Paper Example on on Human Resource Management: An Exhaustive Synopsis

Chapter 1

The chapter, as evident from its title, features an overview of human resource management as a whole. For a synopsis, the chapter is quite exhaustive, and I regularly browse through it to remind myself of the concepts upon which the authors have elaborated. Of special consideration are issues such as human resources outsourcing and the offices and individuals responsible for human resources management. Significantly different people run the activities associated with human resource management compared to the case in the past. Initially, I was unaware of the transformations to which the authors drew my attention. They claim that some companies in the contemporary business environment have downsized their HR departments to focus more on production than managing people.

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The definitional scope of HR also fascinated me. I had always assumed that it involves staffing and promoting performance. However, the authors broadened my initial conceptualization of the issue. I have since learned that HR also includes compensation, employee and labor relations, safety and health, and human resource development. Job analysis and recruitment are among the most critical areas of HRM. They help HR managers determine the most suitable individuals for a particular job. From one's point of view, it is difficult to identify the connection between HR and organizational development, as I did before embarking on studying the book. The authors decipher this connection rather easily. They argue that the relationship between the organization and the employee is a symbiotic one, where the former helps the latter develop career-wise, while the latter aids the former to change positively. By assisting employees in the company improve, the entire organization grows in the process. This chapter has, therefore, demystified my preexisting conceptions about HR and the role each party plays to better the larger organization.

Chapter 2: Business Ethics and Corporate Social Responsibility

Studying this topic provided me with the appropriate definition of ethics, considering how complicated the concept can sometimes be. The authors define ethics as a discipline whose focus is the differentiation of right and wrong, aimed at injecting business practices with an element of morality. Ethics is both individual and organizational. I have always considered business ethics as hogwash disguised as good-naturedness by companies whose intent is to direct the public into thinking that they care about their society when they often do not. However, the authors made me reconsider my position, especially in light of concepts like corporate social responsibility, which can impact society positively, irrespective of whether or not the public acknowledges it. The basic framework of corporate social responsibility and ethics is individual behavior and its impact on other people and the environment in which they live.

The very concept of ethics is unique because most people of employable age have convictions on right and wrong. Therefore, one would expect lessons on ethics to be completely unimportant. However, dilemmas sometimes feature, especially when the individuals involved have equally significant interests to satisfy. However, the authors cite Theodore Roosevelt's speech in 1907, when he claimed that human beings inherently need to be governed, whether they accept this circumstance or not. By bolstering their points with legal solutions, I felt the authors clarified the issue to the extent that I deemed satisfactory. However, I am still unsure of whether the ethical policies in place and their subsequent implementation has been able to counter unethical practices in business successfully.

Chapter 3: Equal Employment Opportunity, Affirmative Action, and Workforce Diversity

I enjoyed one particular thing in this chapter: the acknowledgment that society has made significant progress in diversifying the modern workplace. In a world where news is consistently negative, it is nice to get the occasional good news. Indeed, contemporary organizations are increasingly making people from diverse backgrounds part of their personnel. However, the lesson somewhat became a history lesson when the instructor reminded us of the 1960s when the Civil Rights movement spurred racial equality to national debates. The movement made way for the current progress the country has made in regards to racial equality. My biggest takeaway from the topic is, therefore, without a doubt, the mention discussion on diversity in the workplace concerning the Civil Rights movement's impact.

Persons with disabilities have historically faced discrimination, much like minorities, who have made progress due to the legislations that have come in the aftermath of the Civil Rights movement mentioned above. The law currently compels employers not to discriminate against people based on their disabilities, and, instead, offer them equitable treatment. Such handling should imply hiring them if they prove to be qualified enough and overlook their disability, except insofar as to provide them with appropriate assistance. I think that the debate on equality is a very controversial one. As stated above, I appreciate the progress we have made as a society. Just as important as it is to continue the work against discrimination of all kinds, it is vital to recognize and celebrate the steps we take in that direction.

Chapter 4: Strategic Planning, Human Resource Planning, and Job Analysis

The intersection between human resources and strategic planning is rarely highlighted. Admittedly, I initially thought that strategic plans are relatively fixed; they rarely change and, if so, perhaps once every five years. However, the authors changed my perspective almost entirely, posing that strategic planning should be carried out regularly, and the plans change whenever the need arises. It is utterly unnecessary to wait an entire five years because some events take place that warrants such alteration. Indeed, companies must have the liberty to change and adapt to the business environment to ensure their sustainability. However, rarely do companies effectively create revolutionary strategic plans, while others fail during implementation. A crucial element of strategic planning is human resource planning, where the company establishes the number and type of employees they need within a specified amount of time, which I found rather strange. One would expect that companies only hire whenever they have a vacancy they need to fill.

HR managers should take the necessary measures to remedy a surplus or shortage situation. While the alternatives the authors offer seem reasonable, the case is significantly different from the employee's perspective. The latter is forced to seek employment elsewhere when their contract is abruptly cut short. Although each company should take whatever steps are appropriate to control their situation, they should consider the plight of their erstwhile members of staff. I think that this topic aligns quite well with the ethics described in the former, where considering moral imperatives in handling other human beings should be a top priority. My view is companies should find better ways to deal with employees they can no longer support by, say, finding alternative placements for them.

Chapter 5: Recruitment

Recruiting and retaining talent is arguably one of the most effective means through which to promote a company's growth. The authors define recruitment as the enticement of individuals with adequate qualifications to apply for positions the company wants to be filled. They bring to light the rationale behind promotions. In essence, it is an internal recruitment method, where members of the company's executive identify the existing members of staff that can fill positions that have just become vacant. This route is preferable to external recruitment; referrals work too. The authors delve into the various choices at the employers' disposal when they are looking for talented people to join their organizations. I think places like high schools, community colleges, universities, and looking within the organization are acceptable. I, however, have a problem with referrals. I think that without the appropriate checks and balances, they can open opportunities for nepotism. HR managers should be wary of this possibility.

The internet has opened up the recruitment marketplace and enabled employers to do backgrounds stealthily. Referrals have, therefore, become increasingly unnecessary and outdated. Online workshops and webinars can help employers select the attendants with the same interests as the company and the appropriate qualifications. This chapter offered some insights into ways for employers to find talent and for employees to find suitable organizations for which to render their services. I found this part of the chapter, especially eye-opening, and I plan on referring to it when I shall be seeking an employer. The overwhelming nature of information online can sometimes be confusing and make it difficult to make decisions. The incorporation of specific websites and resources in the text, therefore, grants them the credibility of any potential job seeker needs.

Chapter 6: Selection

Finding the right employee is an HR nightmare. The stakes for selecting the right employee because productivity is anchored in the type of people that make up the workforce. Most companies are more willing to overwork existing employees than finding an unfit one. For this reason, forward-thinking companies have a rather rigorous recruitment and selection process. The theories on selection have led to the creation of tests to enable employers to find the right people for their vacant positions. I think that these tests can work for the most part. However, they also have the disadvantage of failing to recognize the uniquely human reactions that may be misconstrued as inadequate performance. For instance, test anxiety can adversely affect performance. A machine may fail to see this as anxiety and interpret it as a mediocre presentation.

The chapter mentioned the importance of teamwork in achieving company objectives, which I thought was great. Talent is hardly enough in the contemporary world of business management, where teams are increasingly being preferred to individuals. It is critical for individuals, therefore, to have the social skills necessary for them to interact with their colleagues at work and run projects jointly. The chances of success for the individual with weak social skills are, as the authors state, slim. My experience has taught me that the wildly successful projects are typically carried out by a team, even when they are not credited for their contributions. The insights into succeeding in an interview are similar to the links and resources the authors offer to prospective job seekers in the book, for which I heavily commended them.

Chapter 7: Performance Management and Appraisal

For a company to be successful, it is critical for there to be a perfect intersection between organizational practices and employee productivity. The authors draw the reader's attention to the factors that motivate employees and subsequently encourage them to perform better than they have been. Although I find a lot of positives in motivating employees by, say, incentivizing their contributions as the authors suggest, I think it would be more beneficial if the employees were intrinsically motivated and not dependent on external intervention. Superiors should encourage their employees through respect and finding them assignments that fit their desires and qualification as suitably as possible. It would make little sense to push employees to participate in an activi...