Mar 14, 2022

Human Resources Essay for A+ Student Guide

Students of management departments usually face the necessity to compose a Human Resources essay because they should try to learn to manage both people and processes. Hence, if you’re a student of the specialty, you'll face the necessity to compose a Human Resources school essay eventually. Here we explain what an HR essay is, what format you should maintain, how you can complete such a paper quickly and efficiently, and what topics are trending now in the sphere of HRM.

If you’re wondering how to write a Hr essay, keep reading to find every detail here. Experts of our writing team have prepared a guide for newbies to teach you on all the writing steps. Still, if you feel not able to compose this work independently, it’s probably a good idea to engage a skilled Hr essay writer from all of us.

Don’t hesitate to make with us and acquire a well-written, properly structured, and polished paper deserving an A; we’ve got you covered and can allow you to with any academic emergency you might experience at an HR course. You can easily place an order on our website and acquire an expert with years of industry-specific expertise assigned to your project in minutes.

Human Resources Essay Format

When discussing the Human Resources essay format, you'll need to keep in mind that it’s still an essay, differing from other works of this type only by the topic. Nevertheless , all essays follow the exact same format and structuring, once you understand which can allow you to complete this kind of paper hassle-free. You can see this universal structure in many Hr school essay examples available online.

Let’s recap the essential essay structure in relation to the HR specialization.

Introduction

The introductory element of your Hr plan essay should include a discussion of one's area of focus. HRM is just a broad sphere of professional practice and research interest, so you need certainly to find a subtopic within that area and explain it to the readers. After describing the context, you'll need to specify the problem you’re going to explore and end the introductory section with a concise thesis statement.

Body

The human body of your essay should give attention to the arguments you’ve elicited when researching the plumped for topic. As you might see in any Hr essay example, the body is usually divided into paragraphs, each of which will be dedicated to one specific argument. Follow this structure aswell to enhance your essay’s readability and allow it to be coherent.

Conclusion

A conclusion may be the final section of any Recruiting essay writing process. You can’t do without a brief and precise summary of one's content. Additionally you need to revisit your thesis statement and explain how your knowledge progressed for the duration of this paper’s writing. A solid finale of any essay is a mention of the broader context and explanation of how your quest informs the broader HRM field.

Write Human Resources Essay in 5 Steps

With regards to essay writing, Human Resources isn't that challenging. The thing you need to keep in mind is that following an explicit, understandable research and writing algorithm makes the duty much more manageable.

Here’s the algorithm our pros recommend to students no matter their degree of expertise:

Decide on a topic that speaks for you. It should be exciting and relatively new to enable you to advance your knowledge and derive pleasure from examining a subject of one's personal interest.
Be clear concerning the outcome of your essay; you should know what goals you’re attempting to achieve, developing your content based on the predetermined scenario.
Research the subject to gather reliable, valuable evidence about them.
Produce an outline to really have a roadmap and stay on topic during the whole writing process.
Record all sources you purchased in article marketing and reference them precisely to avoid plagiarism accusations.

Human Resources Essay Topics

Topic selection is among the most widespread challenges students face when approaching an HR essay task. To assist you cover this task quickly, we've formulated a handy set of Human Resources essay topics.

How well are equal job opportunities provided in the 21st century?
HR planning and retention: implications for the COVID-19 pandemic.
Essentials of strategic HR management.
Has got the traditional HR management survived the coronavirus pandemic?
Key steps of job analysis.
Training human resources in the conditions of remote work.
Risk management techniques in the HR field.
Different approaches to calculating paid leave.
Workplace techniques for interpersonal conflict resolution.
The role of HR in the company’s preservation of competitive advantage in the global market.
Determining the right mixture of monetary and nonmonetary rewards for staff.
The role of personality characteristics in team composition.
Agile approaches to HRM.
Modern techniques and approaches to international staff management.
A goal-oriented way of staff productivity and morale improvement.
A variety of workplace violence manifestations.
Implications of psychological counseling provision to employees in the workplace.
Presence of gender disparities in work terms and pay.
Various faces of workplace discrimination: examining the complexities and responses to those incidents.
Which are the best ways of complying with the equal employment opportunity legislation?
Managing diversity on the job: 21st-century implications.
Leadership training and promotion among staff.
The strategic advantages of in-house leadership training for business performance.
New talent acquisition: innovative practices and approaches.
An ideal employee profile for SMEs.
Experience vs. talent in new employee recruitment.
The role of HR in fostering compliance with COVID-19 rules.
Contribution of HR to compliance with safe practices recommendations.
What steps can HR managers take to identify, manage, and avoid employee burnout?
HR strategies inclined to long-term staff retention.
The contribution of AI to HR activities and functions.
Is virtual onboarding as effective as offline one?
Should businesses pay for their staff’s education?
Soft vs . hard skills’ consideration in the recruitment process.
Different approaches to compensation package design.

How to Start a Human Resources Essay

The last point we’d like to discuss here is the art of starting a Hr essay. It’s essential to give your essay a good start; otherwise, you may spend much more time on its composition than you initially planned, ergo wasting the vital spare time or the hours you previously allocated for other assignments. Listed here are the maxims of a fast, easy essay start:

Choose the best topic to simplify the writing process.

It must be relevant to your class material, engaging, and new to a particular degree. Expand your existing knowledge rather than trying to explore something entirely new for you personally.

Research the subject extensively.

Don’t start writing before you’re sure that you have enough material for the whole paper. Students usually get stuck in the middle of their essays simply because they haven’t conducted thorough research from ab muscles beginning.

Use practical examples.

HR is an applied sphere of human activity, so you can never produce a supreme quality paper without referring to real-life evidence.

It’s also crucial to choose argumentative Human Resources essay topics, because they are sure to offer more some ideas and avenues for proving your viewpoint and examining various evidence from multiple angles.

Example #1

The paper “Top Paint Limited – Theoretical Vis-a-Vis Practical Aspects of HR Factors” can be an intriguing exemplory case of human resources research study. This paper is an evaluation of Human Resource (HR) faced by Top Paints Limited (TPL). This evaluation involves the evaluation of theoretical vis-a-vis practical areas of HR facets.

Performance management

The objective of managing employee performance is not just to improve productivity. It is also to ensure the employees find their work environment (e. g. when it comes to culture, policies, style, systems of communication, etc) tolerable (Shore & Strauss, 600). The premise here is when an employee finds the working environment to stay conflict with his/her career and other related expectations, then his/her performance is affected from the start, with no performance management strategies will help him/her. Besides specific ways of boost the performance of the present workforce, the very first and most crucial performance management tool is strategic recruitment and selection.

The contemporary organization/company places focus on the organizational culture. It has led to the necessity for besides a written contract- psychological contract, i. e. an unwritten (psychological) understanding of the expectations that both the employee and employer have of every other, and that both parties will reciprocate each other’s efforts (Bratton & Gold 278). This is section of managing employee behavior. The premise here's that it is only those employees whose expectations are within the scope of the organizational culture and expectations who will have the right motivation for good performance.

What this implies is that the role and level of performance are not only in the hands of the employees. In fact , how employees perform primarily is dependent upon whether the organizational structure and culture, as reflected in its leadership, helps it (Bratton & Gold 279). TPL’s structure, i. e. the traditional way of command and control is just a major impediment to employee freedom, creativity, motivation, and ultimately, performance. And while the corporation uses performance appraisal for measuring employee performance, measurability being a major aspect of performance, it is not taken seriously. As an alternative, it is a mere routine.

Reward management

The reward may be both monetary and nonmonetary (e. g. psychological reward, the satisfaction of challenge, etc) (Bratton & Gold, 278). Indeed, reward management is a key tool for facilitating sound competition between employees, boosting employee motivation, and fundamentally improving performance. Therefore , reward, as something for performance management, encourages and enhances positive employee attitudes and behaviors and financial gains.

TPL has established an incentive system for the employees. That is especially through career development, e. g. promotion, and annual pay increment. Both these are monetary forms of reward. For instance, promotion comes with a pay increase. Regrettably, there are two key implications here. One, TPL will not seem to recognize the fact that, as Bratton and Gold (279) put it, financial rewards have bearing on cost-effectiveness and financial profitability. Quite simply, rewards mean expenditure. TPL’s profits have already been on the decline for ten years so the recent failure to make profits has or should have been anticipated. The company still sticks by its monetary reward system, thereby adding more pressure to its already declining finances. This first implication leads to yet another, i. e. TPL has overlooked other reward techniques and systems. In yet another word, it has didn't recognize that financial rewards are simply just ‘superficial’ and must be associated with other rewards systems.

But all this equally raises one big question: if the business has been on the decline, then what has it been rewarding its employees for? Even further, why has the organization not realized that its rewards aren't resulting in the reason why for which rewards are given? This isn't to say that the company shouldn't reward its employees. Alternatively, it should also consider nonmonetary rewards,. e. g. psychological contract through encouraging employee freedom and creativity. Equally, the company should recognize that rewards are not the only real tools for improving employee performance. This must work in conjunction with other organizational and management elements. However , all of this depends on the HRM.

Human resource development

This refers to strategic efforts by way of a company’s Human Resource Management (HRM) (Bratton & Gold 279; Torrington et al 599) to build up its workforce in line with its key business strategies. Quite simply, it involves strategic recruitment and collection of employees who'll enhance a company’s likelihood of reaching its goals and objectives. Step one towards strategic human resources development, therefore , would be to identify the strategies to be undertaken. Pinpointing strategies depends upon proper study and knowledge of both the internal and external organizational environment.

TPL, to begin with, appears to lack any key strategy. The company controls the whole value chain of its services and products all the way from inception to manufacturing and delivery. Taking into consideration the company’s financial troubles, it ought to be clear that control is overwhelming because of its capacity. Quite simply, it is time that the business gave up a few of its control(s) to other parties, e. g. distribution to other wholesalers and retailers. This might help it focus its workforce on specific strategies. This might facilitate the company’s strategic recruitment and selection, and retention of employees.

Section of strategic HRD is training. It is clear that the issue here is the approach used. As the company encourages training, it focuses mainly on a theoretical approach, i. e. the training will not subject employees to one-on-one interaction with job practicalities. In other words, employees lack on-the-job experience.

Equality and diversity

Equality and diversity are element of strategic HRD. The external environment, unlike TPL’s internal environment, consists of a diverse population: gents and ladies, young and old, able-bodied and disabled, people from various ethnicities, including minority groups, etc . Winning a competitive advantage in a diverse marketplace requires an equally diverse workplace (Kirton & Greene, 7). Unfortunately, TPL has failed in this. The company has fewer employees from minority groups and women. Though some of these have been in the technical and managerial levels, the organization has provided and encouraged their career progress. Further, the whole Board of Directors is composed of white males, as are other senior managers.

Diversity does not merely mean hiring people from diverse ethnic and cultural backgrounds, of different ages and generations, gender, etc . It has to be incorporated and reflected in the organizational culture, with the organizational leadership being a notable symbol of this culture (Kirton & Greene, 53).

Example #2

The paper “Human Resource Development at Top Paint Limited” is an apposite example of recruiting case study. The issues facing Top Paints Limited can be addressed by concentrating on the root cause of the problems facing the individual employees. Statistics indicate that the company’s workforce is paralyzed and is characterized by such symptoms as low productivity, poor working relationships, and low morale. The decline in the company’s performance stems from the issues facing the workforce which may call for a change in the company’s HR policies for the company to regain its strength. This paper will refer to human resource theories and techniques to help address the problems facing the company. Four areas of HR policy and practices will undoubtedly be evaluated: performance management, human resource development, and reward management.

Performance management

Performance management can be an ongoing process in which a business identifies, measures, s and develops the output or performance of people or teams and later compares this with the goals set by the business. Performance management arises from the complexities due to the world of business (Mabey, Salaman & Storey, 1999). Several types of performance management have been adopted but there is absolutely no one universally accepted model. Mabey, Salaman, and Storey (1999) argue that any model of performance management will include these elements:

Feedback of performance results
Setting objectives
Amendments to activities and objectives
Reward system based on performance outcomes
Measuring of performance

The goal-setting theory was proposed by Edwin Locke (1968). According to this theory, individual goals which can be established by an employee perform crucial roles in motivating the employee to have increased performance (Salaman, Storey & Billsberry, 2005). This assumption arises from the fact the employees keep monitoring their goals; failure to reach these goals call for the employee to boost their performance or adjust their goals so that they become real. The result of setting the goal is thus to enhance the employees’ performance.

Based on expectancy theory, employees in a organization will adjust their behaviors on the basis of the anticipated satisfaction of the goals they've set. As a result, individuals will adjust their behaviors in a fashion that will make them attain their goals. Employees of the TPL seem not to have these theories in mind considering that the company has employed a command and control management approach. As a result, the employees cannot show their capabilities since they work under the directions of their superior.

To handle the problem, TPL should implement a performance management system instead of the command and get a grip on approach. The machine can work well if the employees are given an opportunity to set their goals as per the business requirement. The employees should really be allowed to work freely so long as they are able to achieve these goals; this can be dependant on measuring the performance (Mabey, Salaman & Storey, 1999). Further, the performance management system should clearly set the rewards that an employee can get in line with the expected outcome as mentioned in the expectancy theory; this can help to motivate the employee.

Reward management

This entails developing, maintaining, and establishing a method whose preferred outcome is to reward employees in just a firm or even a business. This method provides a fair and equitable way of appreciating the values of the employees whose output to the organization is recognized as valuable. Various theories have now been formulated in neuro-scientific human resources to deal with the issue of reward management. An example of such theories is motivation theory which requires the motivation of employees for them to be beneficial or maybe more productive to an organization. Salaman, Storey, and Billsberry (2005) consider the reward to be either monetary or nonmonetary.

Victor Vroom’s theory referred to as “Vroom’s Valence x Expectancy Theory” better really helps to understand the partnership between reward and motivation. According to Gellman (2009), this theory entails the mental process mixed up in choices created by an employee. In accordance with this theory, there is a direct relationship between your predisposition to do something in a particular manner and the strength of the expectations or rewards that could come due to the act (Gellman, 2009). When the employees are assured that there is an improved performance appraisal, they are motivated to improve their performance (Salaman, Storey & Billsberry, 2005). For employees to be motivated, this theory sets three conditions that must be met: additional effort would bring about better performance, the well-done job ought to be associated with rewards like pay-rise or bonuses, rewards provided should be satisfactory to the employee.

TPL has not been in a position to retain its employees because it does not motivate the able employees to remain. To address this issue, the company must have a reward system through bonuses whenever performance is improved. The current company’s pay system is very inflexible since the salary is increased on annually basis no matter personal or company performance. With the existing pay system, the employees do not need to work extra harder as they are maybe not guaranteed any rewards. TPL should hence introduce a flexible reward system such that it can motivate the employee and retain them rather than losing and recruiting new ones.

Equity and diversity

Workforce diversity entails the inclusion of all kinds of persons in corporate performance. Today, many organizations view diversity as a competitive advantage which provides rise to economic advantage to the corporation when incorporated into the strategic business goals (Bratton & Gold, 2003). In many countries, workforce diversity is streamlined in the policy and the legal framework providing you with provisions for anti-discrimination cases (Thompson, 2003). According to Dickens (1999), diversity is the number of cultural and social identities among people in a typical employment setting. Various cultural and social attributes determine diversity: gender, race, education, beliefs, religion, age, disability among others. Various approaches can be used in managing diversity. One approach could be the mainstream approach that describes self-categorization and the self-identity theories. The self-identity theory entails group membership and behaviors. However, the self-categorization theory entails how individuals stereotype their attitudes and behaviors to enable them to associate themselves with particular groups. These theories help avoid any group conflict that may have a negative affect workplace performance (Bratton & Gold, 2003).

TPL has didn't address the problem of equality and diversity since you can find few women and people from ethnic minorities. Further, this group of employees does not progress in terms of promotion even when they truly are the very-able. For TPL to progress, there's a need for the business to create equal opportunities for all your employees. Failure to create this opportunity for the minority people, disabled, and women would make them feel discriminated and therefore their output is affected.

Human resource development

The thought of human resource development is generally accepted as a theory that is aimed at developing human capital by developing the in-patient and the corporation to improve their performances (Wang, 2004). Human resource capacities can be developed through further education. This is often done through career development and training. The outcome of HRD has increased competencies which make certain that current and future jobs are performed effectively (Wang, 2004).

TPL has been training its staff on the best way to carry out their functions whenever new roles and new technologies are introduced. It's thus expected that the accident rate below and performance must certanly be improved. Nevertheless , this is not the case since most training is done off-site. To avoid the situation, TPL’s consultant should train the employees at your website in order to improve efficiency. A paradigm shift from off-site to on-site would ergo yield very good results towards improved performance considering that the employee would acquire real practical knowledge.

Example #3

The paper “The Human Resource Management Difficulties Experienced by Top Paint Limited” is just a dramatic exemplory instance of human resources example. Top Paints Limited (TPL) has been facing many challenges. It has experienced a steady decline from a relevant strong position ten years ago where it made no profit in 2010 for initially ever. The whole workforce in TPL has been making a lot of dissatisfaction, which has generated low morale, low productivity, and poor relationships at the office. This has also resulted in a growth in absenteeism, product complaints, and service complaints. Ergo, this shows a flawed human resource activity in TPL and there is a need certainly to give priority in these areas to locate a lasting means to fix these dilemmas in TPL; performance management, reward management, human resource development, and equality and diversity.

Performance management

The employees in TPL lack the opportunity to be initiative since the top-level management is definitely acting on guidelines. This shows a lack of cooperation between the employees and the very best management that in turn paid down their morale in working and subsequently reducing their productivity. This calls for the employment of management processes in order to manage individuals within an effective manner with an goal of achieving high levels in the performance of the business. There is a have to close the gap between management and employees by establishing a shared understanding to develop a solid workforce for the achievement of TPL’s goals. Because the employees are suffering from negative attitudes between them and management, individuals have to be guided to be able to feel that work satisfying, fulfilling, and with the capacity of development at all. This can be supported by the use of the goal-setting theory to be able to link the performance of the tasks with goal setting techniques. Because the entire company appears to have lost its main objective, there is a have to set specific goals which are challenging along with appropriate feedback in order to produce better performance. This will supply the employees a path or perhaps a direction to check out on the requirements to be achieved and the efforts necessary to achieve the target. This will be achieved if the employees may also be given the opportunities to be initiative. The main way to obtain motivation for the job would be the willingness of the employees to freely work towards the achievement of goals. If the employees will be given clear and specific goals in addition to being available to their comments on work. With the provision of challenging and realistic goals, the employees will have the reason why to work and feel proud so when triumphant because they achieve the goals. Yet another important thing that failed to work in TPL is the provision of appropriate feedback on employee’s performance. Feedback will undoubtedly be essential as a means of making clarifications, regulating difficulties in goals, gaining a reputation in a manner that the involvement of the employees will lead to job satisfaction and being more productive. Alternatively, the managers should make sure that they should interact and behave in a way that promotes and allows better relationships in work. They should also be able to gauge themselves in accordance with output in a way that, if the work is interesting, the performance should also be better (Armstrong, 1998)

Reward management

From the example, it is clear that the salaries earned by the employees are flat. The pay spine is very inflexible such that the talented people end up trying to find greener pastures in better-paying companies whilst the less competitive are left due to not enough any other option. This contributes to low productivity and low performance. Additionally , there is no reward in case of any improvement in performance. As a result of this, there is a significance of a reward management process that'll involve the development and implementation of the company’s strategies and policies. This may enable the firm to reach its objectives as well as retaining its competitive employees prior to the needs of the employees through increasing their commitment and motivation. If the employees is likely to be rewarded based on their value and their potential contributions to the organization, they will feel at ease working in a strong that recognizes their efforts. The management must also recognize each employee’s capability and set goals that match with their intuitiveness (Armstrong, 495). This can be supported by a broad banding structure or system that shows that the progress of employees is more dependent on improvement than promotion, the flexibility of the system, putting decisions on managers’ hands so that they do have more responsibility towards the staff and finally employees increase their incentives in achieving their goals. Which means the success of the corporation is dependent on the recognition of the efforts of each and every employee through rewards that later cause more efforts and profitability (Stredwick, 13).

Human resource development

Even though TPL carries through training of its staff, you can still find complaints and accidents as a result of repetition of mistakes. Additionally , there is hostility and disbelief in case one tries to bring change or being initiative. In this instance, human resources development is very crucial, as the success of TPL will depend on the management of the workforce. Thus, there exists a need to develop strategies which will ensure a growth in manufacturing and gaining a competitive advantage through proper management and development of employees to be much more productive. This really is enhanced through the development of strategies based on informed decisions and the involvement of the employees. TPL needs and also to develop a policy on recruitment and selection to ensure the choice of a competitive and diverse workforce (Beardwell, 197).

This really is supported by classical approach theory, which ensures that the strategy process will involve an extensive understanding of the interior and external environment, selecting on strategic choices and implementation of the plans, and ensuring management decisions flow from top to down ensuring the involvement of all levels. This makes the employees initiative ergo increasing the productivity and performance (Miller, 148).

Equality and diversity

That is also a problem in TPL as you can find very few ethnic minorities and women and the few that are recruited later resign. This shows a lack of comfort for the minorities in working in the TPL environment. Thus, management needs to make sure that everyone is treated the same as well as recognizing that various groups and people are different. To get this done, the company should be flexible and observe uniformity in addressing the needs of its employees in order to change its culture. This is enhanced by ensuring the working environment will support women and ethnic minorities by totally involving them in decision-making. Additionally it is important to think about the development of a new policy in recruitment that promotes diversity and equality. That is supported by way of a short approach that is much like a liberal approach wherein advocates for the elimination of bias on sex in the practice of human resource management, increasing opportunities for women and minorities in general management and technical fields, and being flexible in conditions and terms (Noon, 226).

Conclusion

The down sides experienced by TPL could be associated with poor work relationships, lack of recognition of efforts made by staff, criticism, between management and employees and poor culture of the firm, and the entire management of the actions in the firm which has led to low productivity and lack of profits. These problems are addressed through performance management, equity and diversity, reward management, and human resource development. This will bring about better usage of human resources, a broad customer base, wider and competitive recruitment of labor, and a confident image of the company.