Application: The Role of Human Resources in Organizations
As a Human Resources professional, you may be faced with making tough decisions. This is true because much of your work is on behalf of the larger organization, unlike other departments whose work is primarily focused on their own functions. Therefore, you might receive much of the “heat” for the end-result of what you do on behalf of the organization. Conversely, you might not be recognized for the work that you do, since much of your work is behind the scenes.
For this Assignment, review the week’s Learning Resources and consider the larger role and work of the Human Resources Department/Division within organizations. Identify an organization you might research further for the Annual Human Resources Operating Plan drafted in Week 5 and finalized in Week 7. The organization should be large enough to have a Human Resources Department/Division. There should be adequate information about the strategic plan (business strategies, goals, or objectives would be the minimum) and financial conditions publically available for research. If you select the organization in which you work, be careful not to disclose any confidential information.
Since many organizations do not make their strategic plans widely available, you may need to deduce the organization’s strategies and business goals by reviewing 10-k forms (an example of which is located in this week’s Learning Resources), websites, and/or transcripts of quarterly earnings calls with the media, or through your own organizational awareness and/or communications as an employee of this organization.
To complete this Assignment, respond to the following in a 2- to 3-page paper:
•Describe your selected organization in 1–2 paragraphs
•Explain the “visibility” of the Human Resources Department/Division’s role
•Analyze how different departments of the organization are impacted by the Human Resources Department/Division’s responsibilities on behalf of the organization
•Explain what you perceive as the Human Resources Department/Division’s added value to the success of the organization
the organization I chose is target corporation
Human Resource Management of Target Corporation – January 28th, 2011
Target Corporation (simply known as Target) is an American retailing company that was founded in Minneapolis, Minnesota in 1902 as the Dayton Dry Goods Company. In 1962, the company opened its first Target store in nearby Roseville. Target grew and eventually became the largest division of Dayton Hudson Corporation, culminating in the company changing its name to Target Corporation in 2000. As of May 2010[update], the company has opened stores in every state except Vermont, operating as Target or SuperTarget.
Target is the second largest discount retailer in the United States, behind Walmart. The company is ranked at number 30 on the Fortune 500 as of 2010[update], and is a component of the Standard & Poor’s 500 index. The company licenses its bullseye trademark to Wesfarmers, owners of the separate Target Australia chain.
On January 13, 2011, Target announced its expansion into Canada. Target will operate 100 to 150 stores in Canada by 2014, through its purchase of leaseholds from the Canadian chain Zellers
PROCESS OF JOB ANALYSIS
I. Planning the Job Analysis
A. Identify objectives of job analysis.
B. Obtain top management support.
II. Preparing and Communicating the Job Analysis
A. Identify jobs and methodology.
B. Review existing job documentation.
C. Communicate process to managers and employees
III. Conducting the Job Analysis
A. Gather job analysis data.
B. Review and compile data.
IV. Developing Job Descriptions and Job Specifications
A. Draft job descriptions and specifications.
B. Review drafts with managers and employees.
C. Identify recommendations.
D. Finalize job descriptions and recommendations.
V. Maintaining and Updating Job Descriptions and Job Specifications
A. Update job descriptions and specifications as organization changes.
B. Periodically review all jobs.
Human Resource Planning is the process of anticipating and carrying out the movement of people into within and out of the organization. Human resources planning is done to achieve the optimum use of human resources and to have the correct number and types of employees needed to meet organizational goals.
Uses of HRP
– Improve the utilization of human resources.
– Match human resource related activities and future organizations objectives effectively.
– Achieve economies in hiring new workers.
– Coordination between various HR programs such a employment equity plan and hiring needs.
Importance of HRP
– Ensures optimum use of manpower. (Woman, too nowadays?)
– Forecast future requirements.
– Help determine recruitment/ induction level.
– To anticipate redundancies/ surpluses
– To determine training levels and works.
– Know the cost of manpower if there is a new project is being taken up.
HR planning and analysis activities have several facets. Through HR planning,managers attempt to anticipate forces that will influence the future supply of and demand for employees. Having adequate human resource information systems (HRIS) to provide accurate and timely information for HR planning is crucial.The importance of human resources in organizational competitiveness must be addressed as well. As part of maintaining organizational competitiveness, HR analysis and assessment of HR effectiveness must occur. The internationalization of organizations has resulted in greater emphasis on global HR management.
Another HRM model was developed by a group of academics from the Harvard Business School thus it was called the Harvard Model. The Harvard Model (Beer et al, 1984) proposes that people can be dealt with within four human resource categories. The first category is the employee-influence which refers to the amount of authority, responsibility and power voluntarily delegated by and is compatible with the purpose and interests of the management. The second is the element of human resource flow, which refers to decisions on recruitment, selection promotion, exit, job security, career development, advancement and fair treatment. The reward systems is concerned with intrinsic and extrinsic rewards such as the work itself, sense of purpose, achievement and challenge, pay, bonuses, insurances and flexible working hours. The reward system should always be aligned with the overall business strategy and management philosophy. The last category is that of work systems which deals with the arrangement of people, information activities and technology (Colombo, 2006). This is a highly prescriptive model of HRM which emphasizes a number of presumed long-term benefits of acting on stakeholder interests and situational factors, assuming that there is a set of predetermined and superior human resource policy choices (Sisson, 1994). Organizations adopting this model would ensure that employees were involved in work, have opportunities
The Michigan School Model emphasizes the strategic resource aspect of human resources and is considered to be the ‘hard’ variant of HRM (Obliging, 2006) which considers employees as one of the key resources of organizations, arguing that human resource should be used effectively in order to achieve organizational goals. On the other hand, the Harvard model stresses the human element in the human resources formulation (Obliging, 2006) and is considered as the ‘soft’ variant in HRM. The soft version of HRM is linked to the human relations school while the hard HRM version is seen as emerging from the strategic and business policy thoughts
please let me know if more references are needed