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Human Resources Management

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GROUP MEMBERS 149223 Blessing PEREVINMONE 140065 Berkan TAI 140067 Mehmet Can VATANSEVER 142243 Semih KO 15702350 Mojirayo ONOBA 15701996 Juwana FADDAH MGMT201 GROUP PROJECT COURSE NAME: PRINCIPLES OF MANAGEMENT TOPIC: ROLE OF HUMAN RESOURCE MANAGEMENT PRACTICES 1
OUTLINE 1)INTRODUCTION 2)TOPIC OF REVIEW 3)HUMAN RESOURCES PRACTICES AND BUSINESS PERFORMANCE 4)IMPLEMENTING TO REAL COMPANIES 5)CONCLUSION 2
1) INTRODUCTION Businesses are looking for strategies, ways and methods that will differentiate themselves from their competitors day by day under the intense competition conditions they are in and give them the opportunity to stand out in the In this search, especially in the researches made since the middle of the 1980s, the human resources of the enterprises are remarkably prominent (som, 2008: 1278). While emphasizing the importance of human resources to businesses in these studies, it is stated that human resource management is a strategic that tries to achieve organizational goals by making the best use of individual talents and potentials of employees. (Storey, 1989). 3
On the other hand, a number of changes in the way workers view their working life today affect the expectations of the businesses they work with. These expectations are summarized in the most basic sense as the working life and the assurance, professional development and promotion possibilities to be provided afterwards (Aksoy, 2005). Therefore, both the increased competition with globalization as well as the increased value of qualified employees leave businesses in A position to take measures to manage their human resources better. 4
2) TOPIC REVIEW Human resources management today; finding the right employee for the right job, developing the skills related to recruitment, job requirements, gathering and evaluating the information in a proper manner, supporting with happy and satisfactory personal rights and organizational psychological support instruments in the working environment. Evaluating the performance of the employee and the results direct professional development in a fair manner and move the employer relationship, working as long as possible on a philosophy lifelong employment, from a simple economic dimension to a higher 5
One of the important issues in these competitive conditions is that the necessary information can be collected in the most efficient and efficient way to collect, interpret and decide. The rapid development and change in information technologies are changing the production methods, information and communication systems as well as intra-organizational dynamics at a rapid pace. This interaction is not one-way but two-way. While changing information technologies, such as in other environmental conditions, businesses are changing the trends of information technology by setting requirements as customers. The human resource of organizations is becoming increasingly important as the most decisive factor of production in this mutual evolution process. 6
The ability to manage human resources, the most important asset, can be achieved through an understanding of human resources management, supported by technological developments, so that businesses can continue their existence with certain steps. Human resource management practices may be possible today with some organizational skills that can minimize the constraints of time and space concepts, with the need for a disorganized structuring and a global functioning and continuing path. This capability is again the information technology that has a strategic nature for the business. 7
e-HRM Human resources practices (e-hrm), which are well-designed and positioned on the ability of the information technology to comply with the long- term plans and strategies of the business, are likely to be successful. Particularly, mastery of information technologies that form the interface between information technologies and human resources is a very important factor in the sense that systems can be used. Information technologies in businesses can include dimensions and modules that address both internal and external (environmental) stakeholders. 8
All of these modules collect, produce and store information about the success criteria of the staff. The existence of enterprise systems that plan and implement the production and production of products and services, as well as the data and information generated by these systems and the systems that provide the necessary data. And information resources from the resource supply chain, supplier management, customer relationship management and other environmental factors will increase the applicability of human resource applications in a modern enterprise. 9
Although e-hrm applications are used in a way embedded in information technology, conceptual and functional information technology should be considered separately from concept. It can be seen that HRM applications, like all other functional areas of the business, are more likely to contribute to organizational productivity when placed on the ability of information technology and are effectively employed. It is understood that the ability of information technology between HRM practices in enterprises and business performance may be both social and behavioral catalyst effects. It is important that empirical investigation of this effect reveals the interrelationships of the three mentioned concepts, especially in terms of providing decision support in the strategic management processes of the enterprises. 10
3. HUMAN RESOURCE MANAGEMENT PRACTICES AND BUSINESS PERFORMANCE According to HRM theorists, human resources that businesses have are unlimited potential. To help businesses, find their strengths for their employees is to encourage their individual development and to create environments where they can use their potential. It is accepted that the needs and expectations of the people are correctly in the understanding of HRM, and accordingly, the alignment of personal organizational goals with the policies and processes to be implemented is accepted the basis (laka-kakhebula, 2004: 17). 11
In order for human resources management to be accepted as a strategic area within the enterprises, it has become necessary to demonstrate its contribution to achieve organizational performance and organizational goals, and the contribution of human resources management practices to organizational performance through direct and other organizational processes and variables has begun to be investigated in recent years 12
HRM has associated with organizational performance with planning, selection and placement, training and development, job analysis, motivation, performance appraisal, decision making. 13
4) Implementing to Real Companies An empirical study has been carried out on the enterprises operating in OST聴M Industrial Zone of Ankara province in to be able to explain the relation between the variables. In the first of three separate workshops for 500 large industrial organizations in Turkey. 14
1) Biber Ltd. (2006) applied HRM practices; job enlargement, job simplification, the efficiency of the personnel selection process and the performance evaluation process as an activity and the performance of the company as financial performance, market performance, employee satisfaction and firm commitment. 15
2) In the second study, (Haznedar Refractory Company) applied (2006) (non-financial) and quantitative (financial) performance, as well as the selection of qualified personnel, training and development, team work, performance-based compensation and performance evaluation. 16
3) In the third study, Ak脹n Company (2012) applied HRM applications; workforce planning, training and development, performance evaluation, rewarding, employee relations, internal communication systems, and the performance of the workforce as labor turnover, labor productivity and sales. 17
In all three studies, researchers reached the conclusion that the dimensions of HRM practices support large scale business performance dimensions positively. 18
5. Conclusion Finally, An effective Hum舒n R亠source d亠partment in any organization not only acts as a busin亠ss p舒rtner of the farm, it also guilds in shaping the business strat亠gy of the Company. F仂r Instance, The Human Resource str舒tegies have been interviewed at Mirosoft and it en舒bled the comp舒ny to run with the ommon goals and vision to make money for th亠ir employees and f仂r its inv亠stors. The r亠sults of the company clearly disclosed the company's investment done for its employees and how well the human resource manager Brummel has been able to align the work culture to the Mirosoft strategy. 19
20
The recent chang亠s made by Hum舒n Resource department at Mirosoft, indicates a move that could change the way the company is looked at. The result of such activities can only be seen at the time when the eonomy is back to upward motion. How亠ver, for a time being, all those changes in practices and principles that the company stands by can 舒cknowledge and admired in a true earnest. 21
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Human Resources Management

  • 1. GROUP MEMBERS 149223 Blessing PEREVINMONE 140065 Berkan TAI 140067 Mehmet Can VATANSEVER 142243 Semih KO 15702350 Mojirayo ONOBA 15701996 Juwana FADDAH MGMT201 GROUP PROJECT COURSE NAME: PRINCIPLES OF MANAGEMENT TOPIC: ROLE OF HUMAN RESOURCE MANAGEMENT PRACTICES 1
  • 2. OUTLINE 1)INTRODUCTION 2)TOPIC OF REVIEW 3)HUMAN RESOURCES PRACTICES AND BUSINESS PERFORMANCE 4)IMPLEMENTING TO REAL COMPANIES 5)CONCLUSION 2
  • 3. 1) INTRODUCTION Businesses are looking for strategies, ways and methods that will differentiate themselves from their competitors day by day under the intense competition conditions they are in and give them the opportunity to stand out in the In this search, especially in the researches made since the middle of the 1980s, the human resources of the enterprises are remarkably prominent (som, 2008: 1278). While emphasizing the importance of human resources to businesses in these studies, it is stated that human resource management is a strategic that tries to achieve organizational goals by making the best use of individual talents and potentials of employees. (Storey, 1989). 3
  • 4. On the other hand, a number of changes in the way workers view their working life today affect the expectations of the businesses they work with. These expectations are summarized in the most basic sense as the working life and the assurance, professional development and promotion possibilities to be provided afterwards (Aksoy, 2005). Therefore, both the increased competition with globalization as well as the increased value of qualified employees leave businesses in A position to take measures to manage their human resources better. 4
  • 5. 2) TOPIC REVIEW Human resources management today; finding the right employee for the right job, developing the skills related to recruitment, job requirements, gathering and evaluating the information in a proper manner, supporting with happy and satisfactory personal rights and organizational psychological support instruments in the working environment. Evaluating the performance of the employee and the results direct professional development in a fair manner and move the employer relationship, working as long as possible on a philosophy lifelong employment, from a simple economic dimension to a higher 5
  • 6. One of the important issues in these competitive conditions is that the necessary information can be collected in the most efficient and efficient way to collect, interpret and decide. The rapid development and change in information technologies are changing the production methods, information and communication systems as well as intra-organizational dynamics at a rapid pace. This interaction is not one-way but two-way. While changing information technologies, such as in other environmental conditions, businesses are changing the trends of information technology by setting requirements as customers. The human resource of organizations is becoming increasingly important as the most decisive factor of production in this mutual evolution process. 6
  • 7. The ability to manage human resources, the most important asset, can be achieved through an understanding of human resources management, supported by technological developments, so that businesses can continue their existence with certain steps. Human resource management practices may be possible today with some organizational skills that can minimize the constraints of time and space concepts, with the need for a disorganized structuring and a global functioning and continuing path. This capability is again the information technology that has a strategic nature for the business. 7
  • 8. e-HRM Human resources practices (e-hrm), which are well-designed and positioned on the ability of the information technology to comply with the long- term plans and strategies of the business, are likely to be successful. Particularly, mastery of information technologies that form the interface between information technologies and human resources is a very important factor in the sense that systems can be used. Information technologies in businesses can include dimensions and modules that address both internal and external (environmental) stakeholders. 8
  • 9. All of these modules collect, produce and store information about the success criteria of the staff. The existence of enterprise systems that plan and implement the production and production of products and services, as well as the data and information generated by these systems and the systems that provide the necessary data. And information resources from the resource supply chain, supplier management, customer relationship management and other environmental factors will increase the applicability of human resource applications in a modern enterprise. 9
  • 10. Although e-hrm applications are used in a way embedded in information technology, conceptual and functional information technology should be considered separately from concept. It can be seen that HRM applications, like all other functional areas of the business, are more likely to contribute to organizational productivity when placed on the ability of information technology and are effectively employed. It is understood that the ability of information technology between HRM practices in enterprises and business performance may be both social and behavioral catalyst effects. It is important that empirical investigation of this effect reveals the interrelationships of the three mentioned concepts, especially in terms of providing decision support in the strategic management processes of the enterprises. 10
  • 11. 3. HUMAN RESOURCE MANAGEMENT PRACTICES AND BUSINESS PERFORMANCE According to HRM theorists, human resources that businesses have are unlimited potential. To help businesses, find their strengths for their employees is to encourage their individual development and to create environments where they can use their potential. It is accepted that the needs and expectations of the people are correctly in the understanding of HRM, and accordingly, the alignment of personal organizational goals with the policies and processes to be implemented is accepted the basis (laka-kakhebula, 2004: 17). 11
  • 12. In order for human resources management to be accepted as a strategic area within the enterprises, it has become necessary to demonstrate its contribution to achieve organizational performance and organizational goals, and the contribution of human resources management practices to organizational performance through direct and other organizational processes and variables has begun to be investigated in recent years 12
  • 13. HRM has associated with organizational performance with planning, selection and placement, training and development, job analysis, motivation, performance appraisal, decision making. 13
  • 14. 4) Implementing to Real Companies An empirical study has been carried out on the enterprises operating in OST聴M Industrial Zone of Ankara province in to be able to explain the relation between the variables. In the first of three separate workshops for 500 large industrial organizations in Turkey. 14
  • 15. 1) Biber Ltd. (2006) applied HRM practices; job enlargement, job simplification, the efficiency of the personnel selection process and the performance evaluation process as an activity and the performance of the company as financial performance, market performance, employee satisfaction and firm commitment. 15
  • 16. 2) In the second study, (Haznedar Refractory Company) applied (2006) (non-financial) and quantitative (financial) performance, as well as the selection of qualified personnel, training and development, team work, performance-based compensation and performance evaluation. 16
  • 17. 3) In the third study, Ak脹n Company (2012) applied HRM applications; workforce planning, training and development, performance evaluation, rewarding, employee relations, internal communication systems, and the performance of the workforce as labor turnover, labor productivity and sales. 17
  • 18. In all three studies, researchers reached the conclusion that the dimensions of HRM practices support large scale business performance dimensions positively. 18
  • 19. 5. Conclusion Finally, An effective Hum舒n R亠source d亠partment in any organization not only acts as a busin亠ss p舒rtner of the farm, it also guilds in shaping the business strat亠gy of the Company. F仂r Instance, The Human Resource str舒tegies have been interviewed at Mirosoft and it en舒bled the comp舒ny to run with the ommon goals and vision to make money for th亠ir employees and f仂r its inv亠stors. The r亠sults of the company clearly disclosed the company's investment done for its employees and how well the human resource manager Brummel has been able to align the work culture to the Mirosoft strategy. 19
  • 20. 20
  • 21. The recent chang亠s made by Hum舒n Resource department at Mirosoft, indicates a move that could change the way the company is looked at. The result of such activities can only be seen at the time when the eonomy is back to upward motion. How亠ver, for a time being, all those changes in practices and principles that the company stands by can 舒cknowledge and admired in a true earnest. 21
  • 22. 22
  • 23. 23