Journal of International Relations Sa4

8/8/2019 Journal of International Relations Sa4

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Journal of InternationalFocus on International Relations"It is around about of International issues" Dr. Sekou Conde

Home Human Resource Management in Corporation

Human Resource Management in Corporation

TimeJune 27, 2010 18:35:33 CategoryUncategorized RSS 2.0

Name: Yuan Xiaozhe Student ID: S08242

Research paper supervisor:Dr.Sekou Conde

Minzu University of China

2008-2009 Academic Year

Abstract This paper focuses on the human resource management in corporation. It contains 6 parts: Business

ethics and human resource management, Maximizing the return on HR investment; workersjob satisfaction;

Human resource management careers: different paths for men and women; Retrenchment in a downsizing

organization; Future of human resource management. Human resource management must change as the

business environment in which it operates changes.

Keywords Human resource management, ethic, women, development, future

Introduction

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of,

management of, and providing direction for the people who work in the organization. Human Resource

Management can also be performed by line managers. It is the organizational function that deals with issues

related to people such as compensation, hiring, performance management, organization development, safety,


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wellness, benefits, employee motivation, communication, administration, and training. The objective of human

resources' development is to foster human resourcefulness through enlightened and cohesive policies in

education, training, health and employment at all levels, from corporate to national (Lawrence 2000). [1]

Human resource management's objective, on the other hand, is to maximize the return on investment from the

organization's human capital and minimize financial risk. It is the responsibility of human resource managers

in a corporate context to conduct these activities in an effective, legal, fair, and consistent manner.

Business ethics and human resource management

Business ethics is a form of applied ethics that examines ethical principles and moral or ethical problems that

arise in a business environment. It applies to all aspects of business conduct and is relevant to the conduct of

individuals and business organizations as a whole. Applied ethics is a field of ethics that deals with ethical

questions in many fields such as medical, technical, legal and business ethics.

In the increasingly conscience-focused marketplaces of the 21st century, the demand for more ethical

business processes and actions (known as ethicism) is increasing.[2] Simultaneously, pressure is applied on

industry to improve business ethics through new public initiatives and laws (e.g. higher UK road tax for

higher-emission vehicles).[3] Businesses can often attain short-term gains by acting in an unethical fashion;

however, such behaviors tend to undermine the economy over time.

Business ethics can be both a normative and a descriptive discipline. As a corporate practice and a career

specialization, the field is primarily normative. In academia descriptive approaches are also taken. The range

and quantity of business ethical issues reflects the degree to which business is perceived to be at odds with

non-economic social values. Historically, interest in business ethics accelerated dramatically during the 1980s

and 1990s, both within major corporations and within academia. For example, today most major corporate

websites lay emphasis on commitment to promoting non-economic social values under a variety of headings

(e.g. ethics codes, social responsibility charters). In some cases, corporations have redefined their core values

in the light of business ethical considerations.

The relationship between ethics and human resource management is emerging as a subject of serious

academic enquiry. The ethics of human resource management (HRM) covers those ethical issues arising

around the employer-employee relationship, such as the rights and duties owed between employer and

employee.

Discrimination issues include discrimination on the bases of age (ageism), gender, race, religion, disabilities,

weight and attractiveness. See also: affirmative action, sexual harassment.


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Issues arising from the traditional view of relationships between employers and employees, also known as At-

will employment.

Issues surrounding the representation of employees and the democratization of the workplace: union busting,

strike breaking.

Issues affecting the privacy of the employee: workplace surveillance, drug testing. See also: privacy.

Issues affecting the privacy of the employer: whistle-blowing.

Issues relating to the fairness of the employment contract and the balance of power between employer and

employee: slavery, indentured servitude, employment law.

Occupational safety and health.

All of above are also related to the hiring and firing of employees. An employee or future employee can not

be hired or fired based on race, age, gender, religion, or any other act.

Maximizing the return on HR investment

Directions in building human resource development systems that focus on HR return of the investment. The

managing of human resource development in companies involves a number of tasks. This section focuses on

the disparities between two elementsnamely, the results obtained from individual employees and the

provision of growth opportunities to the staffas well as an outline of proposed measures to offset this

imbalance.

Introducing a performancebased personnel system as a modus for human resource management is a current

trend, and one that essentially means enhancing human resource management with respect to units or

individuals. For example, the system aims at managing business outcomes of individual employees and

treating them as they deserve by introducing an achievement and performance control system for individual

staff members.

However, while many companies introducing a performancebased personnel system focus on detailed

measurements of the results of employee performance, only a few pay any attention to the management capital

invested in individual staff member or in managing the overall effectiveness of the system. In other words,

they are aware of the outputs, but not of the inputs in terms of personnel evaluations.

Companies make an effort to develop their human resources in order to achieve their corporate vision. They

should accordingly consider human resources not as a consumable resource, but as an asset that will then act to

maximize the ROI on each of its employees. In reality, however, many companies fail to manage the

investments they expend on individual employees.


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We propose to utilize the concept of human resource ROI in problem solving, which sets investments in

human resource development as the denominator and the return on investment as the numerator.

HR ROI=[4]

The concept of HR ROI is expressed with the above equation. The denominator of the HR ROI is essentially

the total amount of compensation for a targeted individual employee. This total compensation includes salary,

a benefits package and investment in human resource development. Since the benefits package is distributed

among all employees evenly, however, we will remove this from HR ROI calculations and use only salary and

investment in human resource development as the denominator.

In preparing the calculation, it is necessary to align the human resource training and development programs to

be factored in under the investment category and then to determine the proper range. Human resource

development activities in reality may include the various types of OJT such as strategically shifting personnel

and engaging in tasks with an educational significance. Since it is difficult to quantify these activities (to

convert them into cost), these do not need to be include in the denominator.

On the other hand, results must be added to the numerator. There are two types of results:results as a

consequence that have been realized as performance and results as an expectation that represent future

prospects. If human resource development is considered include the expected results in the numerator. In other

words, invests according to the degree of this expectation. In fact, employees with strong potential tend to have

already been successful in yielding dramatic results. Accordingly, a portion of the results as a consequence

element is indirectly reflected in the numerator.

It is necessary to control compensation and development costs by completely separating their components in

the denominator of the HR ROI equation. The fixed HR ROI rule aims at encouraging more high

performance employees to improve their skill and knowledge through a training and selfenhancement

program. To reinforce this aim, it is not desirable to leave an option to turn development costs into salaries.

Workers job satisfaction

Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job;[5]

an affective reaction to ones job;[6] and an attitude towards ones job.[7] Weiss (2002) has argued that job

satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive

evaluation which are affect (emotion), beliefs and behaviors.[8] This definition suggests that we form attitudes

towards our jobs by taking into account our feelings, our beliefs, and our behaviors.


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One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-

1933), primarily credited to Elton Mayo of the Harvard Business School, [...]

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