Essays on Being in an Executive Team and Contributing Essay

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The paper 'Being in an Executive Team and Contributing' is a great example of a fa Management Essay. Evidently, many forces impact business and their way of operation presently. The forces include globalization, increased competition, and capability profile of the contemporary workforce as well as the rapidly changing age (Paauwe, 2009). Moreover, the information technology is also considered as a compelling force. With the wake of the current terrorists’ attacks and threats, issues regarding corporate security as well as corporate governance and corporate scandals the operational requirements of the business are expanded. Studies indicate that forces affect the businesses in varying extents over time.

Nevertheless, some of the organizational realities are resistant to the forces and they remain unchanged. As management will always aim at ensuring that, the organization is healthy for the future generation (Paauwe, 2009). In order to achieve this, it means that the organization has to invest more in as well as maximize various assets. According to studies, there is a rising recognition of human capital. This is due to the fact that there is a remarkable impact on the sustained competitive advantage for the companies that employ it (Byars and Rue, 2006).

Therefore, it is true to say that the human capital commonly referred to as the Human Resources function is a driving force for the transformation of many companies and organizations. Human resource is a term used to refer to the function in an organization which entails recruitment of new employees as well as their management and the giving of direction for them to work towards the success of the organization (Byars and Rue, 2006). The function is also responsible for hiring, compensation, wellness, benefits, safety, training, employee motivation, communication, performance management, and administration as well as organization development (Ulrich, 1998).

Besides, human resources focus on planning for future ventures as well as setting objectives involving people in the organization. Most importantly, the function is responsible for a comprehensive and strategic approach for managing people as well as the workplace environment and culture to ensure that employees contribute productively and effectively to the overall organization direction and the attainment of the organization’ s objectives and goals. This paper will focus on providing information on how the Human Resource function would be used to ensure the success of the Consolidated Global Mining Services. Role of the HR function in developing a medium and long-term strategy to reduce costs and maintain the desired level of human capital Human resource leaders are currently under amplified pressure to express outcomes from their employees’ policies and practices (Beardwell and Claydon, 2010).

In fact, such leaders are aware of the relationship between organizational success and individuals within the organization. Furthermore, they understand that individual linked matters necessitate being at the core of the boardroom agenda.

As a result, human resource managers are highly encouraged to formulate and put into action people's strategies, which support the organizational objectives and boost transparency and accountability around the management of people (Beardwell and Claydon, 2010). In this case, the organization should understand that managing people is not an easy task. Nevertheless, to ensure the productivity and efficiency of the organization, human resource managers should put into effect strategies to ensure efficient management of people (Nankervis et al, 2011). According to studies, maintaining human capital in an organization should not be merely perceived as simply a responsibility, rather an extremely significant skill that human resource managers should continually hone and enhance to handle the varied personalities in an organization (Nankervis et al, 2011).

Research has revealed that the most significant but difficult job of a manager is managing people. Managers must lead, inspire, motivate, and encourage them, whilst still, they are expected to employ, fire, and assess the workforce. The efficient management of people in an organization necessitates an understanding of job design, motivation, group influence, and reward systems (Ulrich, 1998).

References

Byars, L. & Rue, L., 2006, Human Resource Management; 8th Ed. Boston, McGraw-Hill.

Clark, J. 1993, Managing people in a time of technical change: conclusions and implications. In Clark, J. (ed.), Human Resource Management & Technical Change SAGE Publications. pp. 212–223.

Lancaster, D. 2009, ASEM Conference: Lifelong Learning: e-Learning and Workplace Learning. Bangkok, Thailand.

Lawler, E., Mohrman, S. and Ledford, G. 1995, Creating High Performance Organizations:

Nankervis, A. R., Compton, R., and Coffey, J., 2011, Human resource management: strategy and practice, 7th Ed, London, Cengage learning.

Nolo's Lawyer Directory, 2012, Making Layoff Decisions. Accessed on March 25, 2012, http://www.nolo.com/legal-encyclopedia/making-layoff-decisions-29949.html

Paauwe, J 2009, HRM and Performance: Achievement, Methodological Issues and Prospects, Journal of Management Studies, 46 (1).

Taylor, T., Doherty, A and McGraw, P 2007, Managing people in sport organizations: a strategic human resource management perspective, Elsevier.

Ulrich, D., 1998. A new mandate for human resources. Harvard Business Review, vol. 76, no. 1, pp. 124- 134.

Ward, J. and Daniel, E., 2006, Benefits management: delivering value from IS & IT investments John Wiley & Sons

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