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HIST 1301 Human Resource Management For Reward Systems

Questions:

1) What was the main difference between John Quincy Adams’ American System and the economic approaches of Andrew Jackson? 
 
2) How did Abraham Lincoln’s attitude surrounding slavery change over time?  What was it before the outbreak of the Civil War and what had it become by 1863?

Answer:

Use HR knowledge, tools in future to be become a high performing and satisfied employee

During the course, I have learnt that Human resource management in the small as well as large organisations have become very important in the corporate world. It is more essential for the large organisations because they have more work forces and have to manage a diverse cultured, different language people from under a same roof. After globalisation, a different concept of International human resource management has come into view. Human resource management has more contribution to the strategic part of organisations. Human resource management objective is to evaluate the company performance, which is dependent upon employee and labour relations, performance management, recruitment, analysis of work force planning (Bamberger, Biron & Meshoulam, 2014). Therefore, to be a high performing employee in the organisation, I would use the performance management system knowledge gained in HR subjects. Many elements of workforce planning have different parts in work (Beardwell & Thompson, 2014). The initial criteria of work force planning are to evaluate the recruitment strategy of the organisation. If I were recruited in the HR department as a manager, I would utilise the performance management system like balance scorecard to evaluate the workforce performance. I would use job description process to hire the people. I would also use the motivational theoretical tools for this job. I would use the payroll accounting system to check the pay roll administration. To becoming a high performing em


ployee in my department, I would consult with the HR to know about the performance metrics on which I will be judged. I would those metrics would help me set my goals in the company. I would also make sure that I am aware of the HR policies, protection of human rights, privacy rights and standards procedure and company specific regulations (Bamberger, Biron & Meshoulam, 2014). The industrial rules and regulations are also very important to be aware of in this case. I would abide by all the basic rules of to maintain a healthy and safe work place in the company. I would abide by the employee rights and enforcements rules of the company too. My aim would also be to change decrease the percentage of harassments and time loss injuries of the organisation. I would also make sure that I go through the job analysis process to evaluate the individual workflow. The input, equipment, activity and output of the work is also be given emphasis in the matter. I would also make sure that I go through the employment tests of the company with ease. I would check needs assessments charts of the individual that includes job environment, time constraints, performance standards and safety considerations of the company. This would ensure I am performing properly as needed. I would also ensure that my level of readiness of learning is high (Brewster & Hegewisch, 2017). This would also ensure that I am competitive in my work. I will also ensure that my interpersonal relationship with my supervisor and coach as well as all the, managers, co-workers are headed in the proper way. The career management system is there to provide the main the motive of the success in career. Therefore, the data gathering, feedback, goal setting, action plan would be part of the career management steps in my company.

The most interesting topic in HR and the topics I am curious about.

Human resource management is a vast topic in the management studies, covering all the aspects of human resource management and work force planning of the company. Therefore, this is one of the most important departments of organisation. The most interesting topic in HR is performance and reward systems. However, I am more curious about the employee engagement work system of different companies. Performance management system of the company is in the centre of all the activities of the company (Sparrow, Brewster & Chung, 2016). I am curious about how all the performance of individual consolidates for the company to achieve its goal. The criteria of the company are to get a proper outcome on the investments is to evaluate the return on investment, which is done by performing highly to achieve its main objective. The methodical way of setting the goals and then dividing that into short-term achievement is also part of this system (Bamberger, Biron & Meshoulam, 2014). The fundamental goal is to achieve the employee effectiveness. The mere advantages of the performance management system are the main criteria for me to like these aspects of management studies, which would also help me in future to cross, check my position and expectation if needed. The interaction of the between the performance management and organisations performance is high (Sparrow, Brewster & Chung, 2016). The small insincerities are often the reason of the challenges whish are overlooked by managers that also contributes to the performance. Performance managements and feedback process ensures that the workers can properly evaluate and discuss the performance with the supervisor and other things with his help. This has also more advantage in building the appraisals systems in the company, which contributes to the succession plan. Succession plan of the company is essential as this helps in ensuring the future of the company. By rectifying, the high performance standards that will be achieved (Kehoe & Wright, 2013). As learnt during the course, Performance management also contributes to the employee development, administrative and strategic part of the workplace. The hierarchy level of the company can monitor the activity based on this. The acceptability, reliability, validity and fitting with the strategy all are depended with the effectiveness of the employee performance (Alfes et al., .2013). The balance scorecard is known as the most effective way of measuring the performance. Evaluating the performance based on the attributes, behaviour and results is also part of this system. The reward system of the company is also related to performance management system. The model to attract, motivate and retain the employees in the company is also part of the rewards system. I also find it curious that the company must consider the direct and indirect method of compensation method used in rewards system. The economic activities of the state or the country are related to this performance system as this affects the performance of the individual business, market and industry as well. These two aspects of human resource management is subject of my curiousness.

Perceptions an HR manager’s work on a day-to-day activities and how this perception has been changed and why after the lessons

According to the HR job description the main criteria of HR’s presence are that they serve as a integral part of the organisation. I had a perception that HR’s in an organisation is only related to the recruitment and selection process, but after learning the course and understanding all the aspects of the company’s HR’s aspects, it has been seen that they have more contribution to major activities of everyday. In addition to be responsible for the hiring purposes, they are also responsible for analysis and development of workforce. Designing the work, planning on the requirements from the hired individual, selecting based on other aspects, training and learning planning’s, performance management, reward systems (Bamberger, Biron & Meshoulam, 2014). Another major aspect of HR’s day-to-day activity is to ensure the employee relations and reward system. Maintaining a proper, safe, healthy and violence free work place is also part of their day-to-day activity (Renwick, Redman & Maguire, 2013). This aspect is more crucial as this would ensure the smoothness of the everyday workflow of the organisation. Another part of their every day work is maintaining the records of the organisation’s employees. This record keeping activity is an essential part of the organisation, which holds personal data of the employees. The compensation decision of the company is known to be part of their activities too (Storey, 2014). Maintaining the policies of a healthy workplace and meeting with executives and communicating the standard procedures to the staff are known as an important part of their job. Administrating the other professional and deciding on the benefits of the individuals is also known as the HR professional arranged activity in the organisation (Stredwick, 2013). Handling employee concerns, supervising them in their problems is part of their job (Storey, 2014). The Handing the common workplace disputes and major area of concern of the employees are part of their job. Training and analysing competence is also part of their job. Among all the part of the HR’s job the most important part of an HR’s professional work is communicating with people, be it with external partners of the organisations like recruiting agency or media, or any company personnel they are suppose to communicate with them on daily basis. HR’s are also involved in internal and external audits of the organisation (Brewster & Hegewisch, 2017). Recruiting and selecting the right candidate is part of their work. The risk management of a company is also part of their work. Preparation of budget and preparing huge amount of work policies, labour regulations, company certifications, and giving advice to the managers are also part of their project in the company (Armstrong & Taylor, 2014). Another most important part of the organisation is succession planning of the company. The HR’s contribution to this work should be effectively monitored in the company. These are the part of the HR’s work profile, which is very essential in the company. It is also far more important than only managing recruitment and selection, of which I had a perception about. HR’s do contribute to the major strategic part of the organisation. 

Dear Future Me,

            It was my pleasure to be a part of such an educative session that recently took place in my class. The course module has covered the different traits of leadership, which was unknown to me before being the part of the class. There are ample kinds of leadership traits that are found in the different leaders. Some of the traits include but are not limited to such as emotional stability, enthusiasm, dominance, self-assurance and social boldness. Before I have attended the class, I do not even know the exact concept of leaders. However, the modules that have been covered in the class have helped me not only to go through with the concept but have also made me understand the different leadership traits that exist.

            The session has helped me understand the difference in approach that lies in the problem-solving skills of employees and the leaders. Leaders are aware of the possible circumstances that might have produced the existing consequences. This is why they remain calm and composed and take suitable strategies to resolve the issue.

            The leaders are decisive as well. Being an employee, hesitation is bound to happen in taking a decisive approach. The expected consequences might be stopping from the action taking capability. Leaders, on the other hand, have measures of the surrounding situations. They have ample of experience in them, which encourage for a decisive approach. They might have faced the similar situation in past as well. On the other hand, they might not have any prior experience on the matter of concern. Despite the fact, leaders take the decisive approach as they are matured enough with such challenges.

 

 

A letter to me about the things I have learnt in this class and how it will help in high performing organisation in 2025

References

Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.

Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Bamberger, P. A., Biron, M., & Meshoulam, I. (2014). Human resource strategy: Formulation, implementation, and impact. Routledge.

Beardwell, J., & Thompson, A. (2014). Human resource management: a contemporary approach. Pearson Education.

Bouchard, G., & Taylor, C. (2014). Building the Future. A Time for Reconciliation. Report.

Brewster, C., & Hegewisch, A. (Eds.). (2017). Policy and Practice in European Human Resource Management: The Price Waterhouse Cranfield Survey. Taylor & Francis.

Budhwar, P. S., & Debrah, Y. A. (Eds.). (2013). Human resource management in developing countries. Routledge.

Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36-62.

Gatewood, R., Feild, H. S., & Barrick, M. (2015). Human resource selection. Nelson Education.

Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of management, 39(2), 366-391.

Nahavandi, A. (2016). The Art and Science of Leadership -Global Edition. Pearson.

Renwick, D. W., Redman, T., & Maguire, S. (2013). Green human resource management: A review and research agenda. International Journal of Management Reviews, 15(1), 1-14.

Sparrow, P., Brewster, C., & Chung, C. (2016). Globalizing human resource management. Routledge.

Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals). Routledge.

Stredwick, J. (2013). An introduction to human resource management. Routledge.

Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. The Academy of Management Perspectives, 26(4), 66-85.


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