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Essay on Human Resource Management (HRM): Top 6 Essays

In this essay we will discuss about ‘Human Resource Management’. Find paragraphs, long and short essays on ‘Human Resource Management’ especially written for school and college students.

• Essay on Human Resource Management

Essay Contents:

• Essay on the Functions of Human Resource Management

Essay # 1. Introduction to Human Resource Management :

Men, materials, machines and money are considered as the main factors of production. Out of all these factors, men are considered as an important factor. It is very difficult to handle the other factors of production with­out the efficient use of human resources.

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Several terms have been used by various management thinkers to represent human re­sources. These include ‘personnel’, ‘people at work’, ‘manpower’, ‘staff’ and ’employ­ees. Whatever may be the term used, human resource of any organization consists of all individuals engaged in any of the organiza­tional activities at all levels.

The importance of human factor can be judged from the point that some people consider management and personnel/human resource management as one and the same thing. Lawrence A. Appley observed that “Management and personnel administration are one and the same. They should never be separated. Management is personnel administration”. Of all the tasks of management, managing the human component is the central and most important task, because all else depends on how well it is done.

With the increase in number of employees in an organization, greater emphasis is being placed on personnel management and also on the adoption of standardized procedures and compensation plans. The personnel department helps management in using and developing appropriate manpower to achieve organizational goals.

Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise.

Essay # 2. Definition of Human Resource Management :

Human Resource Management (HRM) has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization.

Some of the definitions of human resource management as given by various persons are:

Human Resource Management is the function within an organization that focuses on recruitment, management, and providing direction for the people who work in the organization.

Human Resource Management is the understanding and application of the policy and procedures that directly affect the people working within the project team and working group. These policies include recruitment, retention, reward, personal development, training and career development.

Human Resource Management is the effective use of human resources in order to enhance organizational performance.

Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

Essay # 3. Scope of Human Resource Management :

The scope of HRM is very wide.

It covers the following aspects:

(i) Personnel Aspect :

This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc.

(ii) Welfare Aspect :

It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc.

(iii) Industrial Relations Aspect :

This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc.

Essay # 4. Objectives of Human Resource Management :

Objectives are predetermined goals to which individual or group activity in an organization is directed. Objectives of human resource management are influ­enced by organizational objectives and individual goals.

Some of the objectives of HRM are:

a. To ensure effective utilization of human resources.

b. To ensure respect for human beings.

c. To identify and satisfy the needs of individuals.

d. To achieve and maintain high morale among employees.

e. To provide the organization with well-trained and well-motivated em­ployees.

f. To increase to the fullest the employee’s job satisfaction and self-actual­ization.

g. To develop and maintain a quality of work life.

h. To provide better conditions of employment.

i. To develop overall personality of each employee in its multidimensional aspect.

j. To enhance employee’s capabilities to perform the present job.

k. To provide fair wages to employees.

l. To inculcate the sense of team spirit, team work and inter-team collabo­ration.

Essay # 5. Nature of Human Resource Management :

Human Resource Management is a process of bringing people and organiza­tions together so that the goals of each are met.

The various features of HRM include:

a. It is pervasive in nature as it is present in all enterprises.

b. Its focus is on results rather than on rules.

c. It tries to help employees develop their potential fully.

d. It encourages employees to give their best to the organization.

e. It is all about people at work, both as individuals and groups.

f. It tries to put people on assigned jobs in order to produce good results.

g. It helps an organization meet its goals in the future by providing for competent and well- motivated employees.

h. It tries to build and maintain cordial relations between people working at various levels in the organization.

i. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.

Essay # 6. Functions of Human Resource Management:

Every manager in an organization has to perform the personal functions in one form or the other in order to get the things done through others.

The functions of human resource management can be classified as:

(i) Managerial Functions.

(ii) Operative Functions.

(i) Managerial Functions :

The managerial functions are mainly concerned with planning, organizing, directing and controlling the various activities of personnel management.

These functions are explained below:

(a) Planning:

Planning is deciding in advance what to do; how to do; where to do; and who is to do it. For personnel manager, planning means the determination in advance of personnel programme. Planning is concerned about present manpower positions, what number and kind of people are required for the organization.

(b) Organization:

After the establishment of organizational goals and objectives, human resource manager must design and develop organization structure to carry out the various operations. Organization involves identification and grouping the activities to be performed and dividing them among the individuals and creating authority and responsibility relationships among them.

(c) Directing:

Directing as a managerial function involves building sound industrial and human relations among people working in the organization. The direction function of the personnel manager is meant to motivate and guide the people to achieve organization goals. The employees can be motivated through salary administration, career planning, provision of health and safety requirements etc.

(d) Controlling:

Controlling function is concerned with regulation of activities in accordance with the personnel plans. It includes checking, verifying and comparing actual with the plans, identifying deviations if any and correcting them. Auditing, training programmers, analysing, labor turnover records, conducting separate interviews are some of the means for controlling the personnel management function.

(ii) Operative Functions :

Operative functions are those functions which are usually delegated to the human resource department as these require specialized skills and knowledge in their performance. All these operative functions are interacted by managerial functions. Further these functions are to be performed in conjunction with management functions.

Some of the operative functions of human resource management are:

(a) Employment :

It is the first operative function of HRM. Employment is concerned with securing and employing the people possessing required kind and level of human resources necessary to achieve the organizational objectives. It covers the functions such as job analysis, human resources planning, recruitment, selection, placement and induction.

(i) Job Analysis:

It is the process of study and collection of information relating to the operations and responsibilities of a specific job.

It includes:

i. Collection of data, information, facts and ideas relating to various aspects of jobs including men, machines and materials.

ii. Preparation of job description, job specification, job requirements and employee specification which help in identifying the nature, levels and quantum of human resources.

(ii) Human Resources Planning:

Human resource planning involves fore­casting the human resource requirements of an organization and the fu­ture supply of human resources. It is a process for determination and assuring that the organization will have an adequate number of qualified persons, available at proper times, performing jobs which would meet the needs of the organization.

(iii) Recruitment:

It is the process of seeking and attracting prospective candidates against a vacancy in an organization.

After having determined the number of persons required for different jobs and requirements of different jobs, the recruitment process will begin.

The term recruitment may be defined as the process of searching the candidates for employment and stimulating them to apply for jobs in the organization. In other words, the term ‘recruitment’ stands for discovering the sources from where potential employees will be selected.

(iv) Selection:

Selection is the process of identifying and establishing the credentials of a candidate for a job to ensure success.

Recruitment vs. Selection :

Both recruitment and selection are the two phases of the employment process. Recruitment comes first and is followed by Selection.

(v) Induction and Orientation:

Induction and orientation are the tech­niques by which a new employee is rehabilitated in the changed sur­roundings and introduced to the practices, policies, purposes and people etc., of the organization.

(b) Training and Development :

This process aims to train and develop employees to improve and update their knowledge and skills, so as to help them perform their jobs better. The process also includes developing the attitudes, beliefs and values of the employees to match the organizational needs. This comprises of performance appraisal, training, management/executive development, career planning and development.

(i) Performance Appraisal:

It is the process of evaluating the performance of an employee on the job and developing a plan for improvement.

(ii) Training:

Training is the systematic development of the knowledge, skills and attitudes required to perform a job.

After the employee is selected, the most important part of human resource program is to impart training to the employee. Training plays a significant role in human resource development. Human resources are the life-blood of any organization. Only through trained and efficient employees, the organization can achieve its objectives.

Training is defined as “the art of increasing the knowledge and skill of an employee for doing a particular job”.

Since training involves time, effort and money by an organization, so an organization should carefully design its training program. The objectives and need for training should be clearly identified and the method or type of training should be chosen according to the needs and objectives established.

Need of Training:

Training is necessary both for existing and new employees. It increases the skill of the employees.

The need of training arises because of the following factors:

(a) Rapid Changes in Technology:

As the technology is changing at as fast pace, so employees must learn new techniques to make use of advanced technology.

(b) Frequent Accidents:

Due to increase in number of industrial accidents, an effective training program should be made for the safety of the employees.

(c) Quality Conscious Customers:

As the customers have become quality conscious, so there is need of training to employees for improving the quality of products.

(d) Increase in Productivity:

Effective training helps in increasing productivity and reduction in production costs of an organization.

(e) Supply of Trained Personnel:

Training ensures an efficient supply of trained employees at all levels of organization.

Benefits of Training :

Some of the benefits of training are:

a. Better performance of employees both in terms of quantity and quality of output.

b. Elimination of wastages which leads to reduction in cost of production.

c. Reduction in needs of supervision.

d. It helps in developing and improving the organizational culture.

e. Increase in morale of the employees.

f. Reduction in number of accidents.

g. Improvement in quality of work.

h. Reduction in machine breakdown and maintenance cost.

i. Increase in productivity which results in enhanced earnings for employees.

j. Increase in self-confidence.

k. More opportunity for growth/promotions.

(iii) Development:

It is the concept of developing the employees in an organization to meet future changes and challenges.

(iv) Career Planning and Development:

It refers to identifying one’s career goals and formulating plans of reaching them. It attempts to harmonize an individual’s career aspiration with organizational needs.

(c) Compensation :

Compensation function is concerned with securing adequate and equitable remuneration to persons for their contribution. Fixation of compensation or wage rates for different categories of employees is an important task of management. Function related to job evaluation, wage and salary administration, incentives, bonus and fringe benefits falls under this category.

Compensation is what employees receive in exchange for their contribution to the organization.

Generally, employees offer their service for three types of rewards:

b. Incentives.

c. Benefits.

Pay refers to the base wages and salaries employees normally receive. Incentives in the form of bonuses, commissions and profit sharing plans are incentives designed to encourage employees to produce results beyond normal expectations.

Benefits such as insurance, medical, recreational, retirement etc. represent a more indirect type of compensation.

So, the term compensation is a comprehensive one including pay, incentives, and benefits offered by employers for hiring the services of employees. In addi­tion to these, managers have to observe legal formalities for offering physical as well as financial security to employees. All these play an important role in any HR department efforts to obtain, maintain and retain an effective workforce.

(i) Job Evaluation:

It is the systematic determination of the value of each job in relation to other jobs in the organization.

(ii) Wage and Salary Administration:

The process of formulating and operating a suitable wage and salary program is known as wage and salary administration.

(iii) Incentives:

Incentives are the rewards an employee earns in addition to regular salary based on his performance or of the collective performance.

(iv) Bonus:

Bonus is primarily a share in the surpluses and is often directly related to the organization performance.

(v) Fringe Benefits:

Fringe benefits are monetary and non-monetary benefits including disablement benefits, housing facilities, canteen facilities, conveyance facilities, educational facilities, recreational facilities, medical and welfare facilities, post-retirement benefits, etc.

(d) Integration :

The basic objective of human resource management is to secure maximum performance from the employees in order to accomplish the objectives of an organization. This is possible through better integration between the organi­zation and its employees. The integration between the two can be achieved through three things-motivation, leadership and communication.

(e) Maintenance :

Maintenance function is basically concerned with the working conditions and welfare facilities provided to the employees. Morale and motivation of the employees is greatly influenced by these conditions. Working conditions include measures taken for health, safety and comfort of the employees. Welfare facilities include provisions of rest rooms, cafeteria, safe drinking water, education for children of employees etc.

(f) Industrial Relations :

It is the responsibility of human resource manager to maintain industrial peace in the organization. This can be done through collective bargaining, joint consultation and settlement of disputes, whenever they arise.

(g) Personnel Records :

Another function of human resource manager is to maintain the records of the employees. This is helpful in taking decisions relating to transfers and promotions, performance appraisal etc. These also help in identifying the weaknesses in the employees and the areas in which they need training.

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The new possible: How HR can help build the organization of the future

Business leaders watching their organizations experience profound upheaval because of the COVID-19 crisis may find it difficult to understand what it all means until the dust settles.

But the pandemic hasn’t afforded them, or any of us, that luxury. It has created profound and immediate changes to how societies operate and how individuals interact and work. We have all witnessed an at-scale shift to remote work, the dynamic reallocation of resources, and the acceleration of digitization and automation to meet changing individual and organizational needs.

Organizations have by and large met the challenges of this crisis moment. But as we move toward imagining a postpandemic era , a management system based on old rules—a hierarchy that solves for uniformity, bureaucracy, and control—will no longer be effective. Taking its place should be a model that is more flexible and responsive, built around four interrelated trends: more connection, unprecedented automation, lower transaction costs, and demographic shifts.

To usher in the organization of the future, chief human-resources officers (CHROs) and other leaders should do nothing less than reimagine the basic tenets of organization. Emerging models are creative, adaptable, and antifragile . 1 Nassim Nicholas Taleb, Antifragile: Things That Gain from Disorder , New York, NY: Random House Trade Paperbacks, 2012. Corporate purpose fuels bold business moves. “Labor” becomes “talent.” Hierarchies become networks of teams . Competitors become ecosystem collaborators. And companies become more human: inspiring, collaborative, and bent on creating an employee experience that is meaningful and enjoyable .

After the pandemic erupted last year, we spoke with 350 HR leaders about the role of uncertainty in their function. They told us that over the next two years they wanted to prioritize initiatives that strengthen their organization’s ability to drive change in leadership, culture, and employee experience.

How are they doing? In this article, we discuss ways that CHROs can continue to meet the moment by rethinking processes in three fundamental areas: identity, agility, and scalability.

How HR fits in the big picture

McKinsey has recently conducted research on how businesses can best organize for the future . The experimentation underway suggests that future-ready companies share three characteristics: they know what they are and what they stand for; they operate with a fixation on speed and simplicity; and they grow by scaling up their ability to learn and innovate.

HR can help propel this transformation by facilitating positive change in these three key areas, as well as with nine imperatives that radiate out from them (Exhibit 1).

Identity: HR can clarify the meaning of purpose, value, and culture

Companies that execute with purpose have greater odds of creating significant long-term value generation , which can lead to stronger financial performance, increased employee engagement, and higher customer trust.

Home in on the organization’s purpose

What is your company’s core reason for being, and where can you have a unique, positive impact on society? Now more than ever, you need good answers to those questions—purpose is not a choice but a necessity.

CHROs play a vital role in making sure the organization is living its purpose and values . HR can articulate and role-model desired individual mindsets and behaviors linked to purpose by identifying “moments that matter” in the company’s culture and translating purpose into a set of leadership and employee norms and behaviors.

For instance, commercial-vehicle manufacturer Scania holds an annual “Climate Day,” during which the company stops operations for one hour to hold sustainability training, in line with its purpose to “drive the shift toward a sustainable transport system.” 2 Scania Annual and Sustainability Report 2019 , Scania, scania.com.

HR can also ensure that clear changes are made to recruitment and capability-building processes by determining the characteristics of a “purpose driven” employee and embedding these attributes within recruitment, development, and succession planning.

HR can also incorporate purpose-driven metrics into compensation and performance decisions. Companies across industries have embarked on these metrics lately. For example, Seventh Generation, a maker of cleaning and personal-care products, recently built into its incentive system sustainability targets for the company’s entire workforce, in service of its goal of being a zero-waste company by 2025. Shell has plans to set short-term carbon-emissions targets and link executive compensation to performance against them.

Think deeply about talent

Organizations that can reallocate talent in step with their strategic plans are more than twice as likely to outperform  their peers. To link talent to value, the best talent should be shifted into critical value-driving roles. That means moving away from a traditional approach, in which critical roles and talent are interchangeable and based on hierarchy.

Getting the best people into the most important roles requires a disciplined look at where the organization really creates value and how top talent contributes . Consider Tesla’s effort to create a culture of fast-moving innovation, or Apple’s obsessive focus on user experience. These cultural priorities are at the core of these companies’ value agendas. The roles needed to turn such priorities into value are often related to R&D and filled with talented, creative people.

To enable this shift, HR should manage talent rigorously by building an analytics capability to mine data to hire, develop, and retain the best employees. HR business partners, who articulate these staffing needs to the executive management team, should consider themselves internal service providers that ensure high returns on human-capital investments. For example, to engage business leaders in a regular review of talent, they can develop semiautomated data dashboards that track the most important metrics for critical roles.

Create the best employee experience possible

Companies know that a better employee experience means a better bottom line. Successful organizations work together with their people to create personalized, authentic, and motivating experiences that tap into purpose to strengthen individual, team, and company performance.

The HR team plays a crucial role in forming employee experience. Organizations in which HR facilitates a positive employee experience are 1.3 times more likely to report organizational outperformance, McKinsey research has shown . This has become even more important throughout the pandemic, as organizations work to build team morale and positive mindsets .

HR should facilitate and coordinate employee experience. Organizations can support this by helping HR evolve, strengthening the function’s capability so that it becomes the architect of the employee experience. Airbnb, for instance, rebranded the CHRO role as global head of employee experience. PayPal focused on HR’s capability and processes to create a better experience for employees, including coaching HR professionals on measuring and understanding that experience, and using technology more effectively.

Strengthen leadership and build capacity for change

Culture is the foundation on which exceptional financial performance is built. Companies with top-quartile cultures (as measured by McKinsey’s Organizational Health Index ) post a return to shareholders 60 percent higher  than median companies and 200 percent higher than those in the bottom quartile.

Culture change should be business-led, with clear and highly visible leadership from the top, and execution should be rigorous and consistent. Companies are more than five times more likely to have a successful transformation  when leaders have role-modeled the behavior changes they were asking their employees to make.

To strengthen an organization’s identity, HR should ask the following questions:

• How can we develop an energizing sense of purpose that has a tangible impact on our strategic choices and ways of working?
• How can we identify key talent roles and focus them on creating value?
• How can we build a data-driven, systemic understanding of our organizational health?

Agility: HR’s role in flattening the organization

Organizational agility improves both company performance and employee satisfaction . HR can be instrumental in shifting an organization from a traditional hierarchy to a marketplace that provides talent and resources to a collection of empowered small teams, helping them to achieve their missions and acting as a common guiding star.

Adopt new organizational models

For instance, as a part of a multiyear agile transformation, a large European bank worked to establish an in-house agile academy led jointly by coaches and the HR function to drive capability building for the transformation.

To be successful, a transformation should touch every facet of an organization—people, process, strategy, structure, and technology. HR can help create an iterative approach by developing core elements of the people-management process, including new career paths for agile teams, revamped performance management, and capability building. It should lead by example as well, by shifting to agile “flow to work” pools  in which individuals are staffed to prioritized tasks.

Create a flexible—and magnetic—workforce

Because many roles are becoming disaggregated and fluid, work will increasingly be defined in terms of skills . The accelerating pace of technological change is widening skill gaps, making them more common and more quick to develop. To survive and deliver on their strategic objectives, all organizations will need to reskill and upskill significant portions of their workforce over the next ten years.

According to a 2018 McKinsey survey , 66 percent of executives said that “addressing potential skills gaps related to automation/digitization” within their workforces was at least a “top ten priority.” HR should help prioritize these talent shifts.

In a more recent survey McKinsey conducted with global executives  about the postpandemic workforce, more than a third of respondents said that their organizations were unprepared to address the skill gaps exacerbated by automation and digitization. The shift to digitization has accelerated during the pandemic: 85 percent of companies have picked up the pace of their digitization (including a 48 percent rise in the digitization of customer channels). In light of these trends and the need to shift skills, there is a clear business rationale behind workforce strategy and planning.

HR should be a strategic partner for the business in this regard, by ensuring that the right talent is in place to deliver on core company objectives. HR can also drive workforce planning by reviewing how disruptive trends affect employees, identifying future core capabilities, and assessing how supply and demand apply to future skills gaps.

Moving to a skills focus also requires innovative sourcing to meet specific work-activity needs (for example, the gig economy and automation), and changing which roles companies need to source with traditional full-time-equivalent positions and which can be done by temporary workers or contractors. In the survey with global executives, about 70 percent said that two years from now they expect to use more temporary workers and contractors than they did before the COVID-19 crisis.

During the pandemic, we’ve seen how organizations have come together to utilize talent with transferable skills. For instance, McKinsey has supported Talent Exchange , a platform that uses artificial intelligence to help workers displaced by the crisis.

Make better decisions—faster

Companies that make decisions at the right organizational level  and that have fewer reporting layers are more likely to deliver consistently on quality, velocity, and performance outcomes and thus outperform their industry peers. The pandemic has trained the spotlight on the power of fast decision making, as many organizations have had to move dramatically more quickly than they had originally envisioned. For example, one retailer had a plan for curbside delivery that would take 18 months to roll out; once the COVID-19 crisis hit, the plan went operational in just two days.

HR can help with strong decision making by empowering employees  to take risks in a culture that rewards them for doing so. McKinsey research revealed that employees who are empowered to make decisions and who receive sufficient coaching from leaders were three times more likely to say that their companies’ delegated decisions were both high quality and speedy .

Introduce next-generation performance management

Companies are experimenting with a wide variety of approaches to improve how they manage performance. According to a McKinsey Global Survey , half of respondents said that performance management had not had a positive effect on employee or organizational performance. Two-thirds reported the implementation of at least one meaningful modification to their performance-management systems.

We identified three practices—managers’ coaching, linking employee goals to business priorities, and differentiated compensation—that increase the chances that a performance-management system will positively affect employee performance. HR plays an important role in embedding these practices in performance management by supporting the goal-setting process, decoupling the compensation and development discussion, investing in manager’s capability building, and embedding technology and analytics to simplify the performance-management process.

To strengthen an organization’s agility, HR should ask the following questions:

• Can we enable more effective decision making by pushing decisions to the edges of the organization, creating psychological safety  that empowers people, and building capabilities?
• How do we accelerate the shift to a more diverse and deeply motivated talent base, one that is supported through a human-centric culture that enables outperformance and superior experience?
• Which organizational areas or end-to-end value-creation streams would most benefit from a shift to new ways of working and organizing?

Scalability: How HR can drive value creation

The new normal of large, rapidly recurring skills gaps means that reskilling efforts must be transformational, not business as usual or piecemeal.

Lean into a learning culture by reskilling and upskilling

Effective reskilling and upskilling will require employees to embark on a blended-learning journey that includes traditional learning (training, digital courses, job aids) with nontraditional methods (enhanced peer coaching, learning networks, the mass personalization of change , “nudging” techniques).

For instance, Microsoft shifted from a “know it all” to a “learn it all” ethos, incorporating open learning days, informal social learning opportunities, learning data for internal career paths, and new platforms and products for its partner network.

Memo to HR: Look in the mirror

To drive and facilitate these workforce initiatives, HR must transform itself first. Talent is consistently ranked as a top three priority for CEOs, yet many lack confidence in HR’s ability to deliver. 3 Dominic Barton, Dennis Carey, and Ram Charan, “People before strategy: A new role for the CHRO,” Harvard Business Review , July– August 2015, Volume 93, Number 7–8, pp. 62–71, hbr.org. The HR function is often overburdened with transactional work and not well equipped to create value for the enterprise.

Yet people-first organizations look at business problems from the perspective of how talent creates value, and HR is well positioned to bring data-driven insights to talent decisions. HR can arm itself with data-driven insights and people analytics to support talent-driven transformation, and HR business partners can then consistently make talent decisions based on data.

Create a value-enhancing HR ecosystem

McKinsey analysis has shown that a preponderance of executives recognize how much external partnerships help companies differentiate themselves. Increased value can be created through ecosystems where partners share data, code, and skills. Success now requires “blurry boundaries” and mutually dependent relationships to share value. The need of the hour is for HR to collaborate on and leverage the landscape of HR tech solutions across the employee life cycle—from learning, talent acquisition, and performance management to workforce productivity—to build an effective HR ecosystem.

To strengthen an organization’s scalability, HR should ask the following questions:

• How can we set up platforms spanning multiple players in the ecosystem and enable new sources of value and employee experience through them?
• How can we become the best company to partner with in the ecosystem? How can we set ourselves up for fast partnering and make the ecosystem accessible?
• What are the critical skills that drive future value creation and how can we upskill our talent base accordingly?

Looking ahead: How transformation happens

As the organization of the future takes shape, HR will be the driving force for many initiatives: mapping talent to value; making the workforce more flexible; prioritizing strategic workforce planning, performance management, and reskilling; building an HR platform; and developing an HR tech ecosystem. For other initiatives, HR can help C-suite leaders push forward on establishing and radiating purpose, improving employee experience, driving leadership and culture, and simplifying the organization.

Given the magnitude of the task and the broad portfolio of value-creating HR initiatives, prioritization is critical.

In May of 2020, HR leaders attending a McKinsey virtual conference indicated that over the next two years, they wanted to prioritize initiatives that strengthen agility and identity. That included 27 percent who said that they would focus on responding with agility and 25 percent who prioritized driving leadership, culture, and employee experience. Next came mapping talent to value and establishing and radiating purpose, each at 13 percent (Exhibit 2).

At a second conference for HR leaders, 4 Survey of human-resources leaders at “Reimagine: Organizing for the future,” a McKinsey virtual conference held in June 2020. about half of the assembled CHROs said that they were focusing on reimagining the fundamentals of the organization and rethinking the operating model and ways of working in the next normal.

We see organizations making this shift. Throughout the pandemic, HR has played a central role in how companies build organizational resilience and drive value . CHROs and their teams can continue on this path by connecting talent to business strategy and by implementing changes in the three core areas of identity, agility, and scalability, as well as the nine imperatives that flow from them.

A more flexible and responsive model will also help organizations meet coming demographic shifts and other workforce changes. Millennials are becoming the dominant group in the workforce (with Gen Z close behind), creating novel challenges for organizations to meet their needs. The prominence of the gig economy and alternate models of working will only grow, with 162 million workers in the European Union and the United States working independently— 70 percent of them by choice . And the rapid spread of digital technology and automation is dramatically reshaping the global economy, with half the tasks people perform already automatable today.

These trends are not new, but they are approaching tipping points, placing organization at the top of the CEO agenda. CHROs can help leadership by transforming their own HR organizations: developing and reinforcing clear priorities; embracing new ways of working, including rapid iteration and testing with the business and seeking explicit feedback; and revamping the HR skill set by embracing agility and digital capabilities.

While clearly a trial by fire, the pandemic also provides an opportunity for HR to accelerate its shift from a service to a strategic function, helping to shape a more dynamic organization that is ready to meet the postcrisis future.

Asmus Komm is a partner in McKinsey’s Hamburg office, Florian Pollner is a partner in the Zurich office, Bill Schaninger is a senior partner in the Philadelphia office, and Surbhi Sikka is a consultant in the Gurugram office.

The authors wish to thank Talha Khan for his contributions to this article.

This article was edited by Barbara Tierney, a senior editor in the New York office.

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Operations & Human Resources Manager, Essay Example

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The Operations Manager will have responsibility for managing the day-to-day business operations of the firm.  This will include: accounts payable, payroll, human resources and control of the organizational budget.  The role demands a combination of accountancy.  [Financial] and general administration experience.  The job will be particularly challenging in the financial management and control of the organization’s budget program.  In addition, dealing with the many aspects of the HR function, including the payroll system.  The position will benefit from a business degree or accountancy qualification.  A job description may be located at the following reference site.[1]

A knowledge of taxation payroll systems would be of specific value to this position.  Potential professional qualifications might include that of the American Institute of Certified Public Accountants [CPA] and the American management Association.  [AMA] and the qualification in human resource management like that of the human resource certification Institute  (Supporting advancement.com, 2010).   The average salary for an  Operations Manager is $61,000[2]

The human resource manager develops, advises and implements policies relative to the effective use of employees within the organization.  The HR manager needs to have a clear understanding of the business objectives of the firm.  The manager requires the right combination of skills and training in order to select the most suitable people for the and have the ability to match their training needs with the business goals of the organization.  The job will be challenging because it is at the very heart of the business operations and by its nature defines the culture and professional integrity of the business.  An appropriate job description can be located at the following site[3]. The job will require a combination of professional and business publications.  An MBA or appropriate business degree and teaching our qualification like that of the HR certificate Institute. would be most appropriate.  The most important specifics for the job include that of recruitment, training needs analysis, development and working practices and code of employee conduct, conduct of employment and employee remuneration.  Average salary ranges or as follows: $70,044 to $97,369 [4](My salary.com, 2006)

Works Cited

My salary.com. (2006). My salary.com . Retrieved 4 24, 2010, from My salary.com: http://swz.salary.com/salarywizard/layouthtmls/swzl_compresult_national_HR09200032.html

Supporting advancement.com. (2010). Operations Manager . Retrieved 4 24, 2010, from Supporting advancement.com: http://www.supportingadvancement.com/employment/job_descriptions/advancement_services/operations_manager.htm

[1] http://www.supportingadvancement.com/employment/job_descriptions/advancement_services/operations_manager.htm

[2] http://www.indeed.com/salary/Operations-Manager.html

[3] http://www.prospects.ac.uk/p/types_of_job/human_resources_officer_job_description.jsp

[4] http://swz.salary.com/salarywizard/layouthtmls/swzl_compresult_national_HR09200032.html

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• Essay on Workplace

Human Resource Management (HRM) – Small Business Essays Examples

Type of paper: Essay

Topic: Workplace , Human Resource Management , Business , Employee , Employment , Small Business , Development , Training

Words: 2750

Published: 11/22/2021

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Introduction

Statistics reveal the United States classifies over 99 percent of enterprises as small businesses. Accordingly, “These businesses are responsible for at least half of: private sector employees, highly skilled and trained employees, new jobs created, and the private gross domestic product (nonfarm)” (Fox 77). Effective processes of strategic business and human resource management planning collaborate providing small businesses a competitive edge attaining a market share of their particular industry. Fundamental to this is understanding the role theories play in strategic planning. At the same time, according to Hargis and Bradley, “In contrast to the deliberate, and proactive, structuring of human resource management practices according to the resource based view and strategic human resource management, as reviewed above, most frequently the human resource systems in place in small businesses are considered informal (at best) or non-existent” (105). Additionally, the literature shows how both owners and managers of small businesses emerge less than likely focusing on administrative issues particular to using HRM short of having a serious business issue requiring such attention. Kotey and Slade explain in the small business world noted implementing HRM practices and policies typically “lags behind other operational decisions” (as qtd in Hargis and Bradley 105). The following research, assessment, and discourse provides a better understanding of HRM methodologies and concepts as well as a commentary.

The process of HRM in any business organization is the interrelated design, development, and the implementation of practices influencing the effectiveness of and organization not only attracts job applicants, but the process directly affecting the productivity motivation of employees for job performance aligned to organizational growth and development goals (Dessler 36). Pfeffer adds, “Effective human resource management practices, including properly developed employee recruitment and selection plans, training and development programs, and compensation and reward systems have been linked to higher employee performance and adding value to the corporation” (qtd by Hargis and Bradley 105). It is a matter of seeing a cost effective method in the recruitment by providing applicants “with a realistic preview of the job duties and functions they will perform" (Hargis and Bradley 105). Torraco and Swanson describe how HRM’s emerging role in the planning and implementation of SBP shows the increase in this management division necessary in light of the increased information technology (IT) as pivotal to the success – or failure of every business – including small enterprises. This depends on the increased reliance on employees’ expertise in IT for establishing a competitive edge as aligned to the destabilization effect connect to existing national as well as global markets as creating and maintaining a competitive advantage (as qtd in Fox 73). Further according to Torraco and Swanson the alignment of HRM developmental efforts in developing an effective SBP shows it meets the needs in reaching desired outcomes by focusing on building knowledgeable and expertise. The professionally set HRM brings skills that “demonstrate the centrality of employee expertise, and build flexible human resources that meet the organizations current and future expertise needs” (as qtd in Fox 73). The core factor of the HRM developing and implementing a small business SBP shows from an internal perspective that best practices highlight focusing on the future of the organization growth and development goals by developing the needed employees with educational and training opportunities for professional development. In the small business environment development of the organizational culture emulating ethics and morals that apply to all stakeholders including the employees means HRM has such a model establishing a framework for accountabilities that meet the goals of the organization in enhancing employee motivation and production skills. In doing so applying output rewards as part of the process proves beneficial to sustaining the motivation and production activities of employees for efficiency as outlined by Yi and Hai (as qtd in Fox 71). Literature shows small businesses using HRM as a critical component for achieving a competitive advantage have a measurable correlation between HRM performance and their capabilities. This includes the connection between performance and using HRM strategies according to Karami et al (as qtd in Fox 71). Further, Ardichvili et al research findings argues three developmental stages of small business exist with each having the direct involvement of HRM meeting the developmental needs of the organization changes. Accordingly, the stages define as service or manufacturing industry type to sales volumes of thousands of dollars. The growth of the organization requires progressively delegating more work to employees ergo more HRM development needs (as qtd Fox 71).

Small Business

Understanding the difference between the small business HRM from larger organizations remains fundamental to the discussion of methodologies and concepts (Dessler 590). The field of HRM as a profession continues growing because in today’s ever changing world of business in this era of diversity the importance of understanding, addressing, and implementing best business practices means assuring the equal opportunity of all employees in personal and professional growth opportunities as aligned to organizational growth and development. The HRM component of any business enterprise is pivotal to strategic business planning (SBP) processes in any organization large or small. Fox advises, “Human resource management and human resource development practitioners need to examine their business for weaknesses in strategy and knowledge regarding strategic planning, and ensure that critical knowledge and skills regarding strategic planning are recognized and represented in their companies” (77).

Methodologies/ Concepts

Review of the literature (Dessler 595; Carlson 531) shows research empirically demonstrates that SBP through the HRM direction increases the return on investment, profits, and sales with better employee performance through such applications as applied education opportunities. This increases motivation to do the job they are hired and creates better job satisfaction. This in turn creates and sustains the competitive advantage. “It is essential to the strength of our small business sector and to the profession of human resource management that we continue to expand upon and utilize our increasing understanding of SHRD in small businesses” (Fox 77).

Theoretical Examination

Theory versus pragmatism and the effect of HRM practices in relation to employee performance remains a little researched area – especially in small business. However, even the limited literature applied to studies of large organizations focusing on this shows the interest increasing over the past decade according to Heneman, Tansky and Camp (as qtd in Carlson et al 531) and are legitimate for applying theoretical examination about small business. This includes selectivity in recruiting, high wages, security, employee incentives and ownership, training and skill development, as well as participation and empowerment along with recruitment. The management sciences report a growing recognition of best practices for HRM roles in small business that connect to employee working practices and high performance goals. Theoretically this applies to HRM best practices for small businesses that provide employees performance appraisals, morale maintenance, training and development opportunities, set competitive compensation that are all part of the recruitment package (Carlson et al 531). Theoretical applications of small business using HRM links to strategically implementing this aspect of management directly connected to organizational performance. The concept of creating, adopting, and implementing best practices from the HRM perspective emerges an effective manner for managing employees to the best advantage of the small business and according to the literature significant to the success of the organization and demonstrates it as a critical function (Carlson et al 531).

The literature proposes the most commonly referenced theoretical application is the Resource Based Theory:

“Resource Based Theory is described as providing ‘a basis for addressing some key issues in the formulation of strategy for diversified firm’ and as a ‘strategy for a bigger firm involves striking a balance between the exploitation of existing resources and the development of new ones’". (Wernerfelt as qtd by Fox 77) Granted, while this is particularly applied to large corporations, the premise nonetheless is effectively applicable to the small business enterprise from a pragmatic perspective.

The research on the effect of HRM practices for training employees show a link to higher performance in alignment to the number of hours this takes place. Effective employee training in a small business affects job satisfaction and motivation as already discussed above. The key to this remains connected with HRM creating and delivering instructional opportunities that engages the learner as applied to having an open environment encouraging employee contributing constructive feedback directly related to the HRM performance as the purveyor of instructional quality in this area (Hargis and Bradley 105). Kerr advises how HRM encouraging such input remains an, "important communication device that helps employees recognize which job related behaviors are expected and rewarded” (as qtd by Hargis and Bradley 105) as part of the outcomes of training and development among other aspects of the HRM process. Further, Hargis and Bradley determine that appropriately HRM strategies that ensure effective employer/employee communication in desired outcomes of employee training results in targeted outcomes that include better organizational understanding of their employees need for specific direction in their expected job performance (105). Gaining the competitive edge with effective, motivated, and trained employees through HRM practices contributes to organization growth and development goals. Thus, training is a key function for HRM accountabilities that conveys a strong message to the employee about their value as a primary stakeholder in the organization (Hargis and Bradley 531). In turn, HRM best practices that include training processes also includes demonstrating that employees are integral to the growth and development goals of the organization. Exemplifying such an outcome show, “When business leaders are able to align a strong competitive strategy with a well-designed and strategically focused human resource system, it has the necessary foundation that brings customers in the door (or to their website) initially and gets them to come back for repeat business” (Hargis and Bradley 531). Work correlated learning the employee gleans from effective HRM training assures the desired best practices as part of a code of ethics led by organizational cultural practices – particularly in the small business setting. By maintaining the employee skills development as up-to-date industry methods, the HRM best practices for SBP means ongoing provisions for the employee in this area (Hargis and Bradley 501). Further, according to Rowden, “workplace learning (incidental, informal, and formal) correlated with employee satisfaction” (as qtd in Carlson et al 531). Literature also shows small businesses emphasizing HRM implementation of SBP for informing and training result in better operational performance as well as a better financial performance. Training managers proves another important aspect of the HRM focus on SBP as part of the overall employee educational focus particular to the small business operation. Statistically, according to research (Hagis and Bradley 2011) 68.6 percent of employee training takes place by someone in the business while 13.85 percent receive on-the-job training, and in small business employee training annually 43 percent spent less than $5,000 out of pocket expenses per employee. Twenty-four percent spending was between $1,000 to $5,000 annually per employee (as qtd. in Carlson et al 531). The same research (Hargis and Bradley 2011; Yi and Hai 2011) found small business HRM professionals connect their SBP practices to supporting the organizational mission, its vision as well as the organizational purpose. Achieving this means encouraging business owners aligning owners’/managers’ practices to a specific organizational plan best fitting the organizational development and growth goals (as qtd in Carlson et al 531). Keogh et al found small businesses with a high demand for training managers among 20 organizations in the research sampling with employees with five having less than ten, a dozen with ten to 50 employees and three with 50 to 250 employees. Among the 20 small businesses interviewed six provided management training. “Owners and senior managers that they interviewed expressed wanting training in communications, project management, motivation, human resource management, marketing, sales promotion, strategic planning, and finance” (as qtd in Carlson et al 531).

Worker Motivation and Productivity

Again the accountabilities of the HRM and SBP in worker motivation and productivity as directly linked to effective training so the employee has the necessary skills for doing the expected work looks at integrating worker perspectives in this process. The equitable opportunity for training employees even in the small business setting means differentiating instruction delivery for meeting diverse workforce demographics and remains an invaluable HRM organizational tool (Stern 2000; Swanson and Hold 2009). The intrinsic and positive relationship between effective job training led by HRM accountabilities to the growth and development goals of the small business promotes personnel motivation in quality production practices. By engaging employees in this process and encouraging they have a valued voice the desired outcomes for motivation and productivity connect to the employee position as a key stakeholder in the organization as well as promoting job satisfaction (Hargis and Bradley 501). Rowden reported that HRM resource development directly contributes SBP, it is not uncommon for small businesses failure to attribute such activities as informal learning, on-the job training (OJT), or employee skills development to HRM functions. Regardless of this failure, small organizations continue benefiting from HRM development practices directly contributing to individual or competitive marketing niches. This is an outcome of effective HRM providing skills, knowledge, and contributing to job satisfaction attitudes among employees directly affecting work performance productivity. In addition, results of another study of small business HRM practices focused on employee retention proved that "a significant portion of the job satisfaction can be attributed to workplace learning” (as qtd in Carlson et al 501).

The employee as a pivotal stakeholder means HRM applications as a specific department or as a management approach in the small business operations must have specific focus that includes their input in the training process, production activities, and what the organization needs to achieve so employees realize they have a voice in the development and growth goals of the company. Further to this is encouraging small business environments allowing employee flexibility along with these other measures that enhances the quality of life they experience on the job and in their personal lives. The effective HRM output of the SBP communicates, assesses, and acts on identifying the workers’ needs from their own input revealing their expectations for achieving job satisfaction. Some of the key areas as already discussed above include offering cash incentives aligned to production (or other outlined) goals, while noncash incentives link to positive performance. The small business enterprise using effective HRM creating employee job satisfaction looks at how implementing perks and benefits as connected to positive production performance or other outlined performance goals in saving the organization money are part of best HRM practices. In today’s technologically driven global market having understanding of every aspect of best business practices for small and large organizations means focusing on providing a quality and relevant workplace environment for its employees. The accountabilities of HRM practices looks at the effectiveness of the SBP that include the characteristics aligned to employees as clearly outlined in the previous discourse above. From recruiting to providing relevant production incentives, the HRM model employed by the small business operation will show the difference between achieving a fair market share – or not.

The above research, assessment, and discussion successfully framed how the role of an effective HRM strategy meant having a clear understanding of the small business cultural ethics and moral entrepreneurial practices that focus on the organization and the employees’ expectations. Recognizing the human capital employees as stakeholders exist as an asset to the small business means understanding the capital investment for skills training, performance incentives, and other quality of life characteristics in the workplace does indeed extend to the personal lives of workers. Professional development opportunities for employees as stakeholders in the hiring process and retention goals are a fundamental aspect of HRM best practices. As a common cause for best business practices, the management of the small business operation at the least must stay aware of trends affecting the workplace environment that lead to development and growth because of the job satisfaction among its employees.

Works Cited

Carlson, Dawn S., Nancy Upton, and Samuel Seaman. "The Impact of Human Resource Practices and Compensation Design on Performance: An Analysis of Family-Owned SMEs." Journal of Small Business Management 44.4 (2006): 531+. 2006. Print Dessler, Gary. Human Resource Management 14th Ed. Prentice Hall. 2014. Book Fox, Heather L. "Strategic Human Resource Development in Small Businesses in the United States." Academy of Entrepreneurship Journal 19.1 (2013): 77+. 2013. Print Hargis, Michael B., and Don B. Bradley, III. "Strategic Human Resource Management in Small and Growing Firms: Aligning Valuable Resources." Academy of Strategic Management Journal 10.2 (2011): 105+. 2011. Print. Stern, A. J. and Hicks, T. The Process of Business/Environmental Collaborations: Partnering for Sustainability. Westport, CT: Quorum. 2000. Book Swanson, R.A., and Holton, E.F. Foundation of Human Resource Development, 2nd ed. San Francisco: Berrett-Koehler Publishers. 2009. Book

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Essay: Human resources (HR)

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According to Leon C. Megginson human resource is “The total of knowledge, creative abilities, talent, altitudes skills and belief of a firm’s workforces as well as attitude, beliefs and values of the persons involved”.

HR Practices

Human Resource Management is the process of hiring and developing employees so that they become more valuable to the organization. Human Resource Management includes conducting job analyses, planning personnel needs, recruiting the right people for the job, orienting and training, managing wages and salaries, providing benefits and incentives, evaluating performance, resolving disputes, and communicating with all employees at all levels. Examples of core qualities of HR management are extensive knowledge of the industry, leadership, and effective negotiation skills.

Human Resource Management (HRM) refers to the policies and practices involved in carrying out the ‘Human Resource(HR)’ aspects of a management position including human resource planning, job analysis, recruitment, selection, orientation, compensation, performance appraisal, training and development, and labour relations (Dessler, 2007). HRM is composed of the policies, practices, and systems that influence employees’ behaviour, attitude, and performance (Noe, Hollenbeck, Gerhart, and Wright, 2007).

Human Resource Management (HRM) is the function in an organization which focuses on recruitment, management, and provides direction for the employees who work in the company or organization. It is the function of organization that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. HRM is also a premeditated and whole or complete approach to manage people and the workplace environment and culture. Effective human resource management enables employees to contribute productively and effectively to the overall company direction and achieving the organization’s goals and objectives.

Human resource management is moving away from traditional personnel, administration, and transactional approach, which are increasingly outsourced. HRM is now expected to add value to the tactical utilization of employees and that employee programs impact the business in computable ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value.

HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work, such as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, HR now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion.

In startup companies, HR’s duties may be performed by trained professionals. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function.

In the current global work environment, all global companies are focused on retaining the talent and knowledge held by the workforce. All companies are focused on lowering the employee turnover and preserving knowledge. New hiring not only entails a high cost but also increases the risk of the newcomer not being able to replace the person who was working in that position before. HR departments also strive to offer benefits that will appeal to workers, thus reducing the risk of losing knowledge.

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Essay on Human Resource Management

Introduction

Human resource management is a sensitive matter that any organization has to take into consideration for all activities and operations to run flawlessly. Companies that ensure employees are well handled are more likely to do better in business as compared to firms that have no regard for their workers (Mankins & Garton, 2017). Studying human resource management is essential as it helps many understand various notions and concepts on the topic of discussion. The course has been interesting as it enlightens the society on the role of such departments within a working organization. A thorough analysis of the course indicates that three major insights are vital for the achievement of the desired results. The first idea is based on employees being an essential part of the business (Cascio, 2015). The second idea on human resource management that is evident throughout the course is that firms should invest heavily in their employees. The third concept that can be learnt from the course materials is the fact that human resource management should always apply the right strategies and ensure that decisions are made in a consultative manner (Mankins & Garton, 2017). The paper aims to examine the three insights, their practical application, and why they are valuable in establishing proper human resource management.

HRM Application

Human resource management is vital for every organization as it shapes the direction that operations take within the organization. It is important to examine critically how HRM influences employee relationships within the workplace. From the course materials provided, one can presume that employees of any company are as important as customers (Mankins & Garton, 2017). Employees form an essential part of the company as they spearhead various programs that are important for the continuity of company operations. Without a workforce that is committed to achievement of set objectives, a firm will fail in its quest to become a top company in the industry. Established human resource departments are always committed to ensuring that employees are kept comfortable and satisfied for better delivery during company operations. Employers must provide a conducive working environment for their employees, including safety and health conditions (Mankins & Garton, 2017). Learning of human resource concepts helps one gain essential skills of employee management, performance assessment, and proper supervision of operations. When an employer wants to introduce a quality product in the market, he/she should first provide quality employment.

The second idea that is evident from the course is the fact that investing heavily in employees pays significantly. For instance, companies that leave their employees demoralized and unsatisfied end up posting poor performance at the end of the day (Cascio, 2015). Investing in employees includes preparing training workshops and developmental programs that aim at improving the skills of each employer. There is a need for every firm to implement policies that aim to improve employee happiness as it is a prerequisite for proper performance. The course materials highlight the importance of motivation and commitment among employees that work for any organization (Cascio, 2015). Employee assistance initiatives such as therapy programs and other facilities within a workplace motivate employees to deliver their best. Constructing and availing such amenities to employees is capital intensive, and not all firms within the industry can be able to achieve such a status. Investing heavily in employee relations can prove helpful for any firm that intends to do better in business.

The third insight that one can learn from the course material is the idea of being open-minded and inclusive when it comes to decision making within an organization. Human resource departments should be at the forefront of ensuring that decisions are arrived at after a thorough consultative process within the organization (Bolman & Deal, 2017). Firms should consult their employees before implementing various rules that shape operations within the working environment. There should be a specific approach tailored to handle multiple problems that arise during work operations. Every HRM department must provide the best conditions that can lead to the achievement of set objectives. For instance, when an employee messes within the work setting, the HRM must apply the set guidelines to handle the matter. Procedures applied should be void from biasness and rigidity in a bid to ensure justice and inclusivity (Bolman & Deal, 2017). Studying principles of human resource management enlightens one on how to value employees’ opinions, especially within an organization with a huge floor area.

Learning assessment

Learning of HRM concepts helps one understand why treating employees better can help a company do better. For instance, through proper management of resources, one can come up with organizational structures and designs that promote performance among employees. Corporate design is also an essential aspect in the definition of roles that each individual should play within the work setting (Ugoani, 2020). The concepts learnt in class change one’s way of thinking and approaching of various issues within the community. From learning experience, companies lose a significant productive power to time-wasting, which has derailed improvement of operations. Firms must consider proper management of resources an critical factor that influences production activities.

Critical Analysis

Learning concepts on human resource management helps those in leadership positions to weigh what is essential for employees and organizational growth. Companies that have incorporated HRM principles in their workplaces do better as compared to those that are insensitive to employee issues (Nazir & Islam, 2017). Employee motivation and happiness evoke a sense of responsibility in an individual, prompting such employees to deliver even better. Ethical standards that are acceptable internationally must apply for the HRM department to serve effectively with purpose. In essence, it is through the learning of HR concepts that one can develop knowhow on the handling of various managerial predicaments that arise at a workplace. Inclusivity and open-mindedness are essential virtues that can help a leader implement a culture that aims to promote performance (Mankins & Garton, 2017). Practitioners in this field can learn a lot from the course as it directs individuals on basics that must be incorporated for proper human resource management.

To sum it up, HR management principles require high levels of ethical standards that regard employee happiness. Company goals should be aligned with resources that are present for disposal. Employees should be considered in every decision making process as they form an essential part of the business. Employee welfare should be prioritized to ensure they are comfortable to deliver professionally. Apprising employees and allowing them to go for vacation contributes significantly to employee happiness and eventual retention. Equally, investing heavily in employees can prove helpful in achieving the set goals for the firm. By borrowing theoretically from concepts learnt in class, HR departments have an obligation of ensuring that productivity is improved, given the available scarce resources. Decision making within an organization should be done through consultations, which include employees. The course is relevant to principles that encompass the concept of human resource management within any organization.

Bolman, L. G., & Deal, T. E. (2017).  Reframing organizations: Artistry, choice, and leadership . John Wiley & Sons.

Cascio, W. F. (2015).  Managing human resources . New York: McGraw-Hill.

Mankins, M. C., & Garton, E. (2017).  Time, Talent, Energy: Overcome Organizational Drag and Unleash Your Team s Productive Power . Harvard Business Review Press.

Nazir, O., & Islam, J. U. (2017). Enhancing organizational commitment and employee performance through employee engagement.  South Asian Journal of Business Studies .

Ugoani, J. N. N. (2020). Managing Employee Relations and its Effect on Organizational Success.  International Journal of Social Sciences Perspectives ,  6 (1), 1-10.

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Business Operations Planning Essay

Definition of business operations planning.

Business operations planning refers to a process that is aimed at helping organizations to provide better customer services, short lead times, stability in the production rates and also ideal teamwork between the various departments of the organization i.e. productio9n,financer,sales,operations and human resource.

Most companies nowadays apply the Sales & Operations tool commonly referred to ad S &OP so as to enhance their performance. An operational plan is part of the larger strategic plan that is concerned with establishing the capacity needs of an organization. Operational planning thus focuses on how the managerial actions will be achieved.

The operational plans are usually short term in nature, specific to operational activity, routine, resource driven and are also predictable. The business operational plans are usually conducted by the company’s line managers (Columbus, 1999, 96-99).

Contents of a business operations planning

The following are the contents of a business operations plan; human and capacity requirements, financial requirements, mitigation strategy and risk assessment, exit strategy and estimation of the lifespan of a project.

Human resource management is key to business operations planning and thus Human requirements is the primary step in an operational planning.Usually,all the human resources determines the organizational ability to meet the operational plan goals. Other capacity requirements include the legal systems and other stakeholders that are necessary for successful completion of a project.

The team leaders usually determines as to whether or not they have the right people with technical and communication skills so as to successfully execute operational plans. If there people are not enough, the management thus determines how to get them by considering such aspects as the recruitment costs e.t.c.Also, and the management considers the amount of extra work that is required in all the departments such as the Information and technology, Human resources e.t.c. so as to determine the hiring needs of new staff.

Financial requirements are concerned with identifying the sources of funds for the project in order to successfully implement the project. The operational plans are usually expressed in financial terms by use of cash flow statements and cash budgets. The estimation of a project’s lifespan, its sustainability and the exit strategies is concerned with establishing the natural life of a project and also determining the exit strategies that are available.

The mitigation and risk assessment is concerned with identifying the possible risks that can hinder the successful completion of a project and thus devising measures to mitigate these risks. Projects usually does not have control over the risk and so, it is important to conduct a comprehensive assessment of risks so as to identify them in advance and decide on how to mitigate them.

The main steps that are involved during mitigation and risk assessment are; risk identification i.e. a formal exercise that helps to identify the possible risks that can have a major impact on the project. These risks include political risks, economical risks, technical risks e.t.c.The second step of risk assessment and mitigation is ranking the risks. This step entails the act of ranking the risks in accordance with the likelihood of occurrence and the impact on project.

The third step involves determining the final raking as well as developing the risk mitigation strategies. This step involves determining as to whether a particular risk is high, low or medium. In case of high risks, the management should ensure that there is a mitigation strategy so as to mitigate the impact of the risk. For medium risks, the management should also have a clear mitigation strategy and finally, the management requires taking no action in case of low risk (Columbus, 1999, 96-99).

The internal and external factors that impinge on the business operations plan

Business operations planning operate within an environment i.e. internal and external which can influence the execution of operational plans. The internal factor that affects the business plan includes leadership and management and cooperation between the operating units. The leadership team usually determines the success of operational plans.

The leadership team should ensure that any issues that emerges during the business operational planning is accurately recorded. The leadership team should also conduct a follow-up session so as to review the pre-budget and also to reach an agreement concerning the measures that should be undertaken on order to address fully the concerns of the board members during operational planning.

It is important for the senior leadership team to conduct meetings frequently during the operational planning process so as to review as well as to comment on the process. The leadership management team is concerned with allocating the resources so as to ensure that the business operational plans are well implemented.

They spend most of their time in giving out instructions to the employees so that they can perform their duties effectively. The leadership thus affects the business operations planning by motivating the employees towards implementing the plans. If management and leadership are indifferent to operational planning, then it is impossible to set the effective plans.

Another internal factor that affects the business operational planning is the cooperation between the operating units. This cooperation is important as far as planning is concerned. This implies that the operational plans may turn out to be ineffective if one department in the organization cooperates and another one fails to do so. The operational plans require being flexible so as to accommodate the various needs of different operating units.

The external factors that impinge on the business operations plan include; Political factors, economical factors, social factors and technical factors. The political factors that affects the business operations plan includes labour laws, company law, regulations of foreign trade, stability in the country and taxation policies.

The political climate in the modern world is complex and therefore the management should a great deal of their time in anticipating the major political factors that can influence the business operations plan. They can update their political developments by conducting frequent meetings and conferences.

The economic factors that affects the business operations plan include the disposable income, inflation rates, capital income, interest rates, money supply, unemployment rates, trade cycles e.t.c.There economic forces can hurt a firm’s prospects and in turn the business operations plan. The management should therefore seek to identify the economic risks and their impact on the operational plans.

The social factors that affects the business operational plans relates to the assessment of social-cultural influences such as the income distribution, the social values, educational level e.t.c. (Heath, 1997, 24).

Technology is important as it enables a business to achieve efficiency .The increased use of computers have changed the increased the distribution speed and has also enabled the creation of new products. The technical factors that affect the business operations plan include the following; obsolescence rates, emergence of new information technology, the adoption of information technology e.t.c.

Technology can hinder the business operational planning and therefore, it is necessary for the management to evaluate the technological factors that are capable of disrupting the operational plans. The management should maintain knowledge on information technology so as to decrease the obsolescence rate and also to promote innovation (Nwankwo, 2011, 55).

The impact of environmental and technological change on the process of business operations planning

The environmental factors that affect the process of business operations planning include the competitors, creditors, customers, labour market and suppliers. The management .Competition is present in virtually all the businesses and therefore it should not be ignored. Competitor analysis should be conducted in business operational planning because it helps to reveal the company’s competitiveness in the market. Competitor analysis also helps in developing strategies so that a firm can be competitive.

Futhermore, the, the, the shareholders and other stakeholders are concerned with competitor analysis and so, the management should never ignore its impact ion the business operational planning. The first step with regards to competitor analysis is to identify the main competitors.

Competitors can be grouped into three main groups’ i.e. direct competitors, indirect competitors and future competitors. Direct competitors involve the firms that offer similar products and they represent the most extreme competition. Indirect competitors represent the firms that offer products close substitutes and in most cases, they offer different products with the same value as that of the firm.

Future competitors entail the present firms that have not established themselves in the market but have plans to compete with other firms in the industry in the future. The operational managers find it challenging to identify all the competitors and so, it is important to identify the major competitors as they have the greatest impact on the business operational planning. The operational managers can identify the main competitors by the use of internet, published directories and other useful sources.

The main reason behind the analysis of competitors is to understand the nature of competition and its effect on the marketing opportunity. Competitors’ analysis enables the management to; predict the competitors future moves or the future competitors, to clearly understand the main vulnerable areas in order to exploit them, to predict the competitors reactions and also to benchmark against the competitors so as to improve on the business operational planning(Needle,2010,370).

Because business operational planning deals with a wide variety of environmental issues, there is a great likelihood of decision uncertainty.Enviromental uncertainty is classified as follows; simple environment, dynamic environment, complex environment and stable environment. Simple enviroment.

In entails a business enviroment.In that is relatively straightforward to understand and it is not undergoing significant change e.g. raw material suppliers and mass manufacturing companies. Dynamic environment is one characterized by high degree of uncertainty thus encouraging active scanning and sensing of environmental changes e.g. technology driven organizations like Microsoft, mobile phone service providers e.t.c.

Complex environment is one that is characterized by uncertainty and constant dynamism. It is common amongst firms in the electronic industries. A multinational company faced with diversity might equally find itself in a complex environment. A stable environment is a business environment where there’s little change emanating from environmental forces. The degree of uncertainty is low and it is easy to comprehend the environmental changes (Graham, & Allan, 2008, 6).

The technological change on the process of business operations planning entails the innovation rate of a business organization. Over the last few years, Information Technology (IT) industry has experienced tremendous growth and as a result, businesses are increasingly embracing IT in their operations. Innovation has become an important competitive edge in most organizations.

Peter Ducker in his study defined innovation as the task of endowing human and material resources with new and greater wealth-producing capacity. Because organizations exist to create wealth through customers, it is thus necessary for them to direct all their efforts towards meeting the various needs of the customers. In operational business planning, the operational managers should seek to understand the customers’ behaviours so as to produce goods that satisfy the customers.

Thus, technology advancements can hep in reducing the manufacturing costs and also influence the demand of products and services. The operational managers should therefore view innovation as continuous attempt to keep ahead of the vagaries of the business environment (Ettlie, 2006, 349).

The importance of good business operations planning to the overall success of the business

The following are the importance of good business operational planning to the overall success of the business; Business operational planning helps in preparing a project in raising funds i.e. it enables the management to know the possible sources of funds.

With this regards, a good business operations planning enables the team leaders to determine as to whether or not the donors are in a position to fund the project.Fundrasing is usually the main reason behind business operational plans as it determines the success or failure of a project (Lussier,2008,24).

A good business planning is essential since it helps the management in allocating the resources efficiently. Many organizations usually allocate resources to projects twice in a year and this is advantageous as it ensures that the overall work is limited.

It is necessary for the management team to allocate resources once the operational plan is done in order to allow sufficient time for input of action items. The business operational planning is important as it enables the management to asses the changes that occurs once the resources are allocated to a project.

This in turn helps to determine the effectiveness of the resource allocation to the project. Also; it is a means of motivating the staff as they recognize that their efforts towards the success of a project matters. In assessing the changes that occurs, the resource allocation plays an important role of aligning Information Technology better with organizational operational plans and this contributes to the overall success of a business (Ryans, 2000, 124).

A good business operations planning as far as the overall success of a business is concerned because, it helps the management to clearly define the capacity gaps and areas where the resources are greatly required. In order to achieve success in a particular project, it is important to have staffs that have the needed skills.

A good business operations planning helps to increase the skills of the staff by assessing the capacity that is needed, assessing the present capacity and also determining the gap that exists between the required capacity and the capacity that is presently available.

Thus, a good business operations planning enables management to put the right staff, processes and systems in pace in order to ensure that the project is successfully implemented. Specifically, a good business operations planning contributes to the overall success of a business by; defining the specific capacity that is required i.e. whether to introduce new skills or provide training to the already existing staff.

Also it helps in developing robust operational plan i.e. the timelines, sources of funds and the activities to be carried out in order to develop and maintain the capacity that is required for a certain project. Also, it good business operational planning assists in assessing the implications for the support functions i.e. it helps to ensure that the office support functions are in a position to perform the extra work that is generated by a project (Weiss, & Molinaro, 2005, 246).

A good operational plan contributes to the overall success of a business by reducing risks and also assisting in preparing the contingency plans. A good business operational planning enables organizations to reduce possible risks that can hinder their success by ensuring that there adequate workforce so as to carry out the operations. A good operational plan enables organizations to plan in advance and this is important as it helps in mitigate the possible risks (Chong, 2004).

The managerial qualities and resources that are necessary for effective business operations planning

Basic management qualities and resources are necessary so as to enhance effectiveness in business operations planning. The following are the managerial qualities and resources that are necessary for effective business operations planning; a good manager should be able to break tasks into sub tasks for effective business operations planning.

A good manager should thus agree on reporting schedules with the staff. This means that if things are not going well, the manager can have time to correct, coach and put them back on track (Johnson, et.al.2006, 143).

No tasks can be competed without the proper resources an so, a manager has the responsibility of ensuring that there is adequate resources such as time, money and staff in order for the business operations planning to be effective.

The manager should be able to know the expected result I order for the business operations planning to be effective. The manager should also not delegate if he or she don’t know the results expected from a task.

The manager should ensure that all the functions of the organization participates in business operational planning by establishing an environment for effective decision making. The manager has the responsibility of planning in advance i.e. he or she is required to select a course of action out of the many alternatives that are available in order to achieve the stated objectives.

The manager thus should start by forecasting the business environment so as to have information concerning the market trends, changes in IT as well as the external factors that can affect the business operational plans. The manger should also determine the alternative course of action as his ability is based on creating various alternatives. A manager can create various alternatives by building a situational model and using it to generate the alternatives. The manager should select the best alternative.

A good manager should be able to handle work-related issues effectively. A manager should thus develop operations-planning schedules so as to prevent problems from arising. The manager should also posses conflict management skills so as to enhance the success of business operational planning (Wart, 2011, 338).

Reference List

Chong, Y.Y., 2004. Investment risk management . Hoboken: John Wiley and Sons.

Columbus, L., 1999. Administrator’s guide to e-commerce: a hands-on guide To setting up systems and websites using Microsoft BackOffice . Hong Kong: LWC Research.

Ettlie, J.E., 2006. Managing innovation: new technology, new products, and New services in a global economy, Volume 10 . London: Butterworth-Heinemann.

Graham, G. & Allan, W., 2008. CIMA Official Exam Practice Kit Management Accounting Business Strategy . London: Butterworth-Heinemann.

Heath, R.L., 1997. Strategic issues management: organizations and public Policy challenges . Thousands Oaks: SAGE.

Johnson, L.G. et al., 2006.T he exceptional manager: making the difference . Oxford: Oxford University Press.

Lussier, R.N., 2008 . Management Fundamentals: Concepts, Applications, Skill Development. London: Cengage Learning.

Needle, D., 2010. Business in Context . Stamford: Cengage Learning EMEA.

Nwankwo, S., 2011. Entrepreneurship Marketing: Principles and Practice of SME Marketing . London: Taylor & Francis.

Ryans, A.B., 2000. Winning market leadership: strategic marketing planning For technology-driven businesses . Hoboken: John Wiley and Sons.

Wart, M.V., 2011. Dynamics of Leadership in Public Service: Theory and Practice . London: M.E. Sharpe.

Weiss, D. S. & Molinaro, V., 2005.The leadership gap: building leadership Capacity for competitive advantage . Hoboken: John Wiley and Sons.

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Business Studies Grade 12 Human Resources Essay Questions and Answers

Question 1:

Tommy Financial Services specialise in accounting and taxation services and are looking for an experienced accountant within the business. The new employee is expected to sign an employment contract and to be placed where he/she will function effectively. The new employee will have to undergo in-service training as well.

Keeping the scenario above in mind, write an essay on the following aspects:

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Question 2:

Nizam Tiling is known for its quality products and services. They always ensure that their recruitment procedure is well structured. They offer attractive fringe benefits to their employees and continuously improve on their systems and processes. The production manager encourages employees to produce high-quality products to keep customers satisfied.

Keeping the above scenario in mind, write an essay on human resources and quality of performance on the following aspects:

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• Discuss the positive impact of continuous improvement to processes and systems on large businesses.
• Advise the production manager on the quality indicators of the production function.

Question 3:

Delta Manufacturers has a vacancy for a sales executive. The human resources manager implemented the selection procedure after compiling a job analysis. Prospective candidates were invited for an interview. Fringe benefits were offered to the successful candidate.

Write an essay on the activities of the human resource function in which you include the following aspects:

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40 Facts About Elektrostal

Written by Lanette Mayes

Modified & Updated: 10 May 2024

Reviewed by Jessica Corbett

Elektrostal is a vibrant city located in the Moscow Oblast region of Russia. With a rich history, stunning architecture, and a thriving community, Elektrostal is a city that has much to offer. Whether you are a history buff, nature enthusiast, or simply curious about different cultures, Elektrostal is sure to captivate you.

This article will provide you with 40 fascinating facts about Elektrostal, giving you a better understanding of why this city is worth exploring. From its origins as an industrial hub to its modern-day charm, we will delve into the various aspects that make Elektrostal a unique and must-visit destination.

So, join us as we uncover the hidden treasures of Elektrostal and discover what makes this city a true gem in the heart of Russia.

Key Takeaways:

• Elektrostal, known as the “Motor City of Russia,” is a vibrant and growing city with a rich industrial history, offering diverse cultural experiences and a strong commitment to environmental sustainability.
• With its convenient location near Moscow, Elektrostal provides a picturesque landscape, vibrant nightlife, and a range of recreational activities, making it an ideal destination for residents and visitors alike.

Known as the “Motor City of Russia.”

Elektrostal, a city located in the Moscow Oblast region of Russia, earned the nickname “Motor City” due to its significant involvement in the automotive industry.

Home to the Elektrostal Metallurgical Plant.

Elektrostal is renowned for its metallurgical plant, which has been producing high-quality steel and alloys since its establishment in 1916.

Boasts a rich industrial heritage.

Elektrostal has a long history of industrial development, contributing to the growth and progress of the region.

Founded in 1916.

The city of Elektrostal was founded in 1916 as a result of the construction of the Elektrostal Metallurgical Plant.

Located approximately 50 kilometers east of Moscow.

Elektrostal is situated in close proximity to the Russian capital, making it easily accessible for both residents and visitors.

Known for its vibrant cultural scene.

Elektrostal is home to several cultural institutions, including museums, theaters, and art galleries that showcase the city’s rich artistic heritage.

A popular destination for nature lovers.

Surrounded by picturesque landscapes and forests, Elektrostal offers ample opportunities for outdoor activities such as hiking, camping, and birdwatching.

Hosts the annual Elektrostal City Day celebrations.

Every year, Elektrostal organizes festive events and activities to celebrate its founding, bringing together residents and visitors in a spirit of unity and joy.

Has a population of approximately 160,000 people.

Elektrostal is home to a diverse and vibrant community of around 160,000 residents, contributing to its dynamic atmosphere.

Boasts excellent education facilities.

The city is known for its well-established educational institutions, providing quality education to students of all ages.

A center for scientific research and innovation.

Elektrostal serves as an important hub for scientific research, particularly in the fields of metallurgy, materials science, and engineering.

Surrounded by picturesque lakes.

The city is blessed with numerous beautiful lakes, offering scenic views and recreational opportunities for locals and visitors alike.

Well-connected transportation system.

Elektrostal benefits from an efficient transportation network, including highways, railways, and public transportation options, ensuring convenient travel within and beyond the city.

Famous for its traditional Russian cuisine.

Food enthusiasts can indulge in authentic Russian dishes at numerous restaurants and cafes scattered throughout Elektrostal.

Home to notable architectural landmarks.

Elektrostal boasts impressive architecture, including the Church of the Transfiguration of the Lord and the Elektrostal Palace of Culture.

Offers a wide range of recreational facilities.

Residents and visitors can enjoy various recreational activities, such as sports complexes, swimming pools, and fitness centers, enhancing the overall quality of life.

Provides a high standard of healthcare.

Elektrostal is equipped with modern medical facilities, ensuring residents have access to quality healthcare services.

Home to the Elektrostal History Museum.

The Elektrostal History Museum showcases the city’s fascinating past through exhibitions and displays.

A hub for sports enthusiasts.

Elektrostal is passionate about sports, with numerous stadiums, arenas, and sports clubs offering opportunities for athletes and spectators.

Celebrates diverse cultural festivals.

Throughout the year, Elektrostal hosts a variety of cultural festivals, celebrating different ethnicities, traditions, and art forms.

Electric power played a significant role in its early development.

Elektrostal owes its name and initial growth to the establishment of electric power stations and the utilization of electricity in the industrial sector.

Boasts a thriving economy.

The city’s strong industrial base, coupled with its strategic location near Moscow, has contributed to Elektrostal’s prosperous economic status.

Houses the Elektrostal Drama Theater.

The Elektrostal Drama Theater is a cultural centerpiece, attracting theater enthusiasts from far and wide.

Popular destination for winter sports.

Elektrostal’s proximity to ski resorts and winter sport facilities makes it a favorite destination for skiing, snowboarding, and other winter activities.

Promotes environmental sustainability.

Elektrostal prioritizes environmental protection and sustainability, implementing initiatives to reduce pollution and preserve natural resources.

Home to renowned educational institutions.

Elektrostal is known for its prestigious schools and universities, offering a wide range of academic programs to students.

Committed to cultural preservation.

The city values its cultural heritage and takes active steps to preserve and promote traditional customs, crafts, and arts.

Hosts an annual International Film Festival.

The Elektrostal International Film Festival attracts filmmakers and cinema enthusiasts from around the world, showcasing a diverse range of films.

Encourages entrepreneurship and innovation.

Elektrostal supports aspiring entrepreneurs and fosters a culture of innovation, providing opportunities for startups and business development.

Offers a range of housing options.

Elektrostal provides diverse housing options, including apartments, houses, and residential complexes, catering to different lifestyles and budgets.

Home to notable sports teams.

Elektrostal is proud of its sports legacy, with several successful sports teams competing at regional and national levels.

Boasts a vibrant nightlife scene.

Residents and visitors can enjoy a lively nightlife in Elektrostal, with numerous bars, clubs, and entertainment venues.

Promotes cultural exchange and international relations.

Elektrostal actively engages in international partnerships, cultural exchanges, and diplomatic collaborations to foster global connections.

Surrounded by beautiful nature reserves.

Nearby nature reserves, such as the Barybino Forest and Luchinskoye Lake, offer opportunities for nature enthusiasts to explore and appreciate the region’s biodiversity.

Commemorates historical events.

The city pays tribute to significant historical events through memorials, monuments, and exhibitions, ensuring the preservation of collective memory.

Promotes sports and youth development.

Elektrostal invests in sports infrastructure and programs to encourage youth participation, health, and physical fitness.

Hosts annual cultural and artistic festivals.

Throughout the year, Elektrostal celebrates its cultural diversity through festivals dedicated to music, dance, art, and theater.

Provides a picturesque landscape for photography enthusiasts.

The city’s scenic beauty, architectural landmarks, and natural surroundings make it a paradise for photographers.

Connects to Moscow via a direct train line.

The convenient train connection between Elektrostal and Moscow makes commuting between the two cities effortless.

A city with a bright future.

Elektrostal continues to grow and develop, aiming to become a model city in terms of infrastructure, sustainability, and quality of life for its residents.

In conclusion, Elektrostal is a fascinating city with a rich history and a vibrant present. From its origins as a center of steel production to its modern-day status as a hub for education and industry, Elektrostal has plenty to offer both residents and visitors. With its beautiful parks, cultural attractions, and proximity to Moscow, there is no shortage of things to see and do in this dynamic city. Whether you’re interested in exploring its historical landmarks, enjoying outdoor activities, or immersing yourself in the local culture, Elektrostal has something for everyone. So, next time you find yourself in the Moscow region, don’t miss the opportunity to discover the hidden gems of Elektrostal.

Q: What is the population of Elektrostal?

A: As of the latest data, the population of Elektrostal is approximately XXXX.

Q: How far is Elektrostal from Moscow?

A: Elektrostal is located approximately XX kilometers away from Moscow.

Q: Are there any famous landmarks in Elektrostal?

A: Yes, Elektrostal is home to several notable landmarks, including XXXX and XXXX.

Q: What industries are prominent in Elektrostal?

A: Elektrostal is known for its steel production industry and is also a center for engineering and manufacturing.

Q: Are there any universities or educational institutions in Elektrostal?

A: Yes, Elektrostal is home to XXXX University and several other educational institutions.

Q: What are some popular outdoor activities in Elektrostal?

A: Elektrostal offers several outdoor activities, such as hiking, cycling, and picnicking in its beautiful parks.

Q: Is Elektrostal well-connected in terms of transportation?

A: Yes, Elektrostal has good transportation links, including trains and buses, making it easily accessible from nearby cities.

Q: Are there any annual events or festivals in Elektrostal?

A: Yes, Elektrostal hosts various events and festivals throughout the year, including XXXX and XXXX.

Elektrostal's fascinating history, vibrant culture, and promising future make it a city worth exploring. For more captivating facts about cities around the world, discover the unique characteristics that define each city . Uncover the hidden gems of Moscow Oblast through our in-depth look at Kolomna. Lastly, dive into the rich industrial heritage of Teesside, a thriving industrial center with its own story to tell.

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Geographic coordinates of Elektrostal, Moscow Oblast, Russia

City coordinates

Coordinates of Elektrostal in decimal degrees

Coordinates of elektrostal in degrees and decimal minutes, utm coordinates of elektrostal, geographic coordinate systems.

WGS 84 coordinate reference system is the latest revision of the World Geodetic System, which is used in mapping and navigation, including GPS satellite navigation system (the Global Positioning System).

Geographic coordinates (latitude and longitude) define a position on the Earth’s surface. Coordinates are angular units. The canonical form of latitude and longitude representation uses degrees (°), minutes (′), and seconds (″). GPS systems widely use coordinates in degrees and decimal minutes, or in decimal degrees.

Latitude varies from −90° to 90°. The latitude of the Equator is 0°; the latitude of the South Pole is −90°; the latitude of the North Pole is 90°. Positive latitude values correspond to the geographic locations north of the Equator (abbrev. N). Negative latitude values correspond to the geographic locations south of the Equator (abbrev. S).

Longitude is counted from the prime meridian ( IERS Reference Meridian for WGS 84) and varies from −180° to 180°. Positive longitude values correspond to the geographic locations east of the prime meridian (abbrev. E). Negative longitude values correspond to the geographic locations west of the prime meridian (abbrev. W).

UTM or Universal Transverse Mercator coordinate system divides the Earth’s surface into 60 longitudinal zones. The coordinates of a location within each zone are defined as a planar coordinate pair related to the intersection of the equator and the zone’s central meridian, and measured in meters.

Elevation above sea level is a measure of a geographic location’s height. We are using the global digital elevation model GTOPO30 .

Elektrostal , Moscow Oblast, Russia