Human Resource and Organizational Success

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Lack of a human resource department can be a costly mistake for any organization affecting the overall success. The purpose of this research paper will be to identify benefits of introducing a human resource department along with any negative side affects to the Randolph County Sheriff's Department. This paper will demonstrate whether a human resource department would be beneficial to the employees of the Randolph County Sheriff's Department. Organizations for the most part are very similar in nature with respect to daily operations, employment factors and public perceptions. Most, if not all of the information available and presented focused on information relevant to industrial firms and corporations. This information can be applied to a law enforcement organization as well, minus the profit making aspect.

Chapter 1 - Focus and Framing

The problem for which the investigation will focus:

The Randolph County Sheriff's Department currently does not have a dedicated human resource department within the organization.

Explore the option of adding a human resource department and what benefits to this the organization would receive.

Determine what if any negative side effects of not having a human resource department.

Determine any possible benefits or negative side effects a human resource department would have on employees.

The specific location (s) of the investigation and the principal stake holding groups:

The location of this inquiry is the Randolph County Sheriff's Department, Randolph County, Elkins, WV.

The stakeholders are the Randolph County Sheriff's Department Deputies, their families, and the Randolph County Commission.

Organizations, policies, programs and services affecting the issue in the local context:

The organizations listed are included in the stake holding groups above.

The relationship stated will be as facts and supported assumptions.

The lists of factors that affect the issue in the local context are complete.

The purpose of the research:

To identify the effects of not having a human resource department incurs on employees and the organization.

To identify the best possible form of a human resource department that would best serve the department, county, and citizens.

To identify any possible negative impacts that a human resource department would have on a small department.

The significance of the study:

If this inquiry were not conducted, the Randolph County Sheriff's Department could fail to recognize the potential benefits of having a human resource department with hiring and retention and employee morale.

As a result of this study, another approach other than a human resource department may be found that would better suit the needs of the officers and the department.

The context of each section and/or chapter of the report:

The inquiry will be complete and concise. The inquiry will reveal whether a human resource department would best fit the needs of the department and the officers within

Deconstructing literature: This section will review the material used to conduct the investigation. Surveys, interviews, professional publications and books used will be presented.

Methodology: This section will describe in a narrative form how the investigation was conducted.

Construction: This section will describe how the analysis was done. Numerous data points will be analyzed and a report given.

Contextualization: A summary of the investigation will be given from the perspective of the author of this report.

TERMS TO IDENTIFY: The following terms of language that are unique to human resource management positions will be defined in an understandable manner

Human Resource Management.

Productivity.

Compensation Manager.

Business Transformation.

Consultancy Provision.

Employee Assistance Plan Manager.

Labor Relations Manager.

Chapter 2 - Deconstruction

Grundy, T., & Brown, L. (2003). Value-based human resource strategy: developing your consultancy role. Burlington: Butterworth-Heinemann.

"Value-Based Human Resource Strategy" demonstrates how human resource strategy can be positioned and implemented to generate real shareholder/employee value, by using case studies. The following topics are covered: scope, positioning, process, strategy techniques, links with managing for value, project managing human resource strategy, and specific human resource strategy issues and breakthroughs. This text is practical and contains visual tools to work through human resource issues. This text was useful in providing information on how manager/leaders can develop strategies and goals for the organization from the idea phase through implementation. This text was beneficial in providing a breakdown of the human resource sector and identifying key components and duties of each. "This book is also aimed not merely at the HR managements (and consultants), but also at all line managers who wish to manage organizational strategy for both competitive and financial value. Whilst it is not a comprehensive academic text, being mainly practical I focus, it should be an essential read for MBA students studying HR resources/HR strategy and for those who are about to do projects on softer, organizational topics". (Grundy & Brown, 2003, p. ix)

Lewin, D., Mitchell, O. S., Sherer, P. D., & Association, I. R. (1992). Research frontiers in industrial relations and human resources. New York: Cornell University Press.

This text assesses scholarly work done in the 1980's; the editors discuss four major areas of research: "unions, collective bargaining, and dispute resolution; human resource management; labor market research; and the regulation of industrial relations and human resources". (Lewin, Mitchell, Sherer, 1992, p. 1) This text provided information regarding human resources through the use of research material submitted by several authors. Authors would submit their individual research documents/papers to the Industrial Relations Research Association for possible submission into a series of annual research volumes. This specific volume is the first time that "human resources" is included in the title of this series. This text consisted of 17 chapters in the four categories listed above where "the author(s) of each chapter has been asked to provide (a) a selective summary of recent research in his/her topic area, (b) some new evidence about the topic, and (c) an agenda for future research on the topic". (Lewin, Mitchell, Sherer, 1992, p. 2)

Guerin, L., & DelPo, A. (2009). Dealing with Problem Employees: A Legal Guide. Berkeley: Nolo.

This practical guide, written by two attorneys, covers everything from performance evaluations and discipline policies to the law of wrongful termination and post-firing issues. It explains the law, how to decide whether to fire, how to break the news, severance packages, and other legal issues in dealing with employees. This text is an excellent reference for use in dealing with legal aspects concerning supervisors/managers and subordinate employees. "This book is for anyone who oversees employees-that means private business owners, human resource professionals, supervisors, and managers". (Guerin & DelPo, 2009, p. 5) This text provided a reference in how a human resource department can be used for grievances, investigating complaints, taking complaints from employees, termination of employees and handling references for terminated employees.

Cole, G. A. (2002). Personnel and human resource management. London: Cengage Learning.

This title aims to provide a comprehensive introduction to personnel and human resource management, including both strategic and operational matters. This text includes information on such issues as pay and benefits, the role of trade unions and employment law. Topics covered include organizational theory and behavior, leadership and groups and teams as well as motivation, work design, change management and human resource planning. Other issues include the evaluation of personnel management recruitment, records and administration, contracts, equal opportunities, incentives, health and safety, stress and welfare.

McConnell, J. H. (2001). Auditing your human resources department: a step-by-step guide. New York: AMACOM Div American Mgmt Assn.

"John H. McConnell is president of McConnell-Simmons and Company, Inc., a management consulting firm located in Morristown, New Jersey. The firm specializes in human resources products and services. Prior to establishing his current company in 1974, McConnell held a number of human resources executive positions with Capital Holding; M and M/Mars; Garan, Inc.; and Wolverine Tube Division of Calumet and Hecla". (McConnell, 2001, p. 383) "This book recognizes the latest developments in the field. It is a valuable evaluation and learning tool that can be used on an ongoing basis for ananlyzing and improving the human resources department". (McConnell, 2001, p. ix) This text provides an evaluation process for an organization's human resource department manager. This evaluation process is broken down into sixteen categories for a manager/supervisor of a human resource department to complete. This book provided an excellent reference tool in the evaluation of a human resource department and what the results of an evaluation would suggest.

Mathis, R. L., & Jackson, J. H. (2008). Human Resource Management. Mason Ohio: South-Western a part of Cengage Learning.

This text emphasizes the strategic roles of human resources; this research-based text covers all major topics on the Human Resources Certification, and was the text used through the course of instruction. Real-world issues in human resource management dealing with issues of diversity, ethics, research and international issues are included. This text provided information for individuals seeking leadership roles or current leaders in regards to competency-based compensation, employee performance appraisal systems, evaluation of training, discipline processes, grievance procedures.

Lokhandwala, S. (2010). HR's Role in Promoting Corporate Social Responsibility, retrieved on August 23rd, 2010 from, http://humanresources.about.com/od/businessmanagement/a/csr.htm

This article provided information on the many roles a human resource department plays within a corporation. More specifically, a corporation's human resource department's role in the initiation of a Corporate Social Responsibility program that deals with global workforce environments.

Chapter 3 - Methodology

Philosophical Rationale

This research paper is designed to identify the characteristics of a human resource department and the effects this would have on employees within an organization. Human resource has many impacts on an organizations 'employees' productivity, moral and job satisfaction.

Research Processes

The process by which the information was gathered was through documented reports, articles, manuals, internet research via key words and phrases.

Position of the Researcher

The position of the researcher will examine and discuss considerations, as well as practical aspects to be considered, job related leadership issues, stress and workplace health, moral and ethical issues and what effects this has on an overall organizational members. The researcher will focus on these points and any preventative measures that can be taken to avoid these problems.

Participants

The participants in this research include members of the Randolph County Sheriff's department.

Data Collection Techniques

Data was collected for this research project by reading and interpreting data from textbooks and from personal views and observations from the researcher. Research does not involve pregnant women, prisoners or mentally impaired persons. Research does not include survey research with minors, does not include observation of a minor's public behavior and this research does not include audio or video recordings of subjects.

Interpretive Procedures for Analyzing Data

Interpretive inquiry typically produces large masses of information that has limited use in its raw form. Analyzing the data is difficult and time consuming, the process of compiling research and gathering information and condensing it into a useful format.

Rigor

The research conducted was and is very extensive. There is so much information regarding human resource and human resource management in the workplace. The extensive research will help to identify the issues of human resource in law enforcement and other organizations.

Limitations

The limitations involved in this research involved the time frame available to complete the project, not to mention the amount of research material available, the decision to pick and choose what resources to utilize in the research paper.

Ethical Issues

Members of the Randolph County Sheriff's Department were utilized and all the respective participants' names from this department have been withheld as well as any identifiable markings to reveal identities.

Chapter 4 - Construction

A human resource department is an organizational entity which is primarily formed to report organizational relationships, organize people and function in a manner that best supports organizational goal accomplishment. The key behind any human resource department is the organizational devotion towards availing of efficient procedures, policies and people-friendly guidelines that will give support to the organization (Cole, 2002). The department equally ensures the corporation vision; mission, values and other factors that keep the company on tract are optimized. With this in mind, the focus of this paper will be on the benefits of having a human resource department, the negative impact of not having a department, the possible benefits or negative side effects a human resource department on employees and the various types of human resource departments.

In tackling the issues that revolve around human resource, the research done entailed past information concerning this sector in any organization. According to (Cole 2002) the human resource department in any organization is its cornerstone in the sense that it gives the guidance that keeps the organization functional. In the course of this research, the benefits of having a human resource department was attained from both primary and secondary sources but the core information was obtained from secondary sources, mainly text books. The negative impact of not having this department is a matter that has only been handled from one perspective by most of the authors in the sense that they mainly focus on the importance and advantages of having a human resource unit in the organization. The danger or risk in evading this organizational unit has seldom been addressed and just a few writers, such as McConnell (2001), Lewin, Mitchell, Sherer (1992) & Cole (2002), have engaged in writing about this subject in their human resource texts.

The possible benefit of a human resource sector on employees is equally an important focal point that had a lot of content as far as the sources used to carry out the research are concerned. As observed, the positive impact of the human resource subdivision in the organization has a huge contribution to the employees' welfare and output. According to some literary critics it was found that negative side effects of the human resource department on employees are equally present and form a major area of concern for most of the modern organizations. As a result of the numerous benefits that are associated with the various human resource departments, they have been forced to have several sub units in order to carry out all their functionalities to total satisfaction.

There are several benefits of the human resource department to an organization such as employee recruitment and training. This department develops a systematic plan that is used when hiring the staff and aiding the building of professional work teams. There are several strategies that this department puts in place in implementing employment. These include creation of internship opportunities, developing of test plans for the employees to be hired, allocating training sessions for the recruited employees and keenly analyzing any interviews.

Building public relations is another vital role played by the human resource section in an organization. An organization is aided by the human resource department to build proper referral systems and have proper public relations standards. It is essential that a company or organization develops excellent associations with other organizations in the market so that it propels its earning by way of cooperation with other commercial sectors. The human resource department is responsible for arranging business meetings, seminars and official business gatherings for an organization in order for the company to get acquainted with other businesses and the market at large.

The same department is responsible for ensuring that the organization's pay scale meets the terms of the changing laws and regulations. This in effect aids the organization in attaining and retaining competitive staff. The compensation managers determine commission rates and administer executive compensation programs for corporate staff that may be involved in issues such as sales on commission basis (Mathis & Jackson, 2008). When it comes to the development of an organizational business plan, this department is an active participant. The plan in question involves both marketing and business decisions. The human resource units' dedicated professionals have the ability to implement marketing strategies and provide new plans that bring more capital and business to the organization. The end result increases the overall firm's profitability. On the same note, expert consultants in the mediation and configuration of various opinions in the development of the business plan are situated in this very department.

Consultancy provision is another gain that comes along with having a human resource department. In an organization, the work-team or individual members of staff usually face numerous issues in the course of carrying out their duties (Lewin, Mitchell, Sherer, & Industrial Relations Research Association, 1992). The human resource acts as a medium for all the advice employees seek, and provide the answers to general queries. Any managerial disputes are effectively handled by the human resource department and employee problems are settled proficiently and professionally.

The human resource branch acts as a business' forethought by the fact that it deals with long-term business management. This department goes ahead to evaluate the business' future scope and formulates approaches that seem most profitable to the organization in the long run and as such lead to business stability by establishing a firm medium for the corporation to stand on in future (Mathis & Jackson, 2008). In case of any potential business valuations by any other department in the firm, the human resource unit works alongside the department in question to weigh the viability of its valuations.

Due to the several benefits of having a human resource division in the organization there are serious consequences of failing to incorporate this vital section into any corporation. A firm or organization that either does not have a proper human resource team in place or doesn't have any has a lot of difficulty when it comes to having proper public relations. The reason is that it is a sub-section of the human resource department which has the duty of ensuring the business maintains good public relations (Cole, 2002). The organizational referral systems would be in jeopardy due to inadequate public relations standards. This inadequacy in public relations eventually causes the organization to relate poorly with other organizations in the same industry.

The organization's ability to keep on monitoring the pay scale in relation to any changing laws and regulations would be a great challenge without the hand of the human resource department. This in effect results in the organization's failure to hire competent staff and retaining the same because qualified people in most cases are usually aware of the market wages of their profession. Adequate determination of commission rates for sales agents and administration of executive compensation programs for corporate staff would be a stumbling block for the organization in terms of employee motivation (Lewin, Mitchell, Sherer, & Industrial Relations Research Association, 1992).

When hiring staff, it's very difficult for an organization to come up with a proper procedure of the recruitment process and so they may end up hiring unqualified staff or worse still, turn away persons that are well suited for a given post. The main cause of this would be insufficiency in development of test plans for the employees to be hired, allocating training sessions for the recruited employees and poor analysis of interviews. Building of professional work teams is not possible when qualified persons from the human resource department are not in the picture because the strategies that the professionals in such a department put in place cannot be substituted by anyone who is not qualified to deal with human resource related tasks professionally (McConnell, 2001). The creation of opportunities within the organization that would allow for internship opportunities may be overlooked. Unless the importance of allowing for internships is properly understood and its overall impact to the organization, only qualified employees may be considered in joining the organization.

In any organization, the work-team or individual members of staff are bound to face numerous issues in the course of carrying out their duties. Without the human resource department, incidences of strikes, go-slows, increased complaints and general worker dissatisfaction would be on the increase. This in effect lowers output and general company's profitability declines (Lewin, Mitchell, Sherer, & Industrial Relations Research Association, 1992). Managerial disputes will equally result in resignations that effect loss of competent staff or frequency in engaging the organization in labor related cases in the courts.

Business' foresight especially in long-term business management is hampered if a company has no proper human resource in place. The main reason for this occurrence is in the fact that evaluation of business' future scope and formulation of profitable approaches to the organization in the long run is highly dependent on a competent human resource team. A further cause would be eluded to the fact that, it's only the human resource department's expert employees that can work alongside other departments in the firm. If a thought comes forth, they would see its fulfillment.

Establishment and maintenance of a firm's pay structure is done by the compensation managers within the human resource sector. With the aid of compensation analysis, compensation managers formulate ways of ensuring that the pay rates are fair and equitable. They take a further step by participating in salary surveys to find out if the organization's pay matches up to others in the same industry. Additionally, the department oversees the company's performance management system compensation side. In effect, this ensures that they design a reward system for pay-for-performance plans that include the setting of merit pay guidelines and incentive or bonus pay criteria. The major beneficiary in this instance is the employee so that underpayment is avoided.

The employee assistance plan managers in the human resource segment are responsible for programs that enhance employee wellness and safety which improves their work-life balance. These may comprise of occupational health and safety standards and practices, physical fitness and health promotion, minor health treatment and medical examinations, transportation programs and carpooling, employee suggestion systems, elder and child care plus counseling services. The counseling aids employees in dealing with alcoholism, emotional disorders, consumer, marital, legal, family and financial problems (McConnell, 2001). They do this by maintaining the application forms for the workers that have beneficiaries; claim forms and health benefit booklets so as to give out to the relevant employees. Moreover, this department handles the distribution identification cards that insurance firms provide for the employees.

Labor relations managers within the human resource department implement industrial labor relations programs that benefit all the employees. Information for management use during collective bargaining agreement consultations is prepared. The labor relations staff then administers the contract after interpreting it in relation to salaries and wages, grievances, employee welfare, healthcare, pensions, union and management practices together with other contractual stipulations.

Educating of organizational employees on the laws that protect their rights and development of their skills via availing courses and classes that teach them new skills and upgrade their prior education is another importance of the human resource department. With better skills, the staff is in a better position to benefit the company more; furthermore, the employees are well prepared for jobs that require greater skill (McConnell, 2001).

Training of workers to a level that their output meets the required standards is necessary if the organizational goals are to be met. In addition, the human resource department trains employees on safety measures at work and on how they should look out for each other including, the new employees. The workers are educated on skills that improve their interpersonal relations both in and out of the organization (Grundy & Brown, 2003). The human resource department has training specialists that set up executive or leadership development programs for employees that aspire to move up in the organizational rank. Other training programs assist employees on job transitions due to consolidations or mergers and retraining programs as result of technological changes.

The establishment of human resource departments has some negative impact in the employees' view. For instance when it comes to wages and maintenance of an organization's pay structure revision, issues to do with inflation and the value of the country's currency are at times not put into consideration. This occurs in such a way that, as much as the pay is increased it fails to add value due to the cost of living. The salary surveys taken are at times done on a random basis and not fully competent in the industry, but their overall result has to be incorporated in the organization. During implementation of programs that enhance employee wellness and safety, the criterion of merit keeps shifting from time to time and as such some employees are forced to seek their own medical benefits and insurance coverage. Human resource departments must understand the current laws dealing with the benefits listed above during employee involuntary separation. "Most states also have laws that give former employees the right to continue group health insurance after they leave a job". (Guerin & DelPo, 2009, p. 214)

In labor relations, the human resource department only implements industrial labor relations programs but do not go into the details of the degree of benefit or impact of the labor relations regulations and requirements. Information for management use during collective bargaining agreement consultations is prepared by the human resource department which at this juncture is looking out for the needs of the organization rather than the employees. When it comes to educating organizational employees, especially with modern technology, the aged employees say over fifty years are not as fast as the young employees in grasping modern technological instructions. The problem comes when seminars relating to such developments are organized for the whole organization regardless of the age of the employees. The result of this is that some employees do not benefit at all from such seminars and educational conferences.

Other negative impacts of human resource on employees are that they are the final decision makers in instances of firing an employee or demoting for various reasons. Much as this is a role of human resource it definitely has a negative impact on the employee and none would like to find themselves in such situations. "Some companies require managers to get permission-from their manager or the human resource department, for example-before imposing a verbal or written warning". (Guerin & DelPo, 2009, p. 117)

People working in the human resource sub-section tend to be rules-based. It is common knowledge that they like to tick off boxes when it comes to qualifications. Some of these rules do not apply to all professionals, especially in areas such as Information Technology or Engineering and as such, senior managers in these departments, who are equally organizational employees, prefer to interview their staff, resulting in constant conflict between the human resource sub-section employees and other departments.

Within the human resource department there are various sectors. Recruitment and selection, is responsible for getting the best qualified staff for the relevant posts. Training is another department that entails activities such as learning by observing trained workers. Being coached by seniors, attendance at meetings, undertaking of planned reading, among others are what composes training. This is aimed at sharpening employee skills. Further on the sub-divisions there is compensation, rewards and benefits management which basically entails the wages and salaries plan, commissions and bonuses together with fringe benefits such as medical and other insurance covers. Further to this, there are industrial and employee relations that focus on industrial labor laws and employee regulations in force within the law.

Workforce analysis and management of workforce personal data is another sector within the human resource department that handles all relevant data pertaining to each employee. In addition to these segments, there is performance, conduct and behavior management that centers on how well an employee is carrying out their duties, relating to other members of the organization and how they carry themselves both in and out of the organization (Grundy & Brown, 2003).

Business transformation and change management is also among the sub-units and is centered on the strategies that are put in place with the sole aim of taking the business a notch higher. Business transformation is a management strategy dealing with change and intends to align technology, process employee initiatives of the organization closer to the business strategies and vision. In turn innovation ise the.flict.2424242424242424242424242424242424242424242424242424242424242424242424242424242424242424242424242424242424242424242424242424242424242424242424242424242424242424242424242424242424 supported. Finally for the general and overall human resource segments there is organizational design and development. In organizational design the manner in which managers structure their organizations so as to accomplish organizational goals is considered. This indicates the responsibilities, duties and tasks, of both departments and individuals.

Chapter 5 - Conclusion

It is clear that the importance of the human resource department surpasses its shortfalls in an organization. It is important that the business or organization come up with a high profile system for the human resource department, whether the organization is of a big budget industry or a small developing firm. If the organization is to avoid problems and disputes in the long run, this action must be taken. In reference to the impact of human resource to an organization's individuals, it is the organization's responsibility to streamline the human resource departments. This is to ensure that the department is viewed positively by the organization's employees.

Lokhandwala (2010) has articulated the importance of a human resource department within an organization:

"The world is a smaller place thanks to the Internet, global trading and new communication and technology advances. More organizations are expanding overseas, and now manage a global workforce that has unique benefits, rules/laws, and different languages and currencies. With this global expansion comes a "responsibility".

When companies are global, an important challenge in garnering success is to respect other cultures and workforce environments and start forming a global profile or social consciousness. Recognize these differences with a sound Corporate Social Responsibility (CSR) plan that can simultaneously increase shareholder value, boost employee engagement and increase employer brand recognition. Human resource departments play a critical role in ensuring that the company adopts Corporate Social Responsibility programs. Furthermore, human resource can manage the CSR plan implementation and monitor its adoption proactively, while documenting (and celebrating) its success throughout the company". (Lokhandwala, 2010, p. 1)

Chapter 6 - Recommendations

There is considerable research available for the support of a human resource department implementation within a firm or organization. It is hard to argue against the development of this department. The research presented shows how this department plays beneficial (for the employee) roles within a firm from recruitment through retirement. Lack of participation (or interest) from employees involved had the greatest impact on providing a comprehensive study of the organization.

Future research on this specific topic should be more focused on the employee and managerial views of the human resource department. More specifically, organizational appraisals by McConnell in Auditing Your Human Resources Department would provide a manager with a more detailed view of the organization's shortcomings in the human resource area. The surveys included in this text would provide the manager with a complete evaluation of the organization that can be used on a repeated basis for appraisement and improving the organization's human resource department.

Employee surveys can be introduced over a period of time to evaluate their views on the progression of a human resource department implementation. These ongoing surveys can provide direction for the organization's leaders to take with the respective human resource department. Surveys should be distributed to several organizations of equal stature to determine a non-biased view from the employees in an equal setting. These surveys should be focused on employee views of any negative impacts that are felt by the implementation of use of a human resource department.

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