Identify and analyze the relationship between organization's HR strategies and performance outcomes in the attached Buller & McEvoy (2012) article. The number of words is not limited (required around 800, but you may ignore).© BrainMass Inc. brainmass.com October 25, 2018, 8:41 am ad1c9bdddf
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OVERVIEW OF ASSIGNMENT ANSWERS
Very few individuals truly understand the role that HR plays in the success of an organization. Within a small and a large organization, HR Departments are responsible for a variety of tasks. The tasks assigned to HR Departments are dependent on the size of an organization, the expertise of the HR personnel, and the overall needs of the organization. A plethora of researchers have examined the role of HR Departments within small and large organizations. While the roles and responsibilities of these departments differ, the necessity for quality HR practices is essential. For the purpose of this assignment, as based upon the article written by Buller and McEvoy (2012), I have outlined the influence that HR has upon performance based outcomes.
The research written by Buller and McEvoy (2012) ...
This solution provides an overview of the relationship between Human Resources and performance outcomes, through exploring a recent article.
Human Resources: Here are two suggestions used in the solution of this assignment. The HRM must develop a pay for performance system and also address issues with Diversity in the Work Place. Diversity in the workplace has become of the utmost importance as more and more companies are becoming global. Understanding others differences is essential to the business.
What are some of the HRM strategies we should consider when developing the workforce, and conducting performance management, to enhance organizational productivity? As an example, what does your current (or previous) organization due to promote a "learning environment" within the workplace?
Please list references
Here are some highlights from the document solutions:
As companies now look at compensation, many are no longer giving the standard 2-3% annual raise. Rather they are now looking at an associate's performance and the scorecard has now become the major defining factor in raises.
There are many different methods as to how one can be paid. It can be the standard annual raise, comp-time for salaried workers and pay for performance.
Pay for performance is just one of many ways that an employer can increase productivity. Pay for performance is a plan that has a balanced scorecard with an emphasis on metrics, characteristics, and computer skills that an associate must show proficiency in order to determine if the associate qualifies for raise. Human Resource managers are called upon to take the goals of the company and assess a number to them whereby managers will be able to rate their associates in order to see if they qualify for a raise. This scorecard also helps to assist in where additional training may be needed.
Diversity has become one of the major focuses for enhancing organizational productivity. Associates want to work in an environment where they feel valued and empowered to contribute to the company with their expertise and ideas for the company's success. Diversity cannot be excluded from any company especially since the world has gone global and the workforce make up is of all nationalities, ethnicities, genders and disabilities just to name a few. Diversity policies are now part of a company's mission statement.
Diversity is defined as a strategy for Human Resources productivity in the Handbook of Workplace Diversity. Here are some of the characteristics: (1) increase the numerical representation, of historically excluded groups; (2) empower a diverse workforce once it is in place to participate fully in organizational decision making; and (3) ensure the inclusion of a diverse workforce in every aspect of organizational life (Kossek & Lobel, 1996). The business case for HR diversity strategies links recruitment, selection, development and retention of a diverse workforce to business goals, labor market shifts, globalization and competitive advantage (Yakura, 1996).