Qnt 351 Data Collection Essay

Human resource departments today have a more distinct, calculated position within organizations, and human resource strategy influences the bottom line. “One of the challenges for HR leaders is convincing executive leadership teams that human capital is one of the most important resources in which the company can invest” (Mayhew, 2014, p.). Subsequently, “this return on investment is an essential part of the argument for including HR as part of an overall business strategy” (Mayhew, 2014, p.). Human resource departments utilize the information given to them from company executives and leaders, coupled with their respective expertise on all things personnel, and they plan and implement staffing concerns for the betterment of the organization. From preparing job analysis, to comparing inventory and forecasting, it is the responsibility of human resources to consider the objectives of an organization and fulfill those goals while operating the specific planning relative to HR.

In the selection process of the HR Manager, four applicants Michael Anderson, Arthur Dougherty, Jane Reynolds and Steven Robinson were called for an interview. Based on their resumes and interviews and the factors identified, I would rate Steven Robinson the highest followed by Arthur Dougherty, Jane Reynolds and Michael Anderson i.e. 9, 8, 7 and 6 on a scale of 10 respectively.

Human Resource plays a key role in designing the performance management framework. Human Resource role is manifold and each of these roles well played can be highly beneficial to the organization. However, as it is now, the people in the department do not seem up to par. In the article, "Why We Hate HR," written by Keith H. Hammond, the author portrayed a negative stance on the department. He listed four reasons describing what is wrong with the Human Resource people. Based on those four main criticisms, three individual interviews were conducted to see either Hammond’s point of view is agreeable or not. The interviewees also have given their personal experiences and opinions when comparing their

Quantitative Research is using numerical data such as how many minutes, degrees, number of etc. Quantitative research is commonly used to research the number of thing for example there have been 5 members, 2 non-members and 10 monthly members attend a fitness class today.

Gómez-Mejía, L. R., Balkin, D. B., & Cardy, R. L. (2016). Managing human resources (7th ed.). Harlow: Pearson.

For this assignment we needed to compute the mean, median, and mode for five quantitative variables. The five that were computed in this assignment were number of total prior arrests, number of prior misdemeanors, number of total prior convictions, number of prior felony arrests, and number of drug convictions. The mean is defined as the average in a group of numbers, the median is the middle number in a group, and the mode is the most frequently occurring number in the group.

I have been asked to provide a report that supports the retention of the HR function within our organisation. In this report I will explain how Human Resource activities support the organisations strategy and how HR professionals support line managers and their staff.

FOUNDATION CHRP CL&D ASSESSMENTRecording, analysing and using HR information (3RAI)3RAI_F203A_HR_June – Core Unit Assessment – Version 3 June 2012Student name:

2. Leatherbarrow, C., Fletcher, J. & Currie, D. (2010) Introduction to Human Resource Management. 2nd Edition. London: CIPD

Martell and Carroll (1995) stated that there are two types of human resources: strategic and operative. They went on to describe four characteristics of human resource initiatives: (1) They are long-term oriented; (2) They are connected with the corporate strategies; (3) They are connected with the organizational performance; and (4) The line managers are involved in the details of decisions regarding human resource management. Too often, both operations managers and human resource mangers forget that they are working toward the same goal. Often, human resources will adopt policies and procedures that are hard for line managers to implement, and line managers expect human resources to have an inherent understanding of the processes taking place on the plant floor. The relationship between the best human resource practices and organizational performance must always

Gerhart, B., Hollenbeck, J., Noe, R., & Wright, P. (2009). Fundamentals of human resource management (3rd ed.). New York, NY: McGraw-Hill.

9. What challenges face HR managers with regard to workforce availability and quality? What are potential

As a business leader, when I review a situation or event, especially with regards to financials, by means of complex mathematical and statistical modeling I am using quantitative analysis. The Human resources department is a critical component to managing the working environment and supports the overall business strategy. Through a quantitative understanding of company problems, I and my fellow Human Resource associates can identify, analyze and solve problems. Quantitative analysis offers a systematic methodology for utilizing raw data and information. I know that quantitative methods allow my department to produce accurate none biased reports that help shape our company. The derived facts and information can therefore be considered to better position the department in maintaining and growing our success within retention, hiring and job satisfaction. While Human resources is greatly focused in recruiting and hiring the right people, many HR professionals work in many facets beyond hiring.

Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)

The employees answered questions regarding their working conditions, hours worked, training, compensation, treatment, communication, and security. The results of the survey are disappointing to the management at BIMS as the response was only 17.3% of their employees expressing how they feel about the company, and jobs. The initial survey indicated that most of the DMC employees were very unhappy with their current position, their salary, and their work experience at BIMS. With this, the hypothesis for the initial survey is that the results are skewed based upon a lack of input from employees. For BIMS to fully understand the higher than normal turnover rate at this particular facility, additional data will need to be collected.