Essay on Human Resources - Writing Tips and Tricks, Free Samples
Students of Management or HRM departments frequently need to write papers about human resources. So, if you have received a home task in the form of a Human Resources essay and don’t know how to approach this assignment, look through our handy guide for management students. We have a team of HR writers working on such tasks every day, so they know a thing or two about HRM and can help you out, either by writing your Human Resources school essay from scratch or by giving an informative consultation.
If you don’t know what a Human Resources essay is, let’s begin with the basics. This type of academic assignment is meant to test your knowledge of the studied topic and your ability to develop a clear position on that topic and argue it with reliable evidence at hand. Essays are less demanding in terms of time and academic rigor than research papers or term papers. Yet, they still require a set of analytical and writing skills from students. Thus, if you are new to HR essay writing, read on to get valuable recommendations from experts.
Even if you don’t feel able to compose a high-quality essay after reading this prompt, don’t fall into despair. Our experts can help you out and meet your deadlines by completing essays instead of you. There is no need to get mediocre grades only because you have no time to study the assignment in more detail; entrust this task to our Human Resources essay writer, and you will always enjoy high grades and a professor’s praise.
Human Resources Essay Format
Counter to what many students think, the Human Resources essay format is pretty standard and doesn’t require any particular work. All essays consist of three components – an introduction, a body, and a conclusion – and the writer’s task is to comply with these conventions.
The introductory part of your Human Resources management essay pursues one goal – introducing the reader to your study’s general topic and context. For instance, if you plan to compare monetary and non-monetary rewards as an HR aspect, you need to introduce the importance of adequate rewards for staff commitment and define monetary and non-monetary reward types.
The main body of your text should be dedicated to the arguments in favor of your position. Divide the body by arguments and dedicate one paragraph to each idea, avoiding the readers’ confusion. Such clarity in structure will ensure that your essay is readable and understandable.
You need to summarize everything you’ve found in the course of Human Resources essay writing and present that summary at the end of the paper. Don’t forget to draw broader conclusions for your HR sphere and indicate your study’s significance in theoretical and practical terms.
Write Human Resources essay in 5 Steps
Let’s suppose you’re at the threshold of writing an essay on HR and have no idea how to finish that task. Here are some ideas to help you complete the task efficiently.
- Look for Human Resources school essay examples online to see how other students and scholars write on your subject of interest. You’re sure to find some interesting structures and arguments to use in your work (but don’t plagiarize by copy-pasting that material; always restructure and paraphrase the data you’re borrowing.).
- Choose a topic that you like and conduct in-depth research on this subject to find relevant, recent evidence supporting that position. Outline your essay based on that newly found data.
- Consult a Human Resources essay example or two to see how they argue the writer’s point and choose your argumentation strategy for the essay’s composition.
- Now that you have a topic and a strategy, start the composition process and progress through the essay by following the format elements we’ve discussed above.
- Once the writing stage is over, you need to return to the beginning and edit, proofread, and revise your essay before the final submission.
So, as you can see, when it comes to essay writing, Human Resources is not the most challenging subject to examine. Follow our tips, and you’re sure to get an impressive grade for your research effort.
Human Resources Essay Topics
If you’re given the freedom of topic choice, that freedom may do you a bad favor. Some students feel much more comfortable working with a predetermined subject, so they find it challenging to pick a topic from a wide range of options.
Our list of Human Resources essay topics may become an excellent resource for choosing something informative and relevant to your HR class:
- Variety of HRM definitions depending on the context of their application.
- Stress management and HR strategies to assist staff with coping.
- Training in organizations: managerial implications.
- Ways to boost motivation in the workplace.
- Human resource planning in the COVID-19 remote workplace conditions.
- How can HR managers affect the staff’s job satisfaction and quality of life?
- Do companies need to introduce free employee counseling at the workplace?
- Change management: HR specialist’s skills for effectively managing change.
- How can depression be identified and managed among business executives?
- TQM principles in HR management.
- Types of HR strategies applicable in the distributed workforce contexts.
- Passive HRM: definition, strategies, and techniques.
- The multiple role model in modern HRM.
- Job evaluation and analysis techniques for HR managers.
- Practical steps that HR specialists can follow during employee coaching.
- The sustainable career development model in HRM.
- The concept of career anchors and how HR managers can apply it for staff retention.
- Models for high-performance HRM practices.
- Pluses and minuses of performance-related pay in corporations.
- Applying the situational model for leadership development in a company.
- Skills required from change leaders and how HR managers can nurture change leadership in-house.
- Can HR managers identify and encourage charismatic leadership?
- The role of HRM in virtual team success.
- How can HR managers deliver effective team training to the distributed workforce today?
- Models and approaches to HR communication.
How to Start a Human Resources Essay
The process of composing a Human Resources plan essay should start somehow, and we’ve developed a smart algorithm with tips. It’s meant to make starting a Human Resources essay a more effective and manageable task for students who get lost at the sight of an HR home task.
- Check the prompt to see what range of topics you have. It’s always easier to develop an exciting and relevant theme for your assignment if you attend lectures or revisit the course materials to check what the group has studied.
- Pick a topic that arouses your personal interest, as it will be much simpler and more enjoyable to work with such an assignment. You will have fun and will advance your professional knowledge, thus killing two birds with one stone.
- Opt for the argumentative Human Resources essay topics as they always give more freedom of discussion, several perspectives to consider, and a realm of ideas to choose from.
With these tips and guidance in mind, you’re much better positioned to advance your HR studies and develop a workable strategy for quick and hassle-free completion of the assignment. But even if you feel unable to do it on your own and need competent help, you’re in the right place.
Our experts are always ready to give you a helping hand and close the education gap you’re currently having. Please send us the instructions for your Human Resources essay, and we’re sure to complete the task on time and with high quality of writing.
The paper ‘Outsourcing Recruitment ” is a great example of a human resources literature review. Outsourcing refers to the work performed on behalf of an organization by individuals other than the permanent employees of the organization (Beregszaszi & Hack-Polay, 2012). It describes situations where a company contracts another firm to offer services or products in support of a particular activity or function. A critical decision that firms need to consider before outsourcing is the likely effect of outsourcing its functions on their overall performance. Studies have indicated that areas that companies tend to outsource include staff learning, performance management and technology support (Beregszaszi & Hack-Polay, 2012).
According to Seth and Sethi (2011), some organizations outsource routine administrative HR functions in order to assign their HR teams more strategic functions. On the other hand, some firms choose to outsource the whole package, such as designing HR systems that have the potential to have significant effects on organizational performance and culture. Such emerging trends have raised several questions, including the rationale, the impacts, the risks and how outsourcing should be conducted. This paper looks at outsourcing recruitment, reasons for outsourcing recruitment and underlying risks in outsourcing recruitment.
Seth and Sethi (2011) suggest that in order to attain success in outsourcing recruitment, the first step should be planning the initiatives. This implies that the organization should set up a project team, train and engage it towards achieving the objectives of outsourcing. At this stage, the organization should acquire key resources and issues such as information management, project management and resource management.
Next, strategic implications of outsourcing need to be explored to ensure that the organization’s core competencies, vision, strategies and value chain are understood and aligned to the goals of outsourcing. Afterwards, the organization should determine the length of the contract and decisions rights (Rioux & Bernthal, 1999).
In the third stage, the costs and performance have to be analyzed in order to determine the project and activity failure costs. Afterwards, the current and future performance is determined alongside the estimated cost of poor performance. Additionally, the specific risks such as the pricing models and total costs are determined (Seth & Sethi, 2011).
The fourth stage is the selection of providers. The organization has to preset qualification and assessment criteria. Afterwards, identification and screening of providers take place (Rioux & Bernthal, 1999). Negotiating terms then follows. At this stage, the negotiations are planned, and high-level issues addressed. The contract sheet is then prepared based on the pricing schedules, performance standards, and feasible terms and conditions.
The resources are then transitioned. At this stage, the organization should adjust and merge team roles in order to transition roles and to address issues such as production and communication factors (Rioux & Bernthal, 1999). Lastly, relationship management follows to design and define schedules, agendas and performance reports. Any problem in the relationship or performance is faced and solved (Seth & Sethi, 2011).
Reasons for outsourcing recruitment
Outsourcing recruitment is different from partnerships, joint ventures or an alliance since resources flow in one way that is, from the supplier to the user. Generally, there is no mutual contribution or profit-sharing (Belcourt, 2006). Studies have indicated that more companies outsource even as the practice is growing globally. There are six major reasons why organizations undertake outsource. These include improving service levels, strategic focus, financial savings, organizational politics, access to advanced technology and access to specialized expertise (Belcourt, 2006). If an organization wants experts and does not have enough money to train or hire them, then outsourcing may be ideal in such circumstances. Additionally, companies may want to attain improved services, access to technology and experts, as well as cost savings as the foundation for their choice to outsource. However, managers choose to outsource without first determining the problem.
Risks and limitations
Outsourcing recruitment has a range of risks that generate uncertainties regarding its capability. Its unpredictable effects on employee performance and morale signify a major risk. Outsourcing can result in the disintegration of the company’s culture. Rather than empowering and valuing workers, studies have shown that the decision to outsource “deskills” and alienates workers (Belcourt, 2006). Service risks may also occur during outsourcing. The outsourcer will offer services as stated in the contract, though if the user’s needs change, the contract will have to vary. The flexibility of including new features or reducing or enhancing service is also reduced (Belcourt, 2006).
Outsourcing recruitment is an essential strategic initiative for most organizations. The major reasons for outsourcing some processes or functions include significant financial savings, access to specialized expertise and technology, increased ability to concentrate on strategic issues and the ability to request improved and measurable service levels.
On reflection, several underlying problems occurred while researching. This included selecting the right research materials and reading through the identified materials to glean the required information. This process needed patience and concentration. A critical lesson I have learnt is that effective recruitment and selection strategies lead to improved organisational outcomes. In my view, therefore, the effectiveness of the recruitment and selection process can mean influence an organisation’s bottom-line, including financial performance and productivity.
Therefore, selecting a good outsourcing organization is equally essential. I, therefore opine that once an organization decides to outsource a function, the company must notify the staff of the function affected. In my opinion, however, outsourcing recruitment is not a simple task. Managers need to first determine the possible outcomes of outsourcing before making a final decision since outsourcing has several risks. Organizations that choose to outsource functions or processes greatly affect the performance and morale of workers, which displaces the employees thus making them feel retaliatory and resentful.
During the process of researching the topic of outsourcing recruitment, I learnt that service risks could emerge during outsourcing. Once the needs of the user are altered, the contract will also change. Therefore, there is a possibility that the outsourcer may turn out to be a competitor after joining the market. I also discovered that outsourcing can cut down the company’s capacity for creative organizational growth, lead to reduced value and political and economic risks.
I also developed an understanding that outsourcing of particular business processes can cut down the company’s capacity for creative organizational growth. Therefore, it might face up a reduced competence to develop, through synergetic interactions. Additionally, the risk occurs in scenarios where the outsourcer recommends the service to be performed before signing the contract with the promise of “dealing with the details later”. This permits a potential deviation in pricing, which is not strictly negotiated in the beginning.
The paper ‘The Key Aim of Strategic Human Resource Management in Giving an Organization a Competitive Edge” is a great example of a human resources research proposal. Strategic human resource management design is serene in a way that firms are able to meet the needs of their employees effectively and organization goals are promoted as well. Therefore, SHRM can affect the way these are approached in the organization in terms of hiring practices, assessment techniques among other HR practices.
One this to note with Strategic HR management is that it is the proactive management of people. It calls for future thoughts, plans of how an organization can be organized in a way that it better meets the employee’s needs and the employees stands a better chance also of meeting the organizational goals effectively. HRM in the past was regarded as an administrative activity, however recently HR managers have so many strategic responsibilities, for example, it functions as the organization’s strategic partner and that is what adds to the competitive advantage of an organization.
Evidence is also available to the fact that an organization had a chance of attaining excellent performance once there is strong HR practices alignment with the set organization strategies.1.1 RationaleHR has to plan activities in a way that is able to achieve its goals effectively. It also plays a crucial role in the formulation and implementation of strategic activates and goals of this nature. Therefore, with all these upcoming HR responsibilities it is important to try to research and define how the competitive edge of an organization can be maintained through SHRM.
This is what forms the basis of this study.1.2 Research AimThe general objective or rather the aim of this research will be to try and get an understanding of the ensuing competitive edge to an Organization through SHRM 1.3 Research objectives• To examine the proactive nature of SHRM• To investigate the relationship between SHRM and competitive edge• To investigate SHRM benefits to an organization1.4 Research questionsThe following will be the research questions as indicated below, • What is the proactive nature of SHRM• What is the relationship between SHRM and competitive edge• What are the benefits of SHRM to an organizationChapter 2 Literature ReviewOnce these practices are practised proactively an organization is able to maintain a competitive advantage because it will be able to reduce the case of employees’ turnover.
Performance appraisal system has been formulated by today’s human resource practices, which receives much support from the rewarding plan also adapted by many organizations. This reward system has helped organizations to meet the set goals effectively. These are some of the changes that SHRM has introduced to the new system of HR practices. Once there is the proactive application of these HR practices, an organization stands a better chance of maintaining a competitive advantage because its employee turnover is likely to go down.2.3 Completive edge and SHRMDuring the economic pressure customers and investors confidence can be enhanced by a leader.
This also gives an organization’s employees a sense of hope and job security. In the process of decision making employees should be involved. Once the employees are engaged the resulting outcome is a motivated, committed, as well as, workforce that is committed enough. Therefore, with lack of a well set strategic human resources policies; it is hard to make up an existing competitive edge in an organization 2.1 Proactive SHRMProactive aspects such as recruitments procedures in human resource put more emphasis on organizations anticipation for the staffing needs.
Crises anticipation is also possible through proactive SHRM practices, which is achieved through employee training and staffing. Through this shortfall anticipation, the HR team is able to come up with policies that stand a chance of mitigating the damages done thus keeping the organization’s productivity at a relatively constant level. Therefore a proactive strategy in HRM involves advertising the organization benefits, the position an organization holds in the market and the long-term goals of an organization.
Finally, the devotion strategy of an entire department in an organization is taken up by proactive human resource management.2.4 Theoretical perspectiveThere is an agreement that human capital is a source of an organization competitive advantage. In order to expound more in this section, the researcher will focus on a number of theories. These theories include the Resource-based view and other HRM theories. However, there are critics that have been acknowledged by a number of authors in regard to these theories, for example, the RBV approach does not meet the set standards for a true theoretical approach and also has several tautological elementsChapter 3 Research methodology 3.
0 Research methodsThe section analyses the methodology that will be applied in the process of collecting both secondary and primary data in order to meet the objective aim of this research. Therefore, this chapter will contain the research design, Sample and Sampling Technique, Data Collection Instruments, and Data Analysis Techniques and the research limitations will also be addressed in this section.3.1 Research Design The research design refers to the structure of any scientific work. In this case, it will be applied in order to give a direction and systematize the research process.
It is also crucial to note that diverse research designs have types have dissimilar advantages and disadvantages. This research will adopt a case study design. a case study provides an increased understanding of certain phenomena. The case study design is suitable in this study because it helps in getting a wider point of view in relation to a research concept. It is also functional for topics that are sensitive and contains confidential information, for example, dealing with human resource management. 3.2 Sample and Sampling TechniqueThis section will introduce a sample and the technique applied in the research process.
A sample refers to a set of collected data from a target population through a defined procedure. While sampling is selecting a number of objects from a target population with the diplomat of characteristics found in the entire group. In this case, a random sampling process will be used to select a sample of 20 HR managers from the entire target population. 3.3 Data collection InstrumentsPrimary Data in this research will be collected from the selected sample mainly through the use of questionnaires.
In the case of secondary data, books and journals with topic s relating to the human resource will be used in the process. Again as indicated earlier case studies and interviews will also be used.3.3.1 QuestionnaireAdministered questionnaires data collection instrument will be used in this research proposal. It contains both open and close-ended questions. They are distributed to respondents of the selected sample from the target population. Questionnaires aids in collecting data that is entirely planned for this research.
Primary data is concerned with research participants as a result making it intrusive, reactive and obtrusive.3.4 Data analysis In this section, data will be interpreted and tabulated appropriately. In analyzing the secondary data file work will be undertaken. This shows that the secondary data collected will be recorded in dissimilar files in pact to their themes. Data interpretation for primary data, information from questionnaires will be organized and edited in line with the research questions where the data coding method will be used in this data interpretation process.
Chapter 4 4.0 Ethical issuesEthical issues, in this case, refer to the norms for conduct that differentiate between acceptable and unacceptable behavior. According to several ethical standards, any research should not harm participants whereby anonymity and privacy of participants have to be observed. This means that research participant will have the freedom to participate or withdraw out of their own free will. Again to ensure that ethics is observed the data collected will be analyzed and interpreted honestly and without misrepresentation.
The paper ‘Reconceptualising the Roles of Human Resource Managers” is a good example of a human resources essay. Critiques suggest that HR managers have minimal contribution towards the running of organizations, indicating that their role can be outsourced. This article is written at a reflective angle with the focus of whether these professionals should be regarded as internal consultants and business partners. Therefore, after describing HR, I give a reflective argument and conclusion that internal consultants, but not business partners fit them.
Human Resource Managers
The article by Christopher Wright is about reconceptualising the roles of Human Resource managers and whether the new roles lead to increasing their identity as HR professionals. Almost everything if not all has its own critiques. HR professionalism is no exception, and critiques suggest that this set of employees has little contribution to the performance of organizations. In addition, HR managers’ roles are not many in any organization and organizations can outsource such a role and do away with HR professionals. This has consequently led to business practitioners and academicians concerned about the roles and functions of HR professionals. Some of these people have stressed that there is a need to reinvigorate this profession by focusing on the ethical as well as the social contribution of the profession. Yet other individuals have continually championed the need for the HR managers to demonstrate that they are capable to carry out their roles to managers and shareholders. This they need to do by reconceptualising their functional role to act as strategic partners or business partners in the organization.
So what exactly are the roles of a Human Resource Manager? The author explains briefly by suggesting that HR has the role of ensuring that the firm is competitive in its respective industry. I agree with the writer. First, it is the role of every employee in any organization to ensure that the organization runs in such a way as to become competitive. The HR of any organization should act as the advisor or internal consultant of the organization, mandated with the role of advising the management as well as other employees on how to ensure that their organization becomes competitive. The ultimate goal is to ensure that the organization is successful.
The author continues and suggests that HR should perform fewer administrative responsibilities with the aim of concentrating more on consultancy and advisory responsibilities. This point has some meaning behind it but it is my idea that the HR professionals should take the administrative responsibilities. The author does not specify exactly who should take this role of responsibilities. As much as reconceptualising the roles so that HR managers act as internal consultants and advisors of business, might be of benefit, administrative roles need to be in the docket of HR managers and the HR department at large.
In many organizations, it will be seen that the HRM or the HR department is generally mandated with the role of administering employment, under which the department carries out the recruitment and selection process as well as keeping records of the employees of the organizations. Other responsibilities given to the HR managers could include:
- Design and development activities in the organization
- Maintaining the relationship between the organization and the employees
- Motivating the employees and building their morale in order that the organization maintains them by making them become loyal to the organization.
- Training and development of employees
- Management of employee performance, behaviour and conduct
All these activities are generally related to the workforce or human resource. There are some linkages between these activities and the hypothetical construct that the author is exploring, that of the HR managers as Business partners as well as Internal consultants.
The author carried out a qualitative study on HR managers initially focused on determining whether the managers had an understanding of the concept of a business partner and internal consultant. In addition, the author was trying to figure out the extent to which these individuals identified the concept as describing their roles in the organizations. The result was that the HR managers had a strong preference for the discourse suggesting that it would be an appropriate and favourable identity of their work.
The question here is that is it correct to refer to them as internal consultants and business partners and on what basis would they are regarded so? First, I believe that their roles, as already outlined above, describes some consultancy mandates that they already perform. As a matter of fact, this concept is not new. Having a brief reflection on the roles of HR managers and paying particular attention to that of hiring and managing employees, it is evident that these professionals are internal consultants by their work. On the same note, HR managers work for the employees of the organization as their clients, including the managers and executives in organizations as their clients. This makes them act as internal consultants.
On this point, I remember a time I was working in an organization, not in the HR department, but in a project. I quite remember the HR manager of the organization, entitled to all the activities pertaining to the workforce. The organization had to consult the HR manager at all times it needed to hire some employees or lay off non-performing employees. The experience with this organization compels me to point out that HR managers are indeed important internal consultants in the organization, whose consultancy services are of paramount importance to the competitiveness and success of business organizations.
Referring them to as business partners would however not be very clear. At some point, this would mean that these professionals are regarded as very senior and holding great administrative authorities. This would consequently result in a conflict of interest between the HR managers and the other managers in the organization say accountants, engineers and quality managers among others. I remember a case study I once read about an organization where the organization had not set out administrative boundaries between the various professionals in the organization. The end result was a competitive situation where professionals would strive to demonstrate their abilities in solving problems. The contrary was also true since everyone would run away from being liable for miss-happenings. This would result in a similar situation.
Conclusively, HR managers are very important elements of an organization, whose roles cannot be outsourced. While referring to them as internal consultants and business partners would an appropriate way of referring the HR managers, internal consultants would be a better name but not business partners. Indeed, they are internal consultants by nature of their work, management of the workforce. Business partners would not be appropriate since it would lead to a conflict of interest between them and the other management people.