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Responsibilities of human resource management.
Scenario:

You are the human resources director for the National Lewis
and Clark Corporation (NL&C). NL&C is a 2-year-old innovative-service
organization that has grown from 5 employees to 250 employees, with most of
that growth occurring in the past 6 months. You joined the organization 2
months ago, when the company president decided that the company had grown to
the point of needing a human resources department. In your first couple of
months with NL&C, you have noticed several areas in need of development or
redesign.

The growth of the organization has been steady, and that is
not expected to diminish any time soon. The top management expects you to
somehow develop fast, reliable, cost-effective recruiting methods to meet the
tremendous staffing needs that have been communicated to you.

All employees benefit from the company’s progressive
profit-sharing plan. However, a comparative salary survey has found its way to
your desk, and you see that NL&C’s salary and benefits for most positions
are far below national averages. You wonder if this will in time have an effect
on the quality of employees attracted to the company.

In your first weeks with the company, you have also received
many informational requests from employees about their benefits–so many, in
fact, that it takes up much of your productive time.

With a company that has grown as quickly as NL&C, there
are employees who were promoted to management positions and given very little
training. The quality of people management and customer service practice varies
greatly from department to department. There are actually a couple of
departments that clients and vendors seem to try to avoid interaction with,
though the majority of departments seem to naturally excel in the way they
treat both business and internal clients.

Something that the company president recently said makes you
think that part of the reason you were hired has to do with the fact that a few
terminated employees have filed lawsuits against NL&C in recent months. You
also have been passed paperwork from these lawsuits involving claims of both
wrongful termination and discrimination. Though the treatment of employees in
the company seems good overall, there is little documentation on some of the
recent terminations. Also, there are no measures in place that would make you
fully confident that NL&C’s defense would stand in court.

There are mixed feelings among management and employees
about the addition of your position in the company. Some on the management team
are not sure that what your position offers will assist the company’s bottom
line. Others, including the company president and line employees, hope that you
will bring structure to everything that involves the company’s employees. They
are looking to you not only to ensure that each employee is treated fairly but
also to see to it that each employee has the incentive and training needed to
keep meeting the company’s ambitious goals for growth, expansion, and profit.

Details: It is time to meet with senior management and
explain what you do and why it is important to the success of the organization.
You want to be thorough in your response, so you begin by asking yourself the
following questions:

What do you believe are the most important roles of human
resources in an organization?
What are specific examples from your research and your
personal experience of how these roles helped employees and the organization?
Who does the HR department represent–the organization or
its employees?
How has the role of human resources management changed over
the past 25 years?
What is the future of the role of the HR manager in
organizations?

Responsibilities of human resource management.
Scenario:

You are the human resources director for the National Lewis
and Clark Corporation (NL&C). NL&C is a 2-year-old innovative-service
organization that has grown from 5 employees to 250 employees, with most of
that growth occurring in the past 6 months. You joined the organization 2
months ago, when the company president decided that the company had grown to
the point of needing a human resources department. In your first couple of
months with NL&C, you have noticed several areas in need of development or
redesign.

The growth of the organization has been steady, and that is
not expected to diminish any time soon. The top management expects you to
somehow develop fast, reliable, cost-effective recruiting methods to meet the
tremendous staffing needs that have been communicated to you.

All employees benefit from the company’s progressive
profit-sharing plan. However, a comparative salary survey has found its way to
your desk, and you see that NL&C’s salary and benefits for most positions
are far below national averages. You wonder if this will in time have an effect
on the quality of employees attracted to the company.

In your first weeks with the company, you have also received
many informational requests from employees about their benefits–so many, in
fact, that it takes up much of your productive time.

With a company that has grown as quickly as NL&C, there
are employees who were promoted to management positions and given very little
training. The quality of people management and customer service practice varies
greatly from department to department. There are actually a couple of
departments that clients and vendors seem to try to avoid interaction with,
though the majority of departments seem to naturally excel in the way they
treat both business and internal clients.

Something that the company president recently said makes you
think that part of the reason you were hired has to do with the fact that a few
terminated employees have filed lawsuits against NL&C in recent months. You
also have been passed paperwork from these lawsuits involving claims of both
wrongful termination and discrimination. Though the treatment of employees in
the company seems good overall, there is little documentation on some of the
recent terminations. Also, there are no measures in place that would make you
fully confident that NL&C’s defense would stand in court.

There are mixed feelings among management and employees
about the addition of your position in the company. Some on the management team
are not sure that what your position offers will assist the company’s bottom
line. Others, including the company president and line employees, hope that you
will bring structure to everything that involves the company’s employees. They
are looking to you not only to ensure that each employee is treated fairly but
also to see to it that each employee has the incentive and training needed to
keep meeting the company’s ambitious goals for growth, expansion, and profit.

Details: It is time to meet with senior management and
explain what you do and why it is important to the success of the organization.
You want to be thorough in your response, so you begin by asking yourself the
following questions:

What do you believe are the most important roles of human
resources in an organization?
What are specific examples from your research and your
personal experience of how these roles helped employees and the organization?
Who does the HR department represent–the organization or
its employees?
How has the role of human resources management changed over
the past 25 years?
What is the future of the role of the HR manager in
organizations?

Responsibilities of human resource management.
Scenario:

You are the human resources director for the National Lewis
and Clark Corporation (NL&C). NL&C is a 2-year-old innovative-service
organization that has grown from 5 employees to 250 employees, with most of
that growth occurring in the past 6 months. You joined the organization 2
months ago, when the company president decided that the company had grown to
the point of needing a human resources department. In your first couple of
months with NL&C, you have noticed several areas in need of development or
redesign.

The growth of the organization has been steady, and that is
not expected to diminish any time soon. The top management expects you to
somehow develop fast, reliable, cost-effective recruiting methods to meet the
tremendous staffing needs that have been communicated to you.

All employees benefit from the company’s progressive
profit-sharing plan. However, a comparative salary survey has found its way to
your desk, and you see that NL&C’s salary and benefits for most positions
are far below national averages. You wonder if this will in time have an effect
on the quality of employees attracted to the company.

In your first weeks with the company, you have also received
many informational requests from employees about their benefits–so many, in
fact, that it takes up much of your productive time.

With a company that has grown as quickly as NL&C, there
are employees who were promoted to management positions and given very little
training. The quality of people management and customer service practice varies
greatly from department to department. There are actually a couple of
departments that clients and vendors seem to try to avoid interaction with,
though the majority of departments seem to naturally excel in the way they
treat both business and internal clients.

Something that the company president recently said makes you
think that part of the reason you were hired has to do with the fact that a few
terminated employees have filed lawsuits against NL&C in recent months. You
also have been passed paperwork from these lawsuits involving claims of both
wrongful termination and discrimination. Though the treatment of employees in
the company seems good overall, there is little documentation on some of the
recent terminations. Also, there are no measures in place that would make you
fully confident that NL&C’s defense would stand in court.

There are mixed feelings among management and employees
about the addition of your position in the company. Some on the management team
are not sure that what your position offers will assist the company’s bottom
line. Others, including the company president and line employees, hope that you
will bring structure to everything that involves the company’s employees. They
are looking to you not only to ensure that each employee is treated fairly but
also to see to it that each employee has the incentive and training needed to
keep meeting the company’s ambitious goals for growth, expansion, and profit.

Details: It is time to meet with senior management and
explain what you do and why it is important to the success of the organization.
You want to be thorough in your response, so you begin by asking yourself the
following questions:

What do you believe are the most important roles of human
resources in an organization?
What are specific examples from your research and your
personal experience of how these roles helped employees and the organization?
Who does the HR department represent–the organization or
its employees?
How has the role of human resources management changed over
the past 25 years?
What is the future of the role of the HR manager in
organizations?

Responsibilities of human resource management.
Scenario:


You are the human resources director for the National Lewis
and Clark Corporation (NL&C). NL&C is a 2-year-old innovative-service
organization that has grown from 5 employees to 250 employees, with most of
that growth occurring in the past 6 months. You joined the organization 2
months ago, when the company president decided that the company had grown to
the point of needing a human resources department. In your first couple of
months with NL&C, you have noticed several areas in need of development or
redesign.








The growth of the organization has been steady, and that is
not expected to diminish any time soon. The top management expects you to
somehow develop fast, reliable, cost-effective recruiting methods to meet the
tremendous staffing needs that have been communicated to you.




All employees benefit from the company’s progressive
profit-sharing plan. However, a comparative salary survey has found its way to
your desk, and you see that NL&C’s salary and benefits for most positions
are far below national averages. You wonder if this will in time have an effect
on the quality of employees attracted to the company.





In your first weeks with the company, you have also received
many informational requests from employees about their benefits–so many, in
fact, that it takes up much of your productive time.



With a company that has grown as quickly as NL&C, there
are employees who were promoted to management positions and given very little
training. The quality of people management and customer service practice varies
greatly from department to department. There are actually a couple of
departments that clients and vendors seem to try to avoid interaction with,
though the majority of departments seem to naturally excel in the way they
treat both business and internal clients.







Something that the company president recently said makes you
think that part of the reason you were hired has to do with the fact that a few
terminated employees have filed lawsuits against NL&C in recent months. You
also have been passed paperwork from these lawsuits involving claims of both
wrongful termination and discrimination. Though the treatment of employees in
the company seems good overall, there is little documentation on some of the
recent terminations. Also, there are no measures in place that would make you
fully confident that NL&C’s defense would stand in court.








There are mixed feelings among management and employees
about the addition of your position in the company. Some on the management team
are not sure that what your position offers will assist the company’s bottom
line. Others, including the company president and line employees, hope that you
will bring structure to everything that involves the company’s employees. They
are looking to you not only to ensure that each employee is treated fairly but
also to see to it that each employee has the incentive and training needed to
keep meeting the company’s ambitious goals for growth, expansion, and profit.








Details: It is time to meet with senior management and
explain what you do and why it is important to the success of the organization.
You want to be thorough in your response, so you begin by asking yourself the
following questions:




What do you believe are the most important roles of human
resources in an organization?
What are specific examples from your research and your
personal experience of how these roles helped employees and the organization?
Who does the HR department represent–the organization or
its employees?
How has the role of human resources management changed over
the past 25 years?
What is the future of the role of the HR manager in
organizations?










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