C/HR/303. Forces affecting Human Resource Management and the ways HRM role may change, discuss

The paper examines the factors affecting the HRM role looking at the increasing competition in the global economy and considering cost reduction, new working practices and the shift from the collectivism to the individualism of contracts in the context of HRM. HR models and possible changes in the organisational function of HRM are discussed.

S/HR/206. HRM and organizational performance

The paper examines the relationship between Human Resource Management (HRM) and organizational performance (P) reviewing related theoretical approaches to prove that "HRM – P" link is positive. The benefits of best HR practices are examined from various perspectives; HRM control systems are described.

C/HR/262. External pressures behind the rise of HRM in comparison to personnel management

The paper critically analyses different external pressures that gave rise to HRM at the cost of personnel management investigating the pressures on HRM that exist in today's business environment.

C/HR/267. Human Relations Movement and the Effective Management of Organisations

The paper looks at the Human Relations Movement associated with a series of studies conducted in the 1920s and collectively known as the Hawthorne Studies that examined the effects of social relations, motivation, and employee satisfaction on factory productivity. The impact of these studies on modern management theory is considered.

C/M/647. Adapting to organisational change: theoretical approaches

The paper addresses the challenges of adapting to organisational change reviewing related management theories and discussing the role of bureaucracy in modern organisations, the importance of human relations and motivation, etc.

S/HR/180. Development, leadership and employee performance

The paper examines the features of development, leadership, and employee performance in the public sector offering a review of the paper 'Public Personnel Management' by Klinger and Nalbandian. The theoretical issues of motivation are addressed.

C/HR/199. Optimization of human resource management

The paper examines the strategic role of human resource management (HRM) in a contemporary organisation discussing the issues of recruitment, employee commitment, organisational growth, etc. A plan is developed to optimize HR policies and increase organisational productivity. The obstacles to the implementation of the plan are identified offering managerial solutions.

C/HR/196. Critical evaluation of the human resource management with particular reference to labour management

'Human Resource Management seems to promise the set of guidelines which so many managers have been so desperately seeking' (John Story, 1995, Human Resource Management. A Critical Text, p.4.) The essay looks into the problem analysing the extent to which HRM is able to provide solutions and making particular reference to labour management.

C/HR/188. The role of Human Resource Management within the corporate strategy process and the links between organisational and human resources strategies

"It is being recognised post-2000 that people within an organisation are a critically important resource. The experience, knowledge and skills of employees can enable organisations to succeed and to meet their objectives. It is therefore vital that the planning and management of the human resource within an organisation is directly linked to the overall strategy of the business". The paper discusses this statement by analysing the role of Human Resource Management within the corporate strategy process and by considering links between organisational and human resources strategies. In so doing, it further evaluates strategies designed for particular HRM. The changes in the modern work environment that has led to organisations introducing HRM as a discipline, this is to manage employees and increase organisational effectiveness. In the 1980's HR management expanded and broadened, the focus turned towards the strategic and the business issues. Strategic human resource management is a complex development. It is defined as the relationships of the human resource, with aspects of business planning and strategy. This strategy runs along side the organisational strategy to place the human resource where it is needed. Several organisations have moved to team working and the accompanying changes in job boundaries and responsibilities have been viewed as exerting a positive impact on levels of employee knowledge and skills, particularly where there is also increased training and regular job rotation. General theories of work design suggest that groups can humanise work with group tasks designed to create meaningful work. Team working is associated with higher job satisfaction according to job characteristics and participative management theories.

C/HR/186. Case Study High Performance work systems

This essay analyses the effectiveness and the value added of using high performance work systems in strategic human resource management. A report then follows analysing how a performance culture is created and the problems encountered through its establishment. Lastly, ways in which a learning and development culture is established within the heart of organisational objectives is explored.

S/HR/146. Human Resource Management works well in theory but not in practice, discuss

The paper reviews academic approaches to human resource management (HRM) reviewing the theories of motivation and analysing the concept of performance-related pay (PRP). Advantages and disadvantages of PRP are highlighted.

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