Essays on Business Continuity Planning Report

Download full paperFile format: .doc, available for editing

The paper "Business Continuity Planning" is a perfect example of a report on human resources. The main function of human resources is to enhance itself in its classical roles, such that it can focus more on individual strategy and organization development through creativity and innovations. The human resource manager is solely responsible for ensuring that roles and duties within the firm are clearly defined through organizational chart and use of flow chart. One of the characteristics of the human resource manager is that he should be a risk-taker. The main aim of this is to ensure that any innovations made in the market by other organizations are administered in his organization as well. There is a clear distinction between innovation and invention.

Innovation refers to a process of doing something new that has both positive and negative impact on the organization. Innovation made by the human resource manager is usually linked to growth and better performance that helps to improve the firm’ s efficiency, productivity, competitive positioning, share market, and quality. Most of the human resource manager focuses more on technological innovations rather than organization innovation.

As a result, it improves the organization's productivity, the performance of business activities, and most of all improve on the quality of the product they tend to give to final users. The human resource manager is required to develop a clear planning strategy that will accommodate, facilitate, and improve on major activities carried out through innovation. IntroductionInnovation used by human resource managers allows the organization or firms to achieve higher performance levels thus contribute more to employee empowerment. The human resource manager is solely responsible for organizing activities and implementing changes that will foster and improve on main activities carried out within the organization.

This is greatly achieved through technological advancement made by a human resource manager of a particular firm. Workplace innovations can take different forms, this includes; employee empowerment schemes, management policies, flexible working activities, skill development and learning plan (Bacon, Wilkinson & Redman, 2009). Strategic HRM plans and policies for an organization This involves processes used by the top management to determine the overall organizational goal, purpose, and achievement. In order for human resource management to obtain the set goals at the yearend, he needs to develop a firm’ s culture that will foster both innovations and flexibility.

The role of human resource management greatly depends on the o organizational view, environmental scanning, internal strength, and competitive intelligence he has in the organization. A strategy may be defined as the process used by the organization in order to accurately plan on how the firm will balance its internal and external strengths and weaknesses in order to uphold a competitive advantage over the other firms that do not support or foster innovations.

The human resource managers engage himself/herself in three strategic planning levels, this includes; corporate, business, and functional strategy. Strategic planning involves conducting a SWOT analysis in order to fully identify its weakness, opportunities, threats, and strength of the organization in order to determine where innovations should be put place or administered. Not all areas in an organization require an innovation process to be carried on (Hall, Robert, & Hinkelman 2007).

References

Bacon., N, Wilkinson. A, & Redman, .T, 2009, The SAGE Handbook of Human Resource Management, SAGE Publications, New York.

Blanpain. R., Tiraboschi. M. & Arellano, P., 2008, Global labour market: from globalization to flexicurity, Macmillan Publishers, New York.

Brunstein, I., 1995, Human resource management in Western Europe, Walter de Gruyter, Dublin City University press, Dublin.

Galavan, R, Markides, Co & Markides ,.C, 2008, Strategy, innovation, and change: challenges for management, Oxford University Press US, USA.

Hall, E. Robert, B. & Hinkelman, M, 2007, Perpetual Innovation: A Guide to Strategic Planning, Patent Commercialization, and Enduring Competitive Advantage, Lulu.com, and Ausgang City.

Heneman, R., 2002, Strategic reward management: design, implementation, and evaluation, IAP, Kansas City.

Price, A., 2007, Human Resource Management in a Business Context Business in context series, Cengage Learning EMEA, New York.

Storey, J., 1989, New perspectives on human resource management, Cengage Learning EMEA, New York City.

Tribhuvan University, 2007, Innovative human resource management: case studies of Nepal, Centre for Economic Development and Administration, Nairobi city.

Zanko, M., 2002, The handbook of human resource management policies and practices in Asia-Pacific economies, Volume 1, Edward Elgar Publishing, United Kingdom

Download full paperFile format: .doc, available for editing
Contact Us