Academic Master

Human Resource And Management

Human Resources

Introduction

  1. Opening

I believe a career is the trajectory of her movement, which a woman builds herself, conforming to the features inside and outside organizational reality and most importantly – with her own goals, desires, and attitudes. Any women plans her future, based on her needs and socio-economic conditions and that is the reason I became interest in this career as a pathway.

  1. Background about Vocation

In my opinion, human resources management is the best sphere to start my career, because it offers a unique professional experience for several reasons. The opportunity for working with people and problem their solving is in line with my career interests and will also help develop my skills. Of course, this will require me to be willing to work more than working time, but this is acceptable and interesting for me since I would like to have a non-standard office work.

  1. Thesis Statement

This vocation offer student as compulsory subjects or disciplines of choice for leadership and team building training.

Analysis

  1. Claim

My desire to understand how different processes work, by logic and facts will always be an incentive for me. I get experience in the career as a structural approach based on the evaluation of facts and hypotheses and innovative thinking to find the ideal solution. I will develop my leadership qualities through the organization of international events. In my opinion, I can effectively solve the challenging tasks facing this career due to my willingness to work in this field, where I will be responsible for bringing the brand to the market. I will be responsible for everything from strategic planning to provide a high level of service for clients.

I believe that management is a direction that combines several old specialties that have become relevant profiles. Future managers study economic, managerial, social and humanitarian disciplines. The selected profile determines the predominance of those or other of them. Among the mandatory for all subjects: management theory, human resources management, strategic management.

b & c|) In-depth Explanation of facts with Evidences

Each employee also handles the management of her business career. Managing a business career allows achieving employee loyalty to the interests of the organization, improving productivity, reducing staff turnover and more fully reveal the capabilities of the person (bls.gov n.p). When entering a job, I plan to set certain goals, but since the organization, when taking it to work, also pursue certain goals, it is necessary for me to be able to evaluate her business qualities. The concept of the organization of remuneration of labor involves fixing a minimum wage in the minimum wage (Dessler, 1-44). However, an enterprise may establish a higher level of minimum wages by the following conditions:

  • the level of wages of unskilled (simple) workers reached for a given year;
  • predictive estimation of the growth of the cost of living in the region in the indices of the dynamics of the consumer budget for the nearest period (1 to 2 years); (bls.gov n.p)
  • Presence of target sources of increase (preservation) of actually reached level of payment at the expense of efficiency of manufacture;
  • Achieved level of a social self-financing in the enterprise;
  • Ensuring the personnel structure at the enterprise (bls.gov n.p).

I believe that he level of wages of all categories of workers should be established by the price situation in the market, which implies its rapid indexing. Indexing should be carried out in economically isolated enterprises only at the expense and within the available means (bls.gov n.p). Therefore, the absolute level is determined only by the performance of the company as a whole, its economic state (Schuler 18-32). The development of the company’s wage system and compensation policy should not be viewed as an isolated process that has little or no connection with the strategic planning cycle, the evaluation and certification of personnel and the state of the labor market. Before developing, changing or optimizing the compensation policy of an organization, preliminary work is required to formulate the basic principles by which compensation systems should be developed at the enterprise (Yahya, 457-468).

Financial flexibility is discussed mainly within the framework of the movement from unified systems to more flexible agreements on the remuneration of labor, more given individual contributions and the professionalism of accomplishing tasks. Like other forms of flexibility, the practice of flexibility regarding wages was worked out for a long time (Glomb, Theresa M et al., 115-157). In fact, perhaps the best embodiment of a pay system that takes into account everyone’s contribution is a piece-rate system – a method of payment that relates more to the generation preceding the present one (bls.gov n.p). At the same time, widely used (for example, in the steel and coal industries) differential scales based on the selling price of the goods. With these methods, wages were directly related to cost and profit, rather than the result of labor. More widely, remuneration based on results and other formal and informal incentive schemes have long been used to strengthen the relationship between generation and earnings (Yahya, 457-468).

Later trends include pay-as-you-go, profit-sharing schemes and reward schemes (commissions); all of them try in different ways to strengthen the dependence of the reward on the result. In the future, decentralization of negotiations on collective contracts in both industries and organizations can stimulate the development of labor payment flexibility, as managers of individual business units will try to conclude wage agreements reflecting the specific conditions of the unit rather than the conditions relating to the company or industry (bls.gov n.p).

The effectiveness of the use of the labor resources of an enterprise depends on the current system of material incentives for labor (Yahya, 457-468). The material stimulation of labor in a market economy is based on the following principles:

  • payment for the labor of the enterprise’s employees is the price of their labor;
  • the price of labor, and accordingly, the wages of employees have a minimum border, is regulated by the state due to the establishment and periodic changes in the minimum wage;
  • the basis of the organization of labor remuneration and the regulator of differences in the wage level of workers of different qualifications and the complexity of the work is the tariff system;
  • in a market economy, remuneration of wage workers is based on the results of their labor, its quantity, and quality, taking into account the consequences and economic effect of the economic activities of the enterprise
  • increasing the role and importance of the system of contractual regulation of labor remuneration

Stimulation of labor is the creation of the practice of relations, conditions of life, which form the needs and interests of workers.

Stimulation of labor activity is a system of measures of economic, organizational and moral-psychological impact on the workers. Another element of material incentives is the system of bonuses to personnel. Supplements and surcharges are one of the additional forms of incentives for staff, providing for a temporary or systematic increase in the tariff part of earnings. The labor behavior of the staff is significantly influenced by her participation in the management of the organization’s affairs. The formation of a highly effective wage system for enterprises in various sectors of the economy should be based on an efficient organizational and economical mechanism for payment of labor (Yahya, 457-468). The functioning of these interconnected systems, principles and elements of remuneration of organization leads to one correspondence labor cost of labor payment and the results of a worker with an eye Inco its total labor input. In some organizations within the system of personnel management, a unit of functions for managing a business career is being formed (bls.gov n.p). These functions are performed by Directorate, personnel management service, chiefs of functional departments of the organization’s management apparatus, trade-union committees, and consulting centers. Efficient management of a business career positively affects the results of the organization.

Conclusion

  1. Summary

In an international environment, if I get a chance for mastering methods of the vocational coaching, animation and management I believe I will acquire professional, legal, economic and linguistic culture with the aim of further occupying a leading position in the enterprise. I will get acquainted with such disciplines as human resources management, management and will grow up professionally, will get the necessary experience both in theoretical classes at school, and in restaurants and hotels where my practice will take place.

  1. Implications

Continuing my theoretical achievements by studying such subjects, I will get acquainted with human resources management. In practical terms, I will oversee freshmen, with the help of other students. This will give me confidence, and I will learn to work in a hierarchical submission system. I will acquire legal, economic, linguistic knowledge gets the opportunity to manage teams. I will develop my analytical skills, use my skills, develop concepts, and take the first decisions.

Works Cited

bls.gov. Human Resources Managers : Occupational Outlook Handbook: : U.S. Bureau of Labor Statistics (2017). Retrieved July 18, 2017, from https://www.bls.gov/ooh/management/human-resources-managers.htm#tab-1

Dessler, Gary, Nina D. Cole, and Virgina L. Sutherland. “Human Resources Management.” Human Resources Management in Perspective (2012): 1–44. Web.

Glomb, Theresa M et al. “Research in Personnel and Human Resources Management.” Research in Personnel and Human Resources Management 30.215 (2011): 115–157. Web.

Schuler, Randall S. “Strategic Human Resources Management: Linking the People with the Strategic Needs of the Business.” Organizational Dynamics 21.1 (1992): 18–32. Web.

Yahya, Salleh, and Wee-Keat Goh. “Managing Human Resources toward Achieving Knowledge Management.” Journal of Knowledge Management 6.5 (2002): 457–468. Web.

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