Hrm Annotated Bibliography free essay sample

The misconceptions are replaced with evidence based strategies that show the underlying factors beyond pay compensation that drive turnover in addition the employee morale. One of the meta-analytical relationships that affect the rate of employee’s turnover includes leadership and relationships in the workplace. Another area that impacts an employee’s loyalty and turnover is the job satisfaction; however, human resource management can influence turnover through socialization of new entering employees and providing training and development opportunities that increase the desire for employees to stay with the organization. Overall, this article provides evidence based strategies that unquestionably impact employee morale and hence employee turnover. Cascio, W. F. (2012). Be a Ringmaster of Risk. HR Magazine, 57(4), 38-43. Retrieved from http://www. astd. org/Publications/Magazines/TD Cascio’s compares human resource management to the human capital risks involved in conducting business. Three types of human capital risk that will be highlighted in this research are: Strategic, Behavioral, and Skills Gaps. We will write a custom essay sample on Hrm Annotated Bibliography or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Strategic human capital risks that are believed to have a negative impact on the leadership development because these risks often seen as poor configuration of Human Resource strategies combined with corporate strategies. Behavioral human risk impact many facets of employee morale such as human actions and tendencies that undermine change and loyalty. Skills gaps are deficits between ability of employees capabilities and business goals which can reduce the development of growth and leadership frequency and the negatively influence on organizational goals and stability. Cascio gives human resource managers techniques to minimize the human capital risks associated with dealing with each of these areas. Jusko, J. (2012). How to Develop High-Potential Employees. Industry Week/IW, 261(9), 26-29. Retrieved from http://www. industryweek. com/ Jusko informs those interested in developing high-potential employees of the basic steps to create efficient leaders. To have a successful employee development program, it is very beneficial for the upper-level management of organizations to have an extensive involvement in leadership development. The organization should also have dependable, clear-cut, high moral level culture which should look toward what skills will be needed in future occupational endeavors when reviewing current talent’s work performance. High-potential employees should be given opportunities to learn and develop skills that will be rewarding for themselves as well as the organization in the future. Motivation increases the retention of high-potential employees. Furthermore, managers of these employees should be held responsible for the development of their skills. Ketter, P. (2012). New Career Development Thinking. T+D, 66(9), 10. Retrieved from http://www. astd. org/Publications/Magazines/TD As the editor of a training and development magazine, Ketter give insight on the importance of career development and the responsibilities of training and development managers to encourage employees. Ketter gives a brief summary of how this influence impacts the future of the career ad personal growth of new and current employees within an organization. Lykins, L. (2012). Getting Results: Aligning Learnings Goals with Business Performance. T+D, 66(4), 28. Retrieved from http://www. astd. rg/Publications/Magazines/TD Lykins’ presents statistical information that shows the significance of effective learning goals being associated with the business strategy. The research that is presented shows the correlation of leaning objectives and the organizations economic success. In addition, it shows a correlation to the goals of the organization’s employees. The employees with higher optimism of the or ganizational goals tended to learn more and were deem as high-performers. Newstrom, J. W. (2007). Supervision: Managing for Results (9th ed. ). Boston: McGraw-Hill/Irwin. Newstrom gives insight on the duties of supervision in the specific area of training and developing employees. The training and developing of employees is rewarding to the employer if the training is done in a sufficient manner. There are various factors of learning and multiple training aids that are available for employees; however, it is very important that the trainee/employee has an aid that accommodates their learning style. Noe, R. A. , Hollenbeck, J. R. , Gerhart, B. , amp; Wright, P. M. (2010) Fundamentals of Human Resource Management (4th ed. ), New York, NY: McGraw-Hill/Irwin The premise of this textbook is in-depth knowledge about the structure and polices of Human Resource Management. Two areas emphasized in this research paper are training employees and job satisfaction. First, training and development is addressed because the authors of the book give insight on the stages of instructional design and the best techniques of training employees. Then, job satisfaction issues are addressed to give insight to the reasons employees are unsatisfied. In addition, the job satisfaction may lead to symptoms of job withdrawal which may lead to employee morale issues. Pace, A. (2012). The Best Keep Learning. T+D, 66(4), 22. Retrieved from http://www. astd. org/Publications/Magazines/TD In this article, research is presented that was conducted by the Institute for Corporate Productivity. This research gives insight the top five critical areas for high performing organizations. Furthermore, one of the top areas critical areas of concern is the importance of leadership development. In a human capital report comparing 2010 to 2012, high performing organizations are seven times more efficient at supervision of learning and development. In addition the organizations that are considered high performers are five times more resourceful with leadership development, coaching, and recognition as their low performing colleagues. High performers tend to emphasize on the introducing new ideas and meeting the needs of the present without compromising the ability of future generations to meet their own needs. Petts, D. (2012). Next-generation education. Modern Metals, 68(3), 8. . Retrieved from http://www. modernmetals. com/ Petts details the advances of technology and the impact on training and development of employees. Petts made one significant point is that online education is one of the current technological advances that help managers train and employees learn. Self-administered training segments and timed quizzes give employees a tool for empowerment and help them increase skills needed to do better with less time than before. As a result, this training increases self-reliance, determination, and critical thinking skills of the employees. Subsequently, managers and businesses are getting more qualified and productive employees.