Human Capita MGMT
Human Capita MGMT
Human Capita MGMT
Organizations must realize that in order for them to recruit, and retain skill
employees for future missions, they need to unleash their human resource employee
relations imagination and innovation to create capability and flexibility to
institutionalize a responsive system that will expedite the handling of disputes and
grievances. Therefore, it is imperative that human resource departments adopt a
modern day progressive employee relations paradigm that embraces and enhances
the recruitment, development, and retention of employees in concert with human
capital strategic management planning initiatives.
The types and numbers of benefits to employees vary in many ways. In the United
States, employees receive benefits such as, paid leave, health care, insurance,
retirement benefits, and the like (Burke & Morton, 1993). However, in as much as
organizations want to provide their employees different and necessary benefits, they
just cannot fully provide them with all the benefits. The problem may be attributed to
the lack of or the limited financial resources of organizations to fund such benefits,
because of the impact on the organizations financial plan. Again, this is a strategic
management decision that must be addressed in all organizations that have strategic
plans in support of future growth and development.
Hypothesis
The critical crisis of Human Capital Management in todays American
workforce will positively impact future employee relation programs on behalf of
employees and negatively impact the strategic financial plans of organizations.
Statement of the Problem
An Employee Relations program is a critical component for any organization to
support, however, organizations will have to face the continuous problem of deciding
the degree and level of funding as a benefit in relationship to the return on
investment to the organization.
Objectives
1.
2.
3.
Show that the future of any organization must allow its employee
relations program more flexibility and must increase its capability.
4.
Research Questions:
The following questions have been derived from some of the tables in
Hannas (2003) article.
Questions for the employers:
1.
1.1.2
1.1.3
Personal account?
4.
Wages?
Salaries?
Bonus and/or Commissions?
Premiums?
Incentives?
Overtime?
Shift differentials?
Holiday, call in?
5.
Employee meals?
Social-recreational programs?
Legal services?
Christmas bonus?
Employee suggestion program?
Membership professional trade associations?
Counseling?
T ravel clubs?
Credit unions?
Counseling?
Discount purchases?
Credit cards?
Income tax services?
Pre-retirement support?
Pre-retirement planning?
Relocation expenses?
Food services?
Work- study programs?
Scholarships for dependent children?
Matched donations-universities & colleges?
6.
6.22.
7.
6.23.
6.24.
6.25.
6.26.
6.27.
The following questions have been derived from the article The Chained
Gang: Human Capital Management (Abramson, Demesme, & Gardner, 2002) as
they have been found relevant and useful in this study.
Questions for the organization regarding the employees:
1.
2.
3.
4.
5.
6.
7.
Are you fully using the flexible recruiting and retention tools
currently available?
8.
9.
10.
11.
2.
3.
4.
5.
6.
7.
8.
Methodology
The descriptive research method uses observation and surveys. In this method, it is
possible that the study would be cheap and quick. It could also suggest
unanticipated hypotheses. Nonetheless, it would be very hard to rule out alternative
explanations and especially infer causations. Thus, this study will use the descriptive
approach. This descriptive type of research will utilize observations in the study. To
illustrate the descriptive type of research, Creswell (1994) will guide the researcher
when he stated: Descriptive method of research is to gather information about the
present existing condition. The purpose of employing this method is to describe the
nature of a situation, as it exists at the time of the study and to explore the cause/s of
particular phenomena. The researcher opted to use this kind of research considering
the desire of the researcher to obtain first hand data from the respondents so as to
formulate rational and sound conclusions and recommendations for the study.
The research described in this document is based fundamentally
on qualitative and quantitative research methods. This permits a flexible and iterative
approach. During data gathering the choice and design of methods are constantly
modified, based on ongoing analysis. This allows investigation of important new
issues and questions as they arise, and allows the investigators to drop unproductive
areas of research from the original research plan.
The primary source of data will come from a questionnaire and interviews conducted
by the researcher.
The secondary sources of data will come from published articles from social
science journals, theses and related studies on Human Capital Management.
When all the survey questionnaire will have been collected, the researcher will
use statistics to analyse all the data.
The statistical formulae to be used in the survey questionnaire will be the following:
1.
n
% = -------- x 100
n number of responses
2.
Weighted Mean
The researcher will be assisted by the SPSS in coming up with the statistical
analysis for this study.
References
Abramson, M. A., Demense, R. B. & Gardner, N. W. (2002) The chained gang:
Human capital management. The Journal of Public
Inquiry,Spring/Summer, 43-48.
Burke, T. P. and Morton, J. D. (1990). How firm size and industry affect employee
benefits. Monthly Labor Review, 113(12), 35+.
Walker, D. M. (2000). Strategic human capital management: the critical link. The
Public Manager, 29, 5.