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Strohmeier, S 2013, ‘Employee relationship management – Realizing competitive advantage through information technology?’, Human Resource Management Review, vol. 23, no. 21, pp. 93-104.
The focus of the article is on employee relationship management – an emerging concept of human resource management which considers how companies relate to their employees, including current and former employees, and prospective employees. Offering advantages for both employers and employees, ERM aims to maintain and construct mutually beneficial relationships between the two on the basis of IT. The author clarifies the concept by eliminating the ambiguity in its understanding and outlining key implications for the subsequent research. The article highlights an important new trend in human resources management and clarifies the understanding of this concept. Its biggest strength is a well-developed, objective definition of ERM. Besides, the article’s strength is its provision of a starting point for ERM research and practice with reference to ERM potential for electronic management of human resources.
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Hoch, JE & Dulebohn, JH 2013, ‘Shared leadership in enterprise resource planning and human resource management system implementation’, Human Resource Management Review, vol. 23, no. 21, pp. 114-126.
The main point that the authors make in the article is the potential benefit of shared leadership for improvement of the process of enterprise resources planning systems implementation. The latter refer to information systems that are utilized for management of the business and are made up of integrated software applications encompassing customer relations, manufacturing, human resources, supply chain management, and finance. Shared leadership is defined as a form of leadership within a team which involves team members as well as actually the team leader in certain leadership behaviours. The main strength of the research is its provision of the theoretical basis for practical implementation of shared leadership. In particular, the models of sheared leadership have been devised with the set of propositions to be tested within future projects. Besides, the potential of the shared leadership approach to improve the effectiveness of teams is outlined with focus on carefully selected staff. The research has helped to understand what shared leadership is and how it could be used inthe challenging context of implementation of human resource management systems.
Zafar, H 2013, ‘Human resource information systems: Information security concerns for organizations’, Human Resource Management Review, vol. 23, no.21, pp.105-113.
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The main point of the article is how HRIS (Human Resource Information System) and e-HR security can be strengthened in organizations. The article emphasises the benefit of HRIS in terms of elimination of a series of manual administrative procedures, enhancement of efficiency, and costs minimization (with reference to acquisition of staff members and administration to every facet of employment). While the primary HRIS function has been defined as provision of information to the system users in timely and accurate manner, its security is of primary concern. The article contributes to the understanding of the topic by its outline of major factors contributing to security. It further stresses the role of comprehensive risk analysis, security education and training, system integration procedures, security architecture, regulatory policies implementation, and clearly articulated policies of security for enhancement of e-HR and HRIS security. The major strength of the article is in provision of guidelines that can be used to cope with existing security issues via presenting a comprehensive research model.
Stone, DL & Dulebohn, JH 2013, ‘Emerging issues in theory and research on electronic human resource management (eHRM)’, Human Resource Management Review, vol. 23, no.21, pp.1-5.
The main theme of the article is the role of technology, in particular of eHRM, in the human resource management process. On the basis of a comprehensive summary of current research projects, the authors clarify the role of eHRM in provision of organizational stakeholders with HR information access, as well as certain HR functions through the Internet or via intranets. The evolution of eHRM is discussed, which allows tracing down the benefits of modern systems of eHRM as compared to manual record keeping on paper. The authors’ achievement has been the ability to synthesize the existing theory as well as research into this relatively new filed of HRM and distinguish the major directions of the current studies. This article is helpful in terms of its presentation of the wholesome view of the eHRM stage of development and eHRM as an emerging concept. It is also hellpful in outlining the benefits of the latter, along with particular research gaps that need further exploration.
Jackson, SE, Randall, SS, & Werner, S 2011, Managing human resources, Cengage Learning, Mason.
Chapter 1 of this textbook discusses the concept of human resource management in general and outlines its significance for managing human resources. The main idea of the chapter is to provide background knowledge to further chapter of the book. It is useful since it helps to form understanding how to gain and keep a competitive advantage in the labour market through adequate human resources management. Particularly important concepts that are presented in the chapter include the HR Triad and the integrative framework for human resources management. Among its biggest strengths are two case studies of HR management – at Google and at Knights Apparel. Besides, the chapter is effectively organized, with subsections devoted to various aspects of HR management. To make it convenient for learners to grasp the integrative framework, the authors developed a table which summarizes all essential ingredients of the model in relation to HR profession. Same applies to HR the Triad, which has been presented as a table. Particularly distinguishing is the Current Issues section where the authors discuss the role of the social media, need of managing uncertainty as well as complexity
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Lawler, E 2011, ‘Human resources – it’s time for a reset’, Forbes, 30 November, viewed 18 March 2013, <http://www.forbes.com/sites/edwardlawler/2011/11/30/human-resources-its-time-for-a-reset/>.
The main theme of the article is that in many organizations HR does not perform effectively today. Namely, the author points out the drawbacks of modern HR: HR executives demonstrate lack of strategic or business understanding when simply performing the role of an administrative unit. It fails to identify ways of making the firm more profitable. It is stated that emphasis should be placed on HR professionals that understand the essence of business strategy and effectively utilize talent management data. In other words, there should be a reset in how HR functions. The article’s strength is its focus on an urgent issue and its offer of the solution: HR should be made to work effectively by division in two units; HR may often perform the key function given its theory is applied to business strategy issues.
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