ANNOTATED BIBLIOGRAPHY
Handbook of Human Resource Management in Government. Publishers, 2001
This book reveals that all firms and companies are governed by their primary goals and perspectives. These goals are often called or referred to as the “corporate vision” or “corporate philosophy”. Therefore, Cindery assumes that there has to be certain strategies that need to taken into consideration in order to successfully fulfill these visions and targets, and this makes up a critical factor in the identity of a firm or company. The bottom line is Cindery attests to the fact that human resources, without a doubt, are an integral aspect in terms of identifying the purpose of a firm or company.
The book also states a well known fact that personnel have an essential role regarding differentiation and an integral source of competitiveness for any firm or organization. Therefore, the author believes that any firm or company must definitely allot sufficient resources to pursue human resource development activities even during times of inactivity in the industry.
Connolly, Thomas R., et al. “Transforming Human Resources.” Management Review, June 2002, issue # 3
Connolly warns that the identification of the extent to which an organization can allot resources regarding human resources development is dependent on the financial status or situation of the firm or company. Budgetary concerns must also be taken into emphasis according to Connolly, because in the identification of the goals for training and development, the goals of the company should be in unison with the fundamental perspectives of a company’s human resource development strategy.
Connolly also states that with regards to the current developments involving effective human resource development, there have been essential perspectives that have come out. Most of these perspectives are based on the concept that efficient human resource development entails a social process where information is rejected instead of being possessed in a passive manner. Connolly concludes then, that effective human resource development then, shifts into a process where interaction becomes integral. This process of interaction is being maintained through the active participation of all the stakeholders involved in the effective human resource development process including the management and the workforce.
Essential, Russell A. “What Corporate Human Resources Brings to the Picnic: Four Models for Functional Management.” Organizational Dynamics, 2001
Essential affirms that the best quality of effective human resource development would entail the consistent guidance and support of the continued learning process of all the stakeholders involved. Essential state that in order for these processes to push through these would have to involve a comprehensive and structured strategy. When in the extreme pursuit of effective human resource development, the interaction of the management with its employees creates a critical part towards its success. Collaboration as a type of strategy is slowly being utilized by most companies and firms nowadays, according to the author. Through this strategy, the employees can maximize learning from the management through the assimilation of their strategies in the effective human resource development processes. In the process, the employees gain the opportunity to see their own perspectives in a different way and thus be able to take other options into consideration. The relative success of this strategy is identified with the capacity of the employees to constantly challenge their knowledge by making initiatives to adapt to the interpretations of the management.
Gilpin, Timothy J., and Patrick Murray. “Connect Human Resource Strategy to the Business Plan.” HR Magazine, March 2002, issue # 5
The authors Gilpin and Murray assert that aside from the employees and the management, the various resources of learning belong to another set of critical factors of an effective human resource development environment. Also, according to the authors human resource development strategies have shown signs of impressive progress over the last few years. As a result, gathering information transforms into a much more complicated process. This is because the changes in all this data into pertinent knowledge require the employees to acquire the proper reference frameworks. However, the management can definitely help the employees change valuable data into critical knowledge.
The authors Gilpin and Murray also relate that the recent initiatives of firms and companies to educate the public concerning the freshest developments in effective human resource development would undoubtedly transform learning for every person a very easy process. Also, the emerging effects of information and communications technology (ICT) are able to jive with the greater change towards a knowledge-based human resource development.
Gonzalez, Maria. “Synchronized Strategies.” Journal of Business Strategy, May/June 2003, issue # 5, pp. 9-11.
Gonzalez states that effective human resource development is being influenced by the presence of two primary factors. On the one hand, the instructional factors: the academic information provided by the company and its conversion into didactical ideas. On the other hand, organizational factors: the staff, infrastructure and policies related in this area. It is obvious that every organization must possess a sound vision of policies and the efficient use of the operating budget in order to effectively perform its strategic human resource development plans.
Nevertheless, according to her strategic human resource development needs an interaction between both factors. This is because in order to respond to the new visions of learning, it will eventually transform into a model together with the various aspects of the environment. In return, the labor force will have to continuously monitor their limitations and along the process introduce innovations. Most companies and organizations are already adapted to ICT. Nowadays, companies and organizations are more and more using artificial intelligence systems in order to implement strategic human resource development.
Grattan, Lynda. “The New Rules of HR Strategy.” HR Focus, June 2003
Grattan believes that the connection of HRM to the company and its workforce creates a chain reaction wherein good points provided for the workforce leads to positive results for the company as a whole. The workforce is one of the critical parts of any organization, without them, the organization simply cannot achieve its objectives. The HRM of a particular organization in a nation should be able to meet the needs of its workforce. It should recruit the best individuals available, provide them training for them to be efficient in the organization and most importantly provide care to these workers. Managers cannot afford to depend only on the available budget and technology; workers are essential in order to use these other factors. Though the employees are critical, the company must also provide specific measures so as to guarantee its effectiveness. The heightened formal process in recruitment, according to Grattan, transforms the primary hiring processes more structured and objective. As companies are able to filter the applicants more effectively, rising rates of worker turnover and wasted labor costs are suddenly cut; tremendous job advertising costs are also prevented.
Feuerman, Allan D. “Using Performance Management to Energize the Results Act.” The Public Manager, 2004
Feuerman asserts that effective training and learning is able to give the company a more efficient and hardworking workforce. He believes that every individual in the workforce deserves to be treated with respect in any company. Recruiting the perfect employees also require resources. Thus, certain ideas must be incorporated to HR practices so as to maximize employment results.
Feuerman is convinced that human-resource planning is the primary step in strategic human-resource management as it includes predicting the human-resource needs of the company and planning several critical steps that the company must follow so that those human resource needs that will contribute a great percentage for its overall success as human-resource planning should be related to the company’s critical plans and objectives. The author asserts that human-resource planning is a tremendous adversity because the needs of the company are not always constant and there are instances where the needs do not meet and such adversity can be bigger if the pool of talented employees is scarce or if the individuals tasked of human-resource management have yet to receive proper training to predict the company’s needs to maintain and attain success in all areas of concern.
Overran, Stephanie. “Big Bang Change: Re-engineering HR.” HR Magazine, June 2002, issue # 4
Overran believes that in the identification of a certain variety of importance in gathering credible data concerning the extent to which human resource planning contributes to the general success of the company, it is essential to put into emphasis some of the planning themes that may have a positive impact and or negative impact to the success of such company. Therefore, it is critical to determine and analyze these planning themes. The author is very much sure that an effective human resource planning will improve the efficiency of the company’s success in dealing properly to the origin of its occupation and be able to provide a comprehensive medium for interaction and communication wherein there exists a point to which it will propel towards the achievement of its objectives as well as the actualization of its vision and parallels in investigating efficiency with substantiality that many companies are successful with regards to human resource planning of a specific company is concerned with assessment of its findings and function to the culture of the company.
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