As part of an orientation program for new managers, HR has developed a section of the orientation designed to help new managers learn more about HR’s functions and role in helping them become more effective in handling their HR responsibilities.
Using the course readings and articles, address the role of human resource management. Support your analysis with a minimum of three credible sources of research. (Keep in mind this document is meant for an orientation. The new managers may or may not have a strong understanding of the role of HR in health care.)
Instructions
Write an informational, 2 pages handout that addresses the following:
- Determine the key roles that human resource management plays in today’s health care organizations.
- Evaluate three to five core functions of human resource management in terms of their level of support to a health care organization.
- Justify which HR function you believe is the most important in helping a health care organization achieve its strategy.
- Analyze the role of human resource management in an organization’s strategic plan.
resources
1. human resource management people and performance Edited Keith Bradley
8Management Development and Career Success David Guest, Riccardo Peccei and Patrice Rosenthal Explaining the problem of management development
The importance of management development is widely acknowledged. Indeed it was rated the top human resource management priority in one recent United Kingdom survey of senior executives. At the same time many analysts refer to the problem of management development. Comparing Britain’s practice with that of key competitor countries, the Handy Report (Handy, 1987) characterised management development as ‘too little, too late and for too few’. Much anguished debate ensued, but apart from a limited number of company developments, the main response has been a mushrooming of MBA programmes. If management development is so important, why has there been so little activity? It is important to address this question before we call for more management development. Otherwise our exhortations may fall on deaf ears, as top managers continue to pay lip service to the concept without carrying through to action. This chapter suggests a possible explanation and reports on a preliminary test.Management development comprises a range of activities, from formal training courses to informal learning processes closely tied to the job, such as coaching and shadowing (Mumford, 1989). In practice, however, management development is often equated with training courses to the exclusion of more informal activities (Storey, 1989). Our major hypothesis is that little management development takes place because there is insufficient evidence that it does any good. This in turn reflects the problems of evaluating management development and the general lack of enthusiasm for the serious evaluation of any kind of personnel activity.
MLA 8th Edition (Modern Language Assoc.)
Keith Bradley. Human Resource Management?: People and Performance. Routledge, 2018.
APA 7th Edition (American Psychological Assoc.)
Keith Bradley. (2018). Human Resource Management?: People and Performance. Routledge.
Critical success factors (key objectives): IBM UK Company11)
To change the company culture to one where delegation is maximised and all managers implement the correct level of risk taking and accept accountability for outcomes.
2) To understand constantly changing customer, and potential customer, needs and provide competitive solutions to satisfy these.
3) To develop and deploy IBM’s and its business associates’ skills, to transform IBM UK into, and manage it as, a solution company.
4) To manage workloads effectively.
5) To improve customer service and relationships: both direct from IBM and via our business associates.
6) To maintain the external good perception of IBM’s contribution to the United Kingdom.
7) To organize and manage our people for high morale and motivation.
8) To have an effective management and control system to ensure that IBM UK achieves its business plan whilst providing a balanced performance on the seven critical success factors as above
.The Critical success factors for the IBM personnel function are as follows:
MLA 8th Edition (Modern Language Assoc.)
Keith Bradley. Human Resource Management?: People and Performance. Routledge, 2018.
APA 7th Edition (American Psychological Assoc.)
Keith Bradley. (2018). Human Resource Management?: People and Performance. Routledge.
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