...veterans have consistently experienced high unemployment rates. Challenging veterans’ efforts in finding and maintaining employment is the issue of Post-Traumatic Stress Disorder (PTSD). Exacerbating this problem, is civilian employers’ utilization of deficient hiring and employment practices. In particular, employers have developed a sense of fear and uncertainty about PTSD. These perceptions often prove to be a reason why employers choose not to select veteran candidates for employment. Additionally, organizations fail to successfully acclimate and socialize new veteran employees (who do or may suffer from PTSD) into the organization’s culture. Such failures can lead veteran employees to quit their job. Together, the deficient hiring and employment practices displayed towards former service members have significant ethical implications that serve as the catalyst for high unemployment rates for the veteran population. To minimize these implications and to improve veteran employment opportunities, organizations’ human resources (HR) departments must develop and incorporate new approaches to hiring and employing veterans who do or may suffer from PTSD. Keywords: PTSD, invisible disability, human resources, implicit bias Post-Traumatic Stress Disorder: Unethical Business Practices and their Influence on Veteran Unemployment Since the onset of World War II, United States military veterans have been plagued by high unemployment rates. Prima facie...
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...of employees and the involvement of management using guidance and performance appraisals. Management uses salary and benefits to show employees that the company values their contributions. In turn, employees help the organization perform better in the industry marketplace. Linking Compensation to Organizational Strategy Though benefit and salary administration are often part of a business's comprehensive compensation strategy, every department within a corporation may have different pay and benefit challenges. Salary and benefit administrators can keep the strategy focused by requiring that every compensation choice help the company sustain or gain competitive advantage. This assists the company in outperforming competitors by hiring, motivating and retaining the best possible workforce. Keeping organizational objectives at the forefront of compensation strategies supports the cooperation of employees at various positions and levels of pay because...
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...Abstract This paper reviewed the literature on the relationship between human resource management (HRM) and the issue of diversity. Presently, there is a growing need to introduce diversity in the work place for the benefit of varying organizations and their human resource needs. Doing so would help them build up creative ideas and experiences, while mingling with people from diverse backgrounds. However, diversity could have negative effects as well in terms of conflicts among employees, and in several other instances. HRM is responsible for providing equal opportunities, and resolving the issues that arise due to diversity. Positive impacts were observed where organizations promoted learning environment. It also highlights different strategies that could be applied for effective diversity management. On the other hand, a need to act sensitively towards employees of diverse background was discussed, while providing them with growth opportunities could help in increasing productivity. Issue statement Human Resource Management (HRM) covers different aspects of an organization, from the recruitment of its employees, to the management of all works, and the problem solving issues that are directly affecting the organizations’ employees. Employees are an asset to an organization, and HRM is responsible for providing them with opportunities to learn and acknowledge their achievements especially in an organization with diverse employees. On the other hand...
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...What is Human Resource Management? The definition of human resource management emphasizes the sphere of influence to encompass 'the strategic approach to manpower management in an organization'. The process calls for a coherent objective to retain and increase employee head-count, any organization's most valued asset. This specialized study and application has come in the wake of realization that the employees of an organization, individually and collectively, are the main contributors to the achievement of business objectives. The management of people hired by an organization involves employing people, designing and developing related resources and most importantly, utilizing and compensating their services to optimize business profitability via employee performance. Today, Human Resource Management operates in tune with other essential organizational requirements and co-exists with the topmost management cadre. Managing human resources within a company calls for a liaison between the organization's management personnel and the administration of the executive rungs. It thrives on the strength of the relationship between the management and workers of the company. Functions of Human Resource Management: Human Resource Management involves the development of a perfect blend between traditional administrative functions and the well-being of all employees within an organization. Employee retention ratio is directly proportionate to the manner in which the employees are treated...
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...VIEW Strategic Human Resource Management Taken from: Strategic Human Resource Management, Second Edition by Charles R. Greer Copyright © 2001, 1995 by Prentice-Hall, Inc. A Pearson Education Company Upper Saddle River, New Jersey 07458 Compilation Copyright © 2003 by Pearson Custom Publishing All rights reserved. This copyright covers material written expressly for this volume by the editor/s as well as the compilation itself. It does not cover the individual selections herein that first appeared elsewhere. ii Permission to reprint these has been obtained by Pearson Custom Publishing for this edition only. Further reproduction by any means, electronic or mechanical, including photocopying and recording, or by any information storage or retrieval system, must be arranged with the individual copyright holders noted. This special edition published in cooperation with Pearson Custom Publishing. Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 Please visit our web site at www.pearsoncustom.com ISBN 0–536–72690–6 BA 996748 PEARSON CUSTOM PUBLISHING 75 Arlington Street, Suite 300 Boston, MA 02116 A Pearson Education Company iii iv Table of Contents SECTION ONE ................................................................. 1 An Investment Perspective and Human Resources .... 2 HUMAN RESOURCE INVESTMENT CONSIDERATIONS ...6 INVESTMENTS IN TRAINING AND DEVELOPMENT ..... 14 INVESTMENT PRACTICES FOR IMPROVED RETENTION ..................
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...Attitudes towards Gender and Leadership Effectiveness By: Claire Duthil Attitudes towards Gender and Leadership Effectiveness Abstract This paper seeks to review and discuss the roles of gender in leadership and how they are effective. As shown from previous overviews, the evidence for sex differences in leadership behavior is still mixed, yet it is clear that these sex differences have not vanished. Although we are in the 21st century, women face hardship every day in the workplace as leaders. It is argued that sex differences in leadership styles is one of the main reasons in which male and female leaders work with different styles. Organizational factors like sex-composition of the immediate working context and hierarchical level are important moderators of leadership styles. For example, women are more likely than men to lead in a style that is effective under contemporary conditions (Eagly, Carli, 2003). To contrast these claims, Veccho claims that "women have some disadvantages in typical leadership style but suffer some disadvantages from prejudicial evaluations of their competence as leaders, especially in masculine organizational contexts" (Veccho, 2002). All in all women are rising into leadership roles at all levels. Problem Statement The society has always been in a need of effective management and efficient leaders on top. The roles of leaders determine the course and successfulness of the processes in all walks of life. In times...
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...Diversity: Religion and Workplace Introduction Religion is one of the biggest differences segmenting the world into different parts. There is no other reason from the dawn of time which caused more strife’s and argument among mankind than Religion. Religion can be defined as the faith or moral belief a person possess regarding the nature of being or existing the world. In the modern world there are roughly five or six major religious and yet countless other minor religions have sprung up and are continuing to spring up every day. Each believer of a religion defends and believes in it devoutly, to such an extent that he or she is willing to go towards bloodshed to defend its honor. The major religions of the world include, Islamic, Christianity, Hinduism, Atheism, Judaism, etc. These religions include the set of guidelines for the individuals on which to base their lives. The major religions all dictate that there is a Higher Entity, or God which governs the world and the Universe and all that is contains is it plaything and all the living creatures are its subjects (Trent, 2007). Such devout belief and intolerance against one’s faith becomes a very volatile subject and can become the cause of a major strike in an organization. Any good and reputed organization employees a variety of people all belonging to different backgrounds. Some of these religions might be major while some might be the minor ones. In such a scenario, the minority religion often suffers under...
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...Workplace Alain Kraussman Hall Baker College Online Human Behavior Management of Organization/BUS615 December 6, 2012 Introduction Diversity is defined as “the condition of having or being composed of differing elements: variety; especially: the inclusion of different types of people (as people of different races or cultures) in a group or organization” ("diversity," 2012). These differing elements are becoming more and more prevalent in today’s society, and especially in the business world. Emigrants from every country in the world have made their way to the shores of America, and from there, to millions of companies and organizations across the nation. From the owner of the neighborhood corner store to the CEO position at Citigroup and Pfizer, foreign-born employees are giving this country a new, diverse, face. Diversity is not just of race, but of age, gender, ethnicity, religion, and disability. In every decade since 1900, the percentage of women 16 years and older in the workplace has increased, going from just 18.3 percent in 1900 to 53.6 percent in 2010 ("Women in the," 2007). The same holds true of disabled workers. In December 1976, there were roughly 2,088,242 blind and disabled workers in the United States. Growing nearly every year since, the Social Security Administration reports that as of December 2011, there are 6,996,435 blind and disabled people in the workforce ("Ssi annual statistical," 2012). Corporate...
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...ENVIRONMENT OF HRM LEARNING OUTCOMES After reading this chapter, students should be able to: • Discuss how cultural environments affect human resource management (HRM) practices. • Describe how technology is changing HRM • Identify significant changes that have occurred in workforce composition • Describe the HRM implications of a labor shortage • Describe how changing skill requirements affect HRM • Explain why organizational members focus on quality and continuous improvements • Describe work process engineering and its implications for HRM • Identify who makes up the contingent workforce and the HRM implications • Define employee involvement and list its critical components • Explain the importance of ethics in an organization. CHAPTER OVERVIEW The chapter’s opening vignette illustrates how Four Seasons Resorts and Hotels uses the Golden Rule to treat the employees as you expect them to treat the customer. While customers like to be pampered, so do the employees as evidenced by the Four Seasons being listed in Fortune magazine as one of the “Best Companies to Work For” every year since the list started in 1998. Overviews of today’s dynamic business world, highlighting cultural environments, globalization, technology, and social history evolution, set the stage for discussions about the implications to the HR field. These topics include: multicultural issues, global workforces, HRM technology, workforce diversity, labor supply and management...
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...Scenario in Malaysia as Dell Malaysia Offers VSS to 700 Penang StaffsUNIVERSITY OF MARA TECHNOLOGY MASTER IN BUSINESS ADMINISTRATION 24rd April, 2011 HUMAN RESOURCE MANAGEMENT ASSIGNMENT 1 HRM 730 VIDYAMALA BINTI MOHAMAD 2010153603 Contents Abstract 2 The Arguments 4 Are downsizing legal? 4 Why firms keep repeating downsizing? 5 Why firms didn’t achieve their goals after downsizing being implemented? What has goes wrong? 7 What roles does government play in the downsizing issues? 7 The Conclusions 9 References 10 Abstract Downsizing in Malaysia has been implemented a quiet time ago. The firms that using this kind of approach in Malaysia were the foreigner company (under the FDI). During the world recessions as happened in 1997 and 2009, recently. For my personal experienced, my brother in-law has accepted from Black and Decker, Kuantan Plant in 1997 and my husband has accepted from Pepsi Co. Malaysia in 2006. Downsizing became a new trend and not limited to foreign company, even the local company have also used this approach. As in 2000, Telekom have retrenched 4000 staffs. The mergers of several local banks in 1997 have affected a few hundred more. As reported from the statistics of Retrenchment Management Office at the Human Resources Ministry’s Labour Department show that 19, 325 workers, 12, 627 of them locals, were retrenched by 624 employers between October, 2008 and mid-March, 2009. And the highest was in Johor. In translating...
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...Abstract A company’s human resources division in today’s business-world has more policies and circumstances than ever to cover in order to ensure fairness across the board for current and potential employees. As businesses in today’s economy have evolved to include numerous policies pertaining to an organization’s operations, there are still the essentials that must be included within a policy manual that potential employees and companies alike must remain cognoscente of. Essential items that must be included within a company’s policy manual consists of equal opportunity and employee rights, benefits, performance appraisals as well as employee separations. Through the reading of this review the reader will be enabled to understand why exactly these factors must be included within an organization’s policy manual. Employee Rights Within any company policy manual the legal rights of an employee is an essential inclusion. These rights include The Civil Rights Act, the Equal Pay Act, the Age Discrimination in Employment Act, The Occupational Safety and Health Act, and the Americans with Disabilities Act. Having these such laws within the policy manual of an organization insures that the company is in compliance with all national and state employment laws where it is a necessity to provide each employee with their entitled right. These laws being stated also greatly assists the employees better understand what laws in fact are in place to protect them within the...
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...VALDOSTA STATE UNIVERSITY HUMAN RESOURCES AND EMPLOYEE DEVELOPMENT RECRUITMENT & SELECTION GUIDE INDEX 1. Purpose of the Procedure 2. Recruitment and Selection Framework A. Overview of the process B. Review the job and the need for it C. Search Committees D. Flow Charts 3. Request for Personnel Action 4. Advertising A. Job Posting B. Employee Priority Posting 5. Selection Process A. Screening Applications B. Arranging the Interview C. Interviewing D. Selection Tests E. Hiring Decision F. Reference Checks G. Background checks H. Pre-employment Drug Screening I. Disqualifications J. Employment Offer K. Post Interview Follow-up 6. Positions Requiring A Search Committee A. Selecting Committee Members B. The Role of the Chair and the Committee C. Hiring Decision D. Communication with Candidates E. Search File September 20, 2007 Edition APPENDICES APPENDIX 1: Position Management Form APPENDIX 2: Candidate Criteria Chart (example) APPENDX 3: Interview Schedule (example) APPENDIX 4: Guidelines for Developing Interviewing Questions APPENDIX 5: Questions to Avoid During the Interview APPENDIX 6: Examples of Acceptable/Discriminatory Questions APPENDIX 7: Questions to Ask Supervisors/Managers APPENDIX 8: Questions to Ask Support Staff APPENDIX 9: Behavioral Interviewing Questions APPENDIX 10: Employment Reference Request APPENDIX 11: Education...
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...express and opportunity to add insurance cover for fragile or valuable items, or to use online booking system where people can send the occasional parcel without opening any kind of account or having a formal arrangement with the company. “The national network is supported by dedicated account management and costumer services team, which benefits our customers by working with a partner who provides a reliable, secure and flexible services. The company vision is to maintain our position as the expert within the UK parcel market” LO1 Understand the different perspectives of human resources management. Explain Guest’s model of HRM Human Resources Management can be define as “the organisational function that deals with recruiting ,managing ,developing and motivating people, including providing functional and specialised support system to foster regulatory compliance with employment and human rights standards” (Strandberg,2009,p2) Guest’s (1987) ideal-type model is used to characterize...
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...expected increase from 15 million in 2000 to 27 million in 2040. This will affect more than just the different facilities; it affects the number of medical professionals needed to staff the facilities. The need for registered nurses, licensed practitioner’s, nurse aides, home health, personal care workers, and physicians will also increase from 1.9 million in 2000 to about 45 percent in the year 2040. We will see another rise in growth for direct care workers in long-term care by 2030 when the baby boomers reach the age of 85. The expected growth equates to about an additional 3.8 to 4.6 million. One of the problems the country will face is that the increased need of workers will not increase at the same rate as they are needed. Currently unpaid informal caregivers, such as, family members, neighbors; and friends provide the majority of care. This is expected to increase from about 20 million in 2000 to 37 million by the year 2030. This is an estimated increase of about 85 percent. Another challenge that will occur is to keep the current long-term workers and add new ones to the industry prior to the need. A challenge with this is that the majority of current long-term workers are women between the ages of 25 and 54. This group will increase to about 9 percent by 2030. The work environment will become highly competitive. The supply is low...
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...employees are selected. THREE TYPES OF RECRUITMENT a) Planned The needs arising from changes in organization and retirement policy. b) Anticipated Needed when human resource predict manpower requirement by studying internal and external environment. c) Unexpected Resignation, deaths, accidents, illness give rise to unexpected needs. | RECRUITMENT AND SELECTION DIFFERENCES Employment process include both recruitment and selection phases. The differences between selection and recruitment are: 1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization while selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. 2. The basic purpose of recruitment is to create a talent pool of candidates to enable the selection of best organization while the basic purpose of selection process is to choose the right candidate to fill the various positions in the organization. 3. Recruitment is a positive process. It encourages more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates. 4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests. 5. There is no contract of recruitment established in recruitment...
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