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Essay / Research Paper Abstract
A 12 page paper that begins with comments about how human resource management itself has changed over the decades and then reports some of the emerging trends in HRM. Examples of what some companies are doing and the outcomes are reported followed by descriptions of three old human behavior/motivation theories that are the basis for today's practices. The final section in this paper analyzes Comcast Corporation's HRM practices, relating them to the three theories described. Bibliography lists 14 sources.
Page Count:
12 pages (~225 words per page)
File: MM12_PGhrmcmcs.RTF
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Unformatted sample text from the term paper:
truer statement would be, the things that worked well in the past will come around again. It is certainly true with the theories upon which human resource practices are based.
One dramatic change in human resource management is the perceived importance of the field and its function. The function was little more than an administrative one of hiring and firing
in the 1920s, which evolved to labor relations in the 1940s and 1950s, with another change "in the 1940s and 1950s to government compliance and societal changes in the 1960s
and 1970s and finally, to both company restructuring and changing workforce demographics in the 1980s and 1990s" (Walker 2002). Today, the function of human resource management is strategic. Along with
that is the growing consensus that human capital is the most critical factor in any companys degree of success (Banerjee, 2007; Dinkovski, 2007; Lawler and Mohrman, 2000). Banerjee (2007) reports
the most recent trends worldwide in human resource management include compliance with the ISO quality management systems, which inherently "focus more on people centric organizations." One way this focus is
demonstrated is through training programs that allow employees to learn and advance in the company (Banerjee, 2007). With workforces becoming more diverse and with the proliferation of international business, one
training program that should be included is that of cultural sensitivity training (Banerjee, 2007). This all means the human resource manager needs to "treat people as resources, reward them equitably,
and integrate their aspirations with corporate goals" (Banerjee, 2007) through policies that promote these factors (Banerjee, 2007). When policies are people-centered, the company can be said to be using soft
skills. Soft skills are those that focus on human interaction and a focus on these kinds of skills can lead to a more highly motivated workforce and reductions in absenteeism
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