Essays on Workforce Commitment Employment Model and Labour Transactional Employment Model Coursework

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The paper "Workforce Commitment Employment Model and Labour Transactional Employment Model" is an outstanding example of management coursework.   Cappelli (2002) defines Human Resource Management (HRM) as those activities which are involved in developing, acquiring and using individuals in a business. It is the process of appraising, training, motivating and developing a sufficient number of workers to act upon the activities necessary for employees’ satisfaction, company’ s objectives and efficiency of workers. (Ulrich, 2001) The main functions of HRM are human resource planning, selection and recruitment, management and training development, performance evaluation, payment and providing employee satisfaction plus benefits. HRM encompasses all those activities that are aimed at developing, attracting and sustaining a successful labour force.

We all know that human resources are essential for the effective functioning of every organization. Human Resource planning begins with forecasting the supply and demand for labour as well as job analysis. Forecasting of future plans, currently available employees, external supply, internal supply, economic environment etc. are considered in supply and demand analysis. Job analysis, on the other hand, is the procedure for collecting and recording information about jobs.

(Cappelli, 2002) This paper will critically examine the main models of human resource management (HRM). It will evaluate workforce commitment employment model, Labour transactional employment model, Core-Noncore Workforce model (Mixed approach), Training and Development Model As well as International HRM Model. The paper proposes the likely future developments in this area of human resource development. Workforce commitment employment model A number of companies have shifted to an approach that is linked to the explicit commitment of employees on the idea that this would promote greater commitment from workers with enhanced productivity.

The workforce commitment model takes a long-term perspective on employment relations and puts much focus on social and intellectual capital development within the organisation’ s boundaries. It aims at investing and developing human and social capital within the organisation's boundaries in a complex manner that competitors find it hard to imitate overtime. In so doing, it takes its human resource assets as a major competency and a unique capability in organizing thus differentiating the company from other competitors in the market arena.

Reference

Armstrong, M.(2006):A Handbook of Human Resource Management

Practice 10th Edition, Kogan Page, London

Beardwell, I. and Holden, L. (2001): Human resource Management – a contemporary approach. 3rdEdition. Prentice Hall, London

Cappelli, P. (2002): managing the market-driven workplace, Harvard Business School, Boston

Kochan, T. (1997): Rebalancing the role of Human resources, human resource management. Spring 1997, 121-128

Milkovich, G. and Bourdreau, J. (2000): human resource management, Irwin, Chicago.

Purcell, J. (2003): Strategy and human resource management, Palgrave Macmillan, London

Torrington, D. and Hall, L. (2005): Strategic HRM and HR Strategy. In: Human Resource Management 6th Edition. Prentice Hall, London.

Tsui, D. (2002): Choice of the Employee-Organisation Relationship, Oxford University Press, Cambridge

Ulrich, D. (2001): Human Resource Champions, Harvard Business, Boston.

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