#human #resources #management #e-hrm #hrm #recruitment ##principlesofmanagement #managementgroup #roleofhumanresourcemanagement #practices

1. GROUP MEMBERS
149223 Blessing PEREVINMONE
140065 Berkan TAŞÇI
140067 Mehmet Can VATANSEVER
142243 Semih KOÇ
15702350 Mojirayo ONOBA
15701996 Juwana FADDAH
MGMT201 GROUP PROJECT
COURSE NAME: PRINCIPLES OF MANAGEMENT
TOPIC: ROLE OF HUMAN RESOURCE MANAGEMENT
PRACTICES
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2. OUTLINE
1)INTRODUCTION
2)TOPIC OF REVIEW
3)HUMAN RESOURCES PRACTICES AND
BUSINESS PERFORMANCE
4)IMPLEMENTING TO REAL COMPANIES
5)CONCLUSION
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3. 1) INTRODUCTION
Businesses are looking for strategies, ways and methods that will differentiate
themselves from their competitors day by day under the intense competition
conditions they are in and give them the opportunity to stand out in the
In this search, especially in the researches made since the middle of the 1980s,
the human resources of the enterprises are remarkably prominent (som, 2008:
1278). While emphasizing the importance of human resources to businesses in
these studies, it is stated that human resource management is a strategic
that tries to achieve organizational goals by making the best use of individual
talents and potentials of employees. (Storey, 1989).
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4. On the other hand, a number of changes in the
way workers view their working life today affect
the expectations of the businesses they work
with. These expectations are summarized in the
most basic sense as the working life and the
assurance, professional development and
promotion possibilities to be provided
afterwards (Aksoy, 2005). Therefore, both the
increased competition with globalization as well
as the increased value of qualified employees
leave businesses in A position to take measures
to manage their human resources better.
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5. 2) TOPIC REVIEW
Human resources management today; finding the right employee for the right
job, developing the skills related to recruitment, job requirements, gathering
and evaluating the information in a proper manner, supporting with happy and
satisfactory personal rights and organizational psychological support
instruments in the working environment. Evaluating the performance of the
employee and the results direct professional development in a fair manner and
move the employer relationship, working as long as possible on a philosophy
lifelong employment, from a simple economic dimension to a higher
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6. One of the important issues in these competitive conditions is that the
necessary information can be collected in the most efficient and efficient way
to collect, interpret and decide. The rapid development and change in
information technologies are changing the production methods, information
and communication systems as well as intra-organizational dynamics at a rapid
pace. This interaction is not one-way but two-way. While changing information
technologies, such as in other environmental conditions, businesses are
changing the trends of information technology by setting requirements as
customers. The human resource of organizations is becoming increasingly
important as the most decisive factor of production in this mutual evolution
process.
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7. The ability to manage human resources, the most important asset, can be
achieved through an understanding of human resources management,
supported by technological developments, so that businesses can continue
their existence with certain steps. Human resource management practices may
be possible today with some organizational skills that can minimize the
constraints of time and space concepts, with the need for a disorganized
structuring and a global functioning and continuing path. This capability is
again the information technology that has a strategic nature for the business.
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8. e-HRM
Human resources practices (e-hrm), which are
well-designed and positioned on the ability of the
information technology to comply with the long-
term plans and strategies of the business, are likely
to be successful. Particularly, mastery of
information technologies that form the interface
between information technologies and human
resources is a very important factor in the sense
that systems can be used. Information
technologies in businesses can include dimensions
and modules that address both internal and
external (environmental) stakeholders.
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9. All of these modules collect, produce and store information
about the success criteria of the staff. The existence of
enterprise systems that plan and implement the production and
production of products and services, as well as the data and
information generated by these systems and the systems that
provide the necessary data. And information resources from the
resource supply chain, supplier management, customer
relationship management and other environmental factors will
increase the applicability of human resource applications in a
modern enterprise.
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10. Although e-hrm applications are used in a way embedded in information
technology, conceptual and functional information technology should be
considered separately from concept. It can be seen that HRM applications, like all
other functional areas of the business, are more likely to contribute to
organizational productivity when placed on the ability of information technology
and are effectively employed. It is understood that the ability of information
technology between HRM practices in enterprises and business performance
may be both social and behavioral catalyst effects. It is important that empirical
investigation of this effect reveals the interrelationships of the three mentioned
concepts, especially in terms of providing decision support in the strategic
management processes of the enterprises.
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11. 3. HUMAN RESOURCE MANAGEMENT PRACTICES AND BUSINESS PERFORMANCE
According to HRM theorists, human resources that businesses have are unlimited
potential. To help businesses, find their strengths for their employees is to encourage
their individual development and to create environments where they can use their
potential. It is accepted that the needs and expectations of the people are
correctly in the understanding of HRM, and accordingly, the alignment of personal
organizational goals with the policies and processes to be implemented is accepted
the basis (laka-kakhebula, 2004: 17).
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12. In order for human resources
management to be accepted as a
strategic area within the enterprises, it
has become necessary to demonstrate its
contribution to achieve organizational
performance and organizational goals,
and the contribution of human resources
management practices to organizational
performance through direct and other
organizational processes and variables
has begun to be investigated in recent
years
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13. HRM has associated with
organizational
performance with
planning, selection and
placement, training and
development, job analysis,
motivation, performance
appraisal, decision making.
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14. 4) Implementing to Real Companies
An empirical study has been carried out on the enterprises
operating in OSTİM Industrial Zone of Ankara province in
to be able to explain the relation between the variables.
In the first of three separate workshops for 500 large industrial
organizations in Turkey.
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15. 1) Biber Ltd. (2006) applied HRM practices;
job enlargement, job simplification, the
efficiency of the personnel selection
process and the performance evaluation
process as an activity and the performance
of the company as financial performance,
market performance, employee
satisfaction and firm commitment.
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16. 2) In the second study, (Haznedar Refractory
Company) applied (2006) (non-financial) and
quantitative (financial) performance, as well as the
selection of qualified personnel, training and
development, team work, performance-based
compensation and performance evaluation.
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17. 3) In the third study, Akın Company
(2012) applied HRM applications;
workforce planning, training and
development, performance
evaluation, rewarding, employee
relations, internal communication
systems, and the performance of
the workforce as labor turnover,
labor productivity and sales.
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18. In all three studies, researchers
reached the conclusion that the
dimensions of HRM practices
support large scale business
performance dimensions positively.
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19. 5. Conclusion
Finally, An effective Humаn Rеsource dеpartment in any
organization not only acts as a businеss pаrtner of the farm,
it also guilds in shaping the business stratеgy of the Company.
Fоr Instance, The Human Resource strаtegies have been
interviewed at Miсrosoft and it enаbled the compаny to run
with the сommon goals and vision to make money for thеir
employees and fоr its invеstors. The rеsults of the company
clearly disclosed the company's investment done for its
employees and how well the human resource manager
Brummel has been able to align the work culture to the
Miсrosoft strategy.
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21. The recent changеs made by Humаn Resource department at
Miсrosoft, indicates a move that could change the way the
company is looked at. The result of such activities can only be
seen at the time when the eсonomy is back to upward
motion. Howеver, for a time being, all those changes in
practices and principles that the company stands by can
аcknowledge and admired in a true earnest.
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