Resource Management) topic for your project can be easier when you follow these simple points:

• Interest : Pick a topic that genuinely interests you. It’s easier to work on something you care about.
• Relevance : Choose a topic that relates to HR issues you’ve observed or heard about in real-life workplaces.
• Research : Check if there’s enough information available on the topic. You need resources to support your project.
• Scope : Make sure the topic is not too broad or too narrow. It should be manageable within your project’s timeframe.
• Current Trends : Consider focusing on current HR trends or emerging challenges to keep your project up-to-date.
• Skills Enhancement : Select a topic that helps you develop skills you want to improve, whether it’s data analysis, communication, or problem-solving.
• Practicality : Think about how your project might be useful in the real world. Practical projects often have more impact.
• Feedback : Ask your teacher or supervisor for their input. They can help you choose a topic that aligns with your goals and their expectations.
• Passion : If a topic genuinely excites you, it will show in your work. Passion can make your project stand out.
• Discuss : Talk to peers or colleagues about your potential topics. They might offer valuable insights or suggestions.

Choosing the right HRM project topic can be the key to a successful and fulfilling project experience. These 85 HRM project topics cover a wide range of areas within human resource management, from traditional functions to emerging trends and ethical considerations. Depending on your interests and the specific requirements of your project, you can select a topic that not only challenges you but also allows you to make a meaningful contribution to the field of HRM. So, go ahead, pick a topic, and embark on your HRM project journey with enthusiasm and confidence!

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Human Resources Management Assignment

Introduction

In an organization, employees are the ones who are responsible for carrying out work activities involved in operational process. It is the key job of managers and HR professionals to organize the employees in order to bring effectiveness in their performances. This can be done only if the employees are viewed as invaluable assets and not just machines. Considering employees as assets is an integral part of modern HRM and human capital management.

In the absence of good human resources, an organization cannot build a good team of working professionals. HRM’s prime functions comprise of recruiting, training, performance appraisals, employee relation , cultivating workplace communication, workplace safety etc. HRM advices the management how employees can be managed strategically as business resources.

1.1. Differentiate between personnel management and human resource management giving examples in two suitable organizations

1.2. Assess how human resource management functions help your chosen organization in achieving its purpose

The HRM functions practised at Harrods helps in achieving the organizational purposes by effectively distributing and controlling the various managerial and operational activities. This effectiveness of the functions can be assessed as:

Human Resource Planning: The HRM functions include identifying and assessing the current manpower inventory and forecasting future need for coping with purposes of Harrods and demands in market. According to this Harrods plan and organise activities such as recruitment, promotion and transfers etc to fill the requirements.  (Anderson and Anderson, 2010)

Recruitment and Selection: after the skill shortage is identified, a recruitment and selection function is carried out by HRM where internal as well as external prospects are analysed. An alignment of responsibilities needed in proposed vacancy and skills required is made which helps to match the best talent in the fitting position to achieve outcomes for Harrods. Also when skills and needs are aligned then it ensures satisfaction and retention of talent resources saving cost for Harrods.

Reward Management: compensation management at Harrods is linked to performance of employees and is provided to value their contribution at work. These include pay packages, benefits such as insurance, medical, travel allowances etc. These contribute to achieve employee’s motivation and involvement at work to increase their productiveness. (Anderson and Anderson, 2010)

Payroll Administration: it is the HRM function to determine the job analysis and salary, benefits, tax deduction, leaves etc linked to employees. This helps to maintain proper administration of employees in Harrods with adequate reward management. 

Performance Management: it includes monitoring, recording and assessing employee’s performance by observation, peer review, meetings etc against set parameters of Harrods. Those who are performers are apprised with incentives, higher responsibilities, promotion etc while those who lack are given training and mentoring to improve.

Training: this HRM function is provided for skill development of employees to cope with environment changes and new demands such as technology, customer trends. This helps to empower and build employee in Harrods to improve their productiveness.

Employee Relationship: this function of HRM helps to maintain strong working with leading people style between management and employees of Harrods to support innovative and integrative culture, cohesive teams and participation by maintaining fair policies, treatment and working conditions within Harrods. (Anderson and Anderson, 2010)

1.3. Evaluate the role and responsibilities of line managers in your organization and how it supports human resource management functions

The line managers at Harrods are assigned with various roles and responsibilities to manage the core level teams, monitor and control them to achieve the set organizational objectives. They support various HRM functions to delegate and supervise team activities. These are:

Routine work management: line managers at Harrods are responsible for performance management of team for which they plan regular activities, work coordination, observe and identify problems, suggest solutions and monitor everyday functions so that teams can achieve objectives.

Mentoring and Support: the line managers support employees in Harrods to fulfil their roles for which they provide assistance, technical and skill knowledge etc. If an employee has specific need then line managers also provide training by identifying problems and then designing solution. (Farndale, Scullion and Sparrow, 2010)

Delegation: line managers assess individual skills of employees and then delegate responsibilities to achieve best outcome from optimum use of talent management at Harrods. They also maintain flexibility at work by maintaining flexi work schedules, duty rosters etc.

Monitoring and performance management: line managers at Harrods monitor employees to record and observe individual performance at work. This helps to identify achieved levels and expected outcomes and then design rewards to appraise employee’s performance. Subsequently, it also helps to identify training needs of employees who are lacking and then supporting their development activities to motivate and deal with task management.  (Farndale, Scullion and Sparrow, 2010)

1.4. Analyze how legal and regulatory framework impact on human resource management

To maintain effective goal fulfilment, performance and reputation of organization, certain laws and regulatory framework are maintained which helps to achieve effective outcomes and impacts positively on organizational policies. Some of the legal frameworks that are maintained in Harrods for effective employee and work management are:

Equality Act 2010: at Harrods anti-discrimination laws are practised to ensure fair treatment and equality of work for all irrespective of employee’s race, religion, age, gender, disability, nationality etc. Thus diversity of workforce is maintained at Harrods and equality is ensured based on merit.

National Minimum wage ACT 1998: this law helps to ensure fair treatment and compensation management at Harrods depending on nature of work and performance. It states that an employee above 21 years is entitled to minimum wage of 6.50 pounds daily working on an average of 8 hrs irrespective of gender.  (Harzing and Pinnington, 2010)

Employment ACT 2008: this law ensures a structured payment, policies and entitled benefits for employees working in Harrods. Example, an employee is entitled to standardised pay, insurance, child care leaves, work time flexibility etc to ensure safety and job security.

Working time directive 1998: this law ensures that employee at Harrods are eligible to get 28 days paid leave annually, work 8 hours/day. Employers cannot force employees to work beyond working time and beyond 40 hours/week an employee is entitled to receive overtime payments.

Trade union and Labour Relation ACT 1992: this law states that strikes are legal if announced to observe trade disputes. Thus, in Harrods efforts are deliberately made to ensure strong employee relationship to avoid trade disputes and maintain a smooth running of organization.

Work and Families ACT 2006:   this law states that in case of emergencies or illness an employee can avail 12 weeks paid leave annually and in case of maternity employees can avail 18 weeks of paid leave.

Data Protection ACT 1998: this law states that any company information, trade secret and personal information of employees or client is subjected to be confidential information to be used for purpose of trade only by Harrods. These cannot be disclosed to any employees and any attempt of misconduct is treated as offence without consent or authoritative rights.  (Harzing and Pinnington, 2010)

2.1 Analyzing the reasons for human resource planning 

Human Resource Planning is the function that determines current inventory of employees within an organization and forecasts future manpower needs to meet its established objectives. It also maintains the match between employee’s skills and job role so that employee’s expectations and desired outcomes are achieved smoothly.  (Choi and Ruona, 2010)

Some of the reasons for Human Resource Planning are :

Forecasting need for manpower: as changes in labour market varies with retirement, termination, transfer, cessation or employee turnover, there arises need to predict future manpower need with changes in demand.

Uncertainty management: to manage sudden breakthroughs or uncertainty situations such as machinery breakdown, emergency, strikes etc human resource planning is maintained so that employee’s concerns are heard and dealt properly without any mismanagement. 

Change Management: Human resource planning is required to tackle change management such as changes in labour market, new technology, market demands, customer changes or policy changes. HRP identifies and assess the changes and formulates plan to cope with them such as recruitment of new employees, training for development etc to manage changes efficiently. (Choi and Ruona, 2010)

Skill Management of employees: human resource planning identifies current skills and abilities of employees so that they can be developed in shortcoming areas to tackle changes or new challenges at work efficiently to improve their performance and productiveness. HRP designs Training and Skill Enrichment programmes to ensure skill development of employees.

Maintains balance of manpower: to meet with supply and demand of labour according to market changes and maintain the operational cost of organization without any deficit HRP ensures that a balanced flow of manpower is maintained through need assessment, hiring, promotion, transfers etc.     

Employee Management: Human resource planning identifies and assesses the skills and performances of employees against set parameters to design structures of appraisals, salary revisions, promotions, rewards etc that helps to meet employee expectations and acts as motivational factor for their contributed efforts. (Choi and Ruona, 2010)

Budget Planning: human resource planning analyses the costs maintained against training, recruitment, operational functions etc and then formulates a budget for organizational planning.

2.2 Outlining the stages involved in planning human resource requirements

Human Resource Planning has three primary stages:

Forecasting: Human resource planning identifies the shortage or surplus of labour and changes in labour market by matching the current employee inventory and predicting future need. For this requirement of manpower HRP analyses the skill gap and the objectives to be achieved by determining shortage or surplus of labour due to transfer, promotion, resignation, staff turnover etc. After this is determined forecast of future manpower needs, strategic changes and development is planned to cope with change management and achieve organizational purposes. This change in labour market can also arise due to uncertainty of market factors like economy, politics, technology etc which influences manpower changes. (Goetsch and Davis, 2014)

Goal setting and Strategic planning: in this stage, human resource planning assesses the set objectives of organization and then assesses the skill requirement that has to be input to achieve those. After this is done, HRP plans recruitment, training and development, budget allocation etc to decide on organizational planning.

Program implementation and evaluation: in this stage, HRP implements the strategic human resource planning that is determined to achieve the goals sets. For this human inventory is assessed and if there is need of recruitment then it is planned. Also if there is need of skill development then training is planned for development of special skills in existing employee. Further budget is allocated after monitoring and assessing all costs included and finally a decision is made for implementation. Next, implementation is followed by evaluation to identify the success and loopholes of planning so that corrective measures can be done to achieve desired outcomes.  (Goetsch and Davis, 2014)

2.3 Compare the current recruitment and selection process in the organization with another organization you recommending

The recruitment and selection process in our organization consist of two rounds:

• Telephonic interview: In this round potential candidate are asked basic questions regarding aspirations of life, individual description, prior experience etc to assess the general intelligence and emotional quotient of applicants. The shortlisted candidates are called for Face-to-Face interview.
• Face-to-Face interview: in this round the applicants are interviewed by senior managers who assess the competency level, technical know-how etc. This is followed by psychometric assessment where applicant’s core strengths, stability, attitude etc are assessed through verbal questions or stimulation exercises. The candidates are then tested on their aptitude before the final selection is made. (Snape and Redman, 2010)

The R&S process in Harrods consist of four rounds:

Application to jobs: the vacancy for potential jobs is announced in Harrods both in their stores and on their company portals. The applicants have to fill the online application where they need to answer few competency questions which are based on general topics, teamwork, customer service etc which helps to assess intelligence and eligibility of applicants.

Personality test: the shortlisted applicants are asked to take personality test where assessment of personal traits such as behaviour, aptitude, honesty, dedication, suitability to the job role is checked. 

On job evaluation: the candidates who clear personality test are invited to Harrods store to perform real tasks or simulation exercises on various fields depending upon nature of job role such as handling customers, taking orders, preparing bills, complaint handling, store management etc. The candidates are then assessed on their scores, practical skills and aptitude to logical understanding.

Final interview: the candidates who are selected in evaluation test are invited for final face-to-face interview with operation manager where their technical expertise is assessed. The final selection is made in this phase and the candidate who is finalised is offered joining letter within 10 days to join Harrods. (Snape and Redman, 2010)

2.4 Evaluate the effectiveness is the organization recruitment and selection techniques with another organization you recommending

The recruitment and selection technique being followed in our organization maintains a simple process where telephonic screening is done to assess the communication and agility of applicants. It also helps to evaluate the listening ability of candidates. Finally, the face-to-face interaction helps to assess the expertise and competency of candidates. Thus this dual filter process applied in our organization helps to identify best fit for specific nature of job but it lacks proper human resource planning structure which helps to align right person for right task. (Ferguson and Reio Jr, 2010)

On the other hand, Harrods recruitment and selection technique is more structured to measure practical abilities, behaviour, attitude and personality of candidates. The application process helps to screen the applicants based on eligibility and thus eliminates surplus applications which are not suitable for job role. Then the personality test helps to examine personal traits and behaviour which followed by evaluation test helps to evaluate situation handling of candidates base on real practices on job. This helps to examine decision making and promptness of candidates to perform routine activities. Lastly the final interview call helps to examine conceptual knowledge and suitability of candidates to Harrods culture. Thus Harrods recruitment technique is more prominent to examine minutely the best of talent who can be more adaptive to various changes or challenges of industry as it includes more detailed elimination process to reach to right candidate who can hold the reputation and value of Harrods for long term. (Ferguson and Reio Jr, 2010)

Get Complete Solution From Best Locus Assignment Experts.

3.1 Assess the link between motivational theory and reward at Virgin Media or your chosen organization

Virgin Media has motivation instilled in its genes. The employees are spread all over the world and work in coordination because of effective teamwork. Virgin recognizes the importance and need of motivation that is prevalent amid the employees for achieving the objectives of an organization and thereby, Virgin provides a constant support to the desirable behaviours at work by the advantage of offering two bonus schemes. (Pearsall, Christian and Ellis, 2010)

There are various motivational theories but at Virgin, one can see the application of Maslow’s theory of motivation where five levels of needs are been emphasized. The first and basic need of an employee is the fulfilment of Physiological needs such as food, shelter, clothes etc. and the second stage covers the safety needs such as job security, integrity etc. The third stage of need is belonging needs which includes of friendship, family, recognition etc. and the fourth need is the esteem need such as sense of achievement, self respect, etc. The final stage is of the self-actualisation need where it is assumed that an employee has attained its maximal potential.

One can relate the physiological needs of an employee by providing various motivational benefits such with competitive wages, health benefits, educational support etc. as these are the very basic needs which must be fulfilled. Other motivational benefits for example training programmes, life insurance etc. can be linked to an employee’s safety needs. The need of belongingness at Virgin can be related to the workplace relations with co-workers and superiors, pay hike, discount lunch etc.  further determining employees loyalty towards the company. By offering benefits like appraisals, paid vacation, stock purchase plan, bonus schemes etc. Virgin cultivates a sense of achievement within the employees which can be linked to the esteem needs.  Motivational theory also stresses on establishing secure environment where employees’ contributions are recognized in the form of rewards. At Virgin Media, employees are furnished with both facilities and flexibilities thereby, fulfilling the norm of providing a safe and secure working atmosphere. In addition, reward in the forms of promotions and incentives are offered. Rewarding is not just an encouragement for a certain employee but is a motivation for the underperformers to work more hard. Winning a reward can be linked to the need of self-actualisation. (Pearsall, Christian and Ellis, 2010)

3.2 Evaluate the process of job evaluation and other factors determining pay at Virgin Media or your chosen organization

Gaining Acceptance: ahead of performing job evaluation, Virgin’s management must get a clear picture regarding to expectations, aims and objectives of all the positions eventually conveying it to the employees. (Snell and Bohlander, 2010)

Creating Job Evaluation Committee: the committee must comprise of the HR department, senior line managers, management and stakeholders like union leaders

Finding Jobs to be evaluated: at Virgin, all the positions available are evaluated except the jobs in IT department

Analysing and Preparing the Job Description: preparing the JD is the key role of the committee formed at Virgin. Every job is evaluated according to the management’s mandate which is further broken down in regard to the requirements, roles and responsibilities, optimal candidate details, allowance etc.

Selecting the method of evaluation: the best method for evaluating a job is comparing with competitors. Moreover, the evaluation can also be done by outsourced professional agencies or by observing the current market rates

Classifying Jobs: at Virgin, jobs are classified by bringing in together similar JDs and pay structures.

Installing the Program: at Virgin, this exercise is conducted through surveys, which is practiced as an annual routine and is further updated annually

Reviewing Periodically: it also is an annual exercise done for updating and modifying the existing pay structure

At Virgin Media, factors like seniority, experience, value added and employee motivation determine the pay. The pay range of the senior employees is different at Virgin. One can see that the pay scale of employees with a minimum 10 years of experience changes and their invaluable contributions are acknowledged and recognized. Furthermore, the pay structure of all employees are been altered repeatedly. The HR Manager in consultation with the management designs special pay packages for certain employees who are capable of playing multiple job roles. Moreover, the pay structure is designed by considering factors such as bringing change in workplace, inputs, employee’s prospective growth, their versatility towards changes, new roles, zest for taking risks etc. are the factors determining pay, which eventually is evaluated by the line managers and HR department. (Snell and Bohlander, 2010)

3.3 Assess in different contexts how effective is the reward systems at Virgin Media or your chosen organization

Reward systems and its effectiveness in Virgin Media It has been observed that the reward system at Virgin has been categorized into two key sections namely financial and non-financial

Financial rewards

Non- Financial rewards

Effectiveness of rewards in Virgin Media

The key purpose behind initiating a reward system is to recognize and acknowledge the employees contributions in driving the business towards its desirable goals. Virgin provides its employees with monthly incentives added in the pay for reaching the given targets and ensures that hardworking employees are praised at work so that feel motivated and inspire the others. Virgin encourages healthy competition amid the employees for winning the rewards as it not only is related to a monetary value but also is a matter of pride for the employee. An employee, who is promoted for undertaking higher responsibilities, is also considered as reward and the employees feel promotion as a recognition which they are seeking to achieve. (Gittell, Seidner and Wimbush, 2010)

 3.4 Examine the methods Virgin Media or your chosen organization use to monitor employee performance

Methods of monitoring employee performances at Virgin

Set clear policies on time and productivity: it is important to plan the tasks to be allotted in advance eventually providing employees with direction and an idea of the performance standards expected from them. (De Jong and Elfring, 2010)

Regular check-ins and reporting needs: it is important to ensure that check-ins and reports are not demanding but rather should be encouraging for both employees and management bringing them together on the same page. Moreover, evaluation of the work described in a report or while check-in must be done

Apprehending motivational levels: can be done with the surveys where employees can voice their opinions and concerns.

Virgin Media can adopt a trimester appraisal system in order to evaluate the employees’ performances further enabling the management in cutting down the costs of the process of evaluation. Tom Mockridge, CEO, Virgin Media has stated that the company’s current process of performance evaluation is too costly when compared with the outcomes and thereby, for reducing the burden a plan must be made for implementing the structure. Practice of a trimester appraisal system is very effective for Virgin as it allows the employees to keep a track on their performances thrice in a year enabling them to avail the opportunities to improve and work attentively around the year. (De Jong and Elfring, 2010)

4.1 Identify the reasons for termination of Faisal’s employment contract with The Chicken Master and generally explain other reasons for cessation of employment

The owner of Chicken Master, Bob Jones takes into consideration multiple reasons ahead of terminating an employee further allowing the restaurant to keep its position safe. Ahead of terminating an employee, Bob Jones ensures that it has enough evidences and valid reason to proving that the action was legitimate in case the employee drags Chicken Master to the tribunal. Moreover, Bob gets involved on a personal level in every activity whether it is recruitment or termination, to ensure that any kind of reprehensible practice is not exercised in the restaurant and that all the processes are executed in adherence to the employment laws of UK. (Guest, Isaksson and De Witte, 2010)

Faisal, the restaurant manager at Chicken Master was laid off because of his bad behaviour and performance at work. Faisal although having 15 years of work experience in a restaurant failed in maintaining cleanliness in the restaurant’s kitchen and never stocked the store which raised problems while serving the customers. Moreover, he would often take out the restaurant’s equipment for his personal use without the knowledge of Bob, which was a violation of the policies mentioned in the employee handbook which he signed while joining. On investigating Bob found that Faisal would regularly watch pornography, emailing his wife and helping his daughter with her homework, even designing his own restaurant which was misbehaviour and violation of the restaurant’s policies. All these factors eventually lead to his termination on the grounds of unethical behaviour at work. (Guest, Isaksson and De Witte, 2010)

Reasons for cessation of employment

Shrinking Budget: continuous low profits or lack of funds from shareholders gives rise to situations where an organization becomes helpless in maintain the employees and are forced to lay off employees for maximizing their budgets.

Attendance: although employers understand the need of taking a time off citing illness, relatives death, holidays etc. an employee who is habituated in remaining continuously absent at work is subjected of getting terminated as it negatively influences on the company’s overall productivity, profits and morale. (Castilla and Benard, 2010)

Performance: employees with poor performances such as failure in achieving the given targets, missing deadlines, negligence at work etc. despite of multiple opportunities of improving themselves can face termination

Attitude and Behaviour: an organization expects the employees of maintaining a certain standard of respect at workplace with employer, co-workers, vendors and customers. Behaviours like misbehaving with customers, stealing office accessories or leaking secret information, maligning company’s name, drug and alcohol abuse etc. might result into employees’ termination. (Castilla and Benard, 2010)

4.2 Describe the employment exit procedures used by The Chicken Master and another organization of your choice

Employment exit procedure of NHS

Employment exit procedure of Chicken Master:  Chicken Master’s employment exit procedure is quick and is eventually is related with the overall growth of the business while a financial crunch. Termination linked to employees’ performance is low and can be related to training, growth opportunities and the reward structure. Employees are given a minimum of 2 months time to look out other job and often at times gives references or when a background check is processed, the Bob gives a positive respond. In case an employee resigns, an interview is organized where the employee gives valid reasons behind the decisions. However, in case an employee is terminated on the grounds of unacceptable behaviour a fast processing is employed without indulging into many formalities. (Kramer, 2010)

4.3 Consider the impact of the legal and regulatory framework on employment cessation arrangements with an organization such as The Chicken Master if Faisal’s claim was proven to be true

There can be a considerable effect on Chicken Master while managing and adhering to the legal and regulatory framework during employment cessation as it is mandatory to adhere to the regulations. One can evaluate the employment cessation with the help of various prospects like annual and sustainability report of the restaurant. On the basis of the study, one can say that the restaurant has been particular with its employment cessation arrangements which might be considered as a sterile exercise by its competitors but Bob ensures that there is zero impact on the restaurant’s performance in terms of costs resulted because of non compliance of the regulatory framework for employment cessation. Comprehensively, the employment cessation arrangements at Chicken Master are steady at large under the legal and regulatory frameworks. It has been observed that Bobs has adopted numerous measures for ensuring that employees’ growth and productivity remain unaffected and are in accordance to the job requirements.  Moreover, Chicken Master has never attempted of overseeing the employment laws and its related provisions. (Rubery, 2010)

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At the end, we conclude that the HRM is very important to be practiced in an organization for achieving a long-term success. The report highlights any organization overcomes the various challenges it faces while executing the policies and strategies of HRM. The report also analyzes the importance and role played by HRM as an organization keeps growing in terms of size. The execution of HRM is a planned process, which tends to evolve over a period of time can be analyzed through various aspects like personnel management, recruitment and selection process, reward system, employees motivation and employment termination and cessation. HRM ensures that an organization employs a proactive approach at work further resulting into an improved workforce planning and utilization along with an enhanced opportunities of growth for the employees.

Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers. Anderson, D. and Anderson, L.A., 2010. Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley & Sons. Choi, M. and Ruona, W.E., 2010. Individual readiness for organizational change and its implications for human resource and organization development. Human Resource Development Review, p.1534484310384957. Castilla, E.J. and Benard, S., 2010. The paradox of meritocracy in organizations. Administrative Science Quarterly, 55(4), pp.543-676. De Jong, B.A. and Elfring, T., 2010. How does trust affect the performance of ongoing teams? The mediating role of reflexivity, monitoring, and effort. Academy of Management Journal, 53(3), pp.535-549. Farndale, E., Scullion, H. and Sparrow, P., 2010. The role of the corporate HR function in global talent management. Journal of World Business, 45(2), pp.161-168. Ferguson, K.L. and Reio Jr, T.G., 2010. Human resource management systems and firm performance. Journal of Management Development, 29(5), pp.471-494. Gittell, J.H., Seidner, R. and Wimbush, J., 2010. A relational model of how high-performance work systems work. Organization science, 21(2), pp.490-506. Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Guest, D.E., Isaksson, K. and De Witte, H., 2010. Employment  legal contract , psychological contracts, and employee well-being: an international study. Oxford University Press.

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