Week 5 Final Paper Evolution of Human Resource M Essays

Week 5 Final Paper : Evolution of Human Resource Management Vladimir Noel BUS 303 I nstructor: Professor Niccolle Johnson December 4, 2017 Human Resource Management (HRM) throughout years of professional development evolved from an administrative office keeping track of who a company employed or terminated to what it is now become, a department which is interactive with employees throughout their career within the company. Now tasked with human resource planning, recruiting and selecting qualified candidates, continual development of personnel, and labor relations, the Human Resource Department is multifaceted, not just keeping records any longer. The world of HRM became a technically advanced organization with the advent of computers and the internet. Tasked with keeping up with current development in technologies, Human Resource Directors constantly research new trends in education, planning and recruitment. This paper will attempt to identify different aspects of the HRM and how they entwine to create an atmosphere for shaping employee development to achieve organizational goals and objectives. Equal Employment Opportunity (EEO) and Affirmative Action (AA) focus on issues relating to nondiscrimination and equality throughout all levels and sector s of society which guides how corporations conduct business nationally and international ly ( Andrews, Hopkins, Persons, 2014) . In e arly effort s to right the wrongs of previous generations, attempts to correct discrimination in various layers of society have fallen short with enacting measures such as hiring quotas. In some cases, permitting hiring quota programs went to the extreme and resulted in "reverse" discrimination. With passing the Civil Rights Act of 1964 (Title VII, July 1965), Human Resource Departments needed to shift hiring practices which are now subject to Federal Government oversight. Title VII prevents discrimination of employing an individual because of race, color, religion, sex or national origin. However, in the attempt to comply with the Civil Rights Act, it was often disclosed less qualified minority candidates were hired to satisfy Title VII. Courts have often struck down the concept of rigid and inflexible quotas , rather , the essence of the law is to promote measured change in the way companies hire, advance or even terminate its employees ( Andrews, Hopkins, Persons, 2014) . In the case of Ricci v. DeStefano , a New Haven, Connecticut re ghter s eeking to qualify for promotion took the examinations given by the city. When the examination results revealed white candidates received higher scores than minority candidates, the city, "faced with a prima facie case of disparate-impact liability," threw out the test and made no promotions (Turner, 2014). The fire fighters sued the city and were success ful in proving the issue of reverse discrimination. The ultimate purpose of EEO/AA is to give all prospective candidates and current employees the opportunity for employment free from biases and discrimination. Human Resource Managers should put forward candidates solely upon their qualificati ons for the job and achievements while employed, not because of race, sex, national origin, religion, and later sexual preference. Managers and Directors have the difficult task to ensure EEO/AA practices are dispensed equally and equitably. Using these ideals and goals as a basis to manage my department, I must thoughtfully review all decisions with regard to those people charged to me. Although legislation like Title VII provide the vehicle for equal treatment under the law, it is front line managers who must apply the idealistic concepts these laws represent. This is no easy task, especially in light of today' s society and internalized values. Today's marketing of human capital has changed the way organizations manage or leverage their employees. Conventional methods of employee employment such as advertising, interviewing and eventually employing the most qualified candidate may soon face drastic changes such as contract employees and outsourcing services to different companies. The availability of qualified candidates plays a huge issue in the changing face of Human Resource Management. HR Directors need to evaluate the organization's goals and objectives on a constant basis. Through employee engagement HR can appraise the climate of the company, spotting any weakness in employee relations. Constantly checking the temperature of employee satisfaction with current organizational conditions is a key factor in projecting future shortfalls in employment resources. Evaluating these conditions, HRM can project positions where staff