This research paper dwells upon the Human Resource Management in relation to IBM and Oracle Companies. The purpose of this research is to present job evaluation and factors determining pay, performance management for employees and application of Maslow’s hierarchy of needs to the reward system in IBM…
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The paper throws light on some of the diverging aspects of HRM and personnel management. Torrignton, has described personnel management as a continuous process of growth and evolution in which different fields of expertise has been assimilated and developed. On the other hand human resource management has added a further dimension to the multi faceted role of HRM. It is not regarded as a revolutionary concept by researchers. Armstrong has emphasized on the similarities of the two streams in terms of techniques and procedures, however, the philosophical and strategic context of human resource management has been perceived to be more powerful, effective and relevant in today’s organizational settings. HRM is said to have provided a completely new viewpoint for personnel management and reflects a consistent departure from the orthodoxy of personnel management. The main difference between the HRM and personnel management can be explained using the hard and soft models of HRM. Personnel management is more consistent with the soft model stressing on the aspects of human resource. On the other hand, the hard model focuses on the quantitative, calculative and strategic business aspects of management of the headcount. HRM primarily highlights the management’s interests and considers employees as being means of attaining organizational objectives. Therefore, HRM strictly directs and controls the human resources through databases and qualitative performance management...
The main role of HRM which has evolved over the years is developing strategies and policies, systems, standards and processes for attaining business objectives. It maintains compliance with the state, local and federal laws. The HR manager plays the role of aligning department objectives with organizational objectives. His role includes resourcing, recruitment and selection. He is responsible for organizational development and design, change management and performance management. Training and development, employee motivation, compensation management and benefits are some of the other aspects of the roles of an HR manager. In all of the above aspects he seeks to design policies for meeting business objectives and aligns his activities to the goals and purpose of businesses. The strategic role of the HR manager is to drive the organizational performance (Daft & Lane, 2009, p.308). Instead of focusing only on employee welfare, he tries to provide a strategic direction to the department and works in partnership with the business. IBM’s HRM strategies are rated among the best in the industry. Through the initiative of its HR management team, IBM has demonstrated numerous innovative practices and policies which depict great respect and concern for employees. IBM’s recruitment strategies is committed towards a diverse workforce which actively seeks to recruit qualified candidates depending on the nature of markets that it serves and includes women, candidates with disabilities, minorities etc (IBM-c, 2002, p.1). HR management plays the key role in creating strategies for establishment of work life balance in the company’s culture. In all of its activities, the HR management seeks to align strategies and policies
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This research will begin with the presentation of approach of Human Resource Management. The research will compare Personnel Management and Human Resource Management, and then it will demonstrate the role of HR Manager, HR planning and recruitment and selection process and tell about approaches and exit procedure adopted by Barclays Company.
In the contemporary market characterised with intense competition, most organisations have diverted from conventional perception of human resource as passive resource that can be manipulated to get things done.
Therefore, it is imperative on businesses to identify their core human resource management needs and honour them even if they operate in different parts of the world. Stahl and Bjorkman identify three motives for the need for the international transfer of human resource management systems for multinational corporations (2006 p3).
Strategic human resource management refers to a managerial process where the human resource manager comes up with policies and practices that have to link with the overall strategic objective in an organisation.
If he gets an excellent he gets the score of 5. Very good means 4, good means 3, average means 2 and poor means 1. The score for each parameter is written in the column, which is in the extreme right of the form, and all the scores are added to arrive at an overall performance score.
The implementation of a new information system in an organization always brings about changes in the basic work processes, which is met with resistance, almost always. This is coupled with reengineering in the communication channels, timing of the decision making,
These MNCs are managed in a more challenging and more complex environment as managers have to face an entirely new arena. In fact, the MNCs have to cope with the local macroeconomic factors for sustaining in a foreign market where cultural factors are very one of the most critical areas of consideration (Bohlander and Snell, 2009, p.662).
Ever since I developed an interest on HR, I have never really thought much about how such multinationals handle the issue of culture and if it is that important.
Before undertaking this study, I thought
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