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New Brief Project

PAPER INSTRUCTIONS FROM CUSTOMER

Assignment topic: New Brief Project

Format: APA
Number of pages: 7 pages / 1925 words

Draw on a real-life Public Human Resource issue that is currently in the news. Good sources for this may be FedSmith.com, Governing.com, SHRM.org, hrmorning.com, HR.BLR.com, and Workforce.com, but feel free to use the popular media as well. Follow this issue throughout the semester and build a media archive surrounding this issue of a minimum of eight articles. Please do not use wikis, blogs, politically motivated websites (e.g., Drudge or Breitbart) or dictionaries as sources. Build your literature review on the real-life news topic you chose to explore by researching relevant issues, but you must provide at least five peer-reviewed journal articles as references as well as the relevant assigned readings. You can find peer-reviewed articles using the Penn State Library and search for your issue. (ONCE YOU FIND YOUR REAL LIFE NEWS TOPIC/ISSUE I CAN FIND THE PEER REVIEW ARTICLE BASED ON THE ISSUE YOU’VE CHOSEN AND ATTACH THEM FOR YOU) Refine the list by including only peer-reviewed articles and within the last 10 years. Please do not use wikis or dictionaries as sources. Government reports, textbooks, and other books are not peer-reviewed sources. In addition, you can use books, websites (Federal OPM, OHR), or BLS might be good to review as well as individual state HR sites) or any other authentic sources. Prepare for your review by reading all materials, sources, and articles thoroughly. Understanding what you have to analyze is crucial. As you read, make note of the following: Identify the author’s thesis. What is she arguing for/against? Identify the context of the argument. Why is he/she arguing this? Do they offer a solution to the problem(s) they raise? Does it seem plausible? Note any supporting evidence and all of the main ideas. How does the author support her argument? What kind of appeals does the author make in order to persuade the reader? For example, does he use: pathos (appeal to emotion), logos (appeal to reason/logic), &/or ethos (appeal to credibility)? Note your responses and link them with the news topic that you chose as your focus Maximum length for this assignment is 2,000 words. Excessive wordiness will negatively affect your grade (overage/2,000 * 5). No late submission will be accepted without prior approval from the professor. Your submissions should include the following: Summarize the key points of news articles and emphasize its relevance to Public HR. In addition, make connections to course materials. Make at least two points that establish linkages with the scholarly readings. Explain what the scholarly articles suggest about the issues noted in the popular articles. Provide a critical analysis of the arguments (for and against) made in the popular articles. Make sure to support your analysis with arguments from the course and scholarly articles. Suggest what the future will bring for the issue you have researched. Use the style guide for the American Psychological Association (APA) for proper form. Be sure to include citations for all direct quotes and paraphrases. ATTACHED ARE CHAPTERS FROM THE CLASS TEXTBOOK

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The fast-changing organization and business environment suggest that there are currently various human resource issues that will keep on evolving for subsequent years. Therefore, human resource departments are mandated to put in real business significance to their organizations. For organizations to keep hold of their workforce, they need to take certain actions such as intensifying their emphasis on preparation and engagement plans. Additionally, they can capitalize on matters such as integrated technology that will guarantee expenditure is optimized. The human resource issues must be outlined conclusively and their subsequent solutions established for businesses or organizations to succeed. Since human resource is a business-focused function, its efficiency is dependent on a comprehensive understanding of planned corporate management, along with the capacity to influence fundamental policies and decisions. This paper will aim to address technological innovations as a real-life public human resource issue as illustrated in the article from SHRM.org dated November 17th, 2020 by Dave Zielinski, “How COVID-19 is Changing HR Technology Investment,” (Zielinski, 2020). Additionally, the article also addresses the issue of retaining talented employees and workforce management (Zielinski, 2020).

           In retrospect, the author of the article, “How COVID-19 is Changing HR Technology Investment,” argues that the coronavirus pandemic has reduced the plans of organizations or businesses to invest in traditional human resource technologies and have otherwise found a way to spend in nontraditional human resource technologies to assist in boosting remote work in the middle of the pandemic. The transformation in work norms has enhanced the significance of HR technologies and organizations have carried on spending on certain HR technologies despite the hard economic times. The author of the article uses specific appeals such as pathos, logos, and ethos to convince the readers of the real-life public HR issues that he addresses. He can appeal to the readers’ emotions by mentioning how a lot of people have lost their jobs due to the coronavirus pandemic, he also appeals to ethos by stating facts in the article about a survey that was conducted from which the conclusions of his issues are drawn from. Additionally, the author also appeals to reasons by stating the repercussions that organizations may face if they fail to follow certain working steps.

 According to the article, a survey was conducted by Sapient Insight Group 2020-2021 HR System Survey and concluded that fifteen percent of organizations plan to reduce their investment in traditional HR technologies by an average of twenty-three percent of their present financial plans in the year 2021 (Zielinski, 2020). Moreover, the research also concluded that twenty-eight percent of organizations plan to raise their spending on nontraditional HR technologies. Investing in nontraditional technologies is of paramount significance to organizations due to challenges that have been brought by the coronavirus pandemic. Additionally, according to their survey also, a lot of companies’ workforce will keep on working remotely even if the coronavirus pandemic subsides thus making it important for companies to be invested in current technologies (Zielinski, 2020). The survey also showed that various trends reflect the progressing significance of using HR abilities to boost the widely enhanced remote working environment. These trends include concentrating on talent attraction systems, that transferred to the workforce in 2020, strict observance of time, and worker communications and performance management techniques (Zielinski, 2020). The article also indicates that advancement in technology in a lot of organizations or companies had been boosted by the challenges brought about by the coronavirus pandemic forcing a lot of companies to adapt to new ways of working (Zielinski, 2020). Thus, it noted that due to the problems raised by the coronavirus pandemic, businesses and organizations have had to adapt to new technological innovations to avoid closure (Aizhan, 2019). In hindsight, the author, therefore, addresses the issue of adapting to innovations which is a key real-life issue on the public human resource that is highlighted in the course.

                      Additionally, the author of the article, “How COVID-19 is Changing HR Technology Investment,” also argues that organizations that managed to fare better than others during the coronavirus pandemic period had already planned with information on critical job functions and skills that had structures in place to change objectives and employee focus swiftly (Zielinski, 2020). Moreover, those organizations that comprehended the effects of compensation variations against furloughs performed better than other organizations (Zielinski, 2020). Organizations with proper talent management practices had suitable information persons in place that assisted them to make hard workforce decisions throughout the coronavirus pandemic period. On the other hand, organizations which had not capitalized on talent management practices had very low output and were also forced to reduce salaries and lay off some of their workers while those with good talent management practices raised the salaries of those employees who were in essential jobs and spent more in technology infrastructure for their remote employees.

According to the article, the survey conducted by Sapient Insight Group 2020-2021 HR System Survey also found out that many organizations are reconsidering the significance of their existing workforce management, understanding, and taking on technologies (Zielinski, 2020). A lot of organizations have been forced to use workforce management applications which are referred to as time management so that they can act per coronavirus safety requirements such as secured work environments and contact tracking. Lastly, many companies have raised their concentration on workforce planning and constant change management. The survey concluded that thirty-six percent of organizations observed enterprise workforce preparation in the year 2020 which was a substantial improvement from the preceding year’s result. Human resource functions managed to get the workforce information that they needed and to influence their tools to generate answers for leaders to assist workforce strategies amidst uncertain times. Additionally, according to the survey, there was a twenty percent increase from the preceding year in aggressively observing a culture of change management (Zielinski, 2020). In retrospect, the author therefore also addresses the issue of workforce management which is a key real-life issue on the public human resource that is highlighted in the course.

           The first issue raised in the article is the issue of technological innovations and how it has been influenced by the coronavirus pandemic. According to the course, innovations in technology are transforming how organizations are designed and how their work is planned and managed. A lot of organizations are supporting telework (Litwin, 2013). Estimation of one in five employees globally telecommute according to the survey done by Ipsos. Most of the employees work from home in the world and it is a normal trend. Technology changes the way human resource departments store data, contact their workers, and evaluate employee performances. The proper use of technology makes human resource practices to be more resourceful and proficient. Additionally, when technology is used inappropriately it can become a hindrance to the way of controlling the organization’s human resources. It is also important to note that proper human resource practices capitalize on the benefits and minimalize the challenges. Technology allows gathering and breaking down of information to be a lot simpler therefore allowing employers to easily get an overall picture of their employees (Cronin et al., 2006). Technology also helps in evaluating employee’s performance through individual appraisals and apparent standards. Another significant benefit of technology in the human resource department is that it allows for ease of communication. Technology makes it easy for the human resource department to communicate with other company employees through text messaging and emails. If the company’s management, for instance, wants to share a new program, they can easily do it by sending an email to all of their employees in seconds (Parry, and Battista, 2019).

 However, there are also disadvantages of over-relying on technology as a time-saving tool for communication in that there is an added advantage of delivering certain messages to employees face to face rather than through email or text messages (Ashbaugh, and Miranda, 2002). Another disadvantage that technology may have is that it may lead to employees feeling like their privacy is shrinking due to the excessive gathering and evaluating of data by human resources. (Bondarouk, and Brewster, 2016). Proper human resource practices include knowing how much information that you need to collect. In the review of the positive and negative influences of technology in HR, it is conclusively evident that technology benefits organizations more as it has revolutionized the human resource departments in organizations. Therefore, the article from SHRM.org dated November 17th, 2020 by Dave Zielinski, “How COVID-19 is Changing HR Technology Investment,” is of significant relevance to public HR as it highlights the issue to do with technological innovations and adaptations (Zielinski, 2020).

The article is relevant to the course as it emphasizes the significance of organizations being able to adapt to the changing times in the world caused by the coronavirus pandemic. The article states that organizations have been adversely affected by the coronavirus pandemic causing them to cut down employee salaries and lay off some of their works. However, it states that organizations that managed to properly handle their human resources practices through the use of innovative technological approaches were able to remain in business and achieve their value business objectives. This, therefore, is of paramount importance to real-life public HR. The article also emphasizes the vast advantages of organizations being able to cope with the changes in technological innovations thus making the article to be relevant to public human resources. Finally, the future of human resources is being linked to technological advancements, and contesting it presents room for innovators to adapt to new inventions to establish and redesign the workplace and its experiences (Stone et al., 2015). Moreover, I believe that the future may display that HR is capable of playing a role in futurism novels, and inventions hence it will continue to progress when human resource professionals get new means that they could support and model the technological advancements.

Another key point that is cited in the article, “How COVID-19 is Changing HR Technology Investment,” by Dave Zielinski that makes it relevant to public HR is the issue to do with workforce management (Zielinski, 2020). According to the course, workforce management is significant to high-performing organizations. In the current world, the economy is talent-based thus making the workforce debatably be the most fundamental tangible resource that most organizations require (Louch, 2014). Regardless of the workforce being very valuable to organizations, many have not properly planned, measured, or optimized their workforce. A lot of organizations are not adequately aware of the present and future workforce divergences that may hinder the implementation of business strategy. Whereas it is hard to comprehend this apparent divergence involving intent and execution, the most evident cause is a lack of reliable objectives concerning the end product of workforce planning and analytical modeling. Organizations require approaches that change workforce planning to the domain of operational efficiency where management is used in investing its time and energy (Louch, 2014). Therefore, the workforce needs to be pragmatic and the planning strategies should be predictive so that organizations can evaluate, measure, and act on their workforce gaps (Milligan, 2018). Additionally, there are various reasons which have made it hard for organizations to introduce workforce planning within the human resource. These reasons include time frame, data integrity issues, forecasting, and control by managers (Louch, 2014). Consequently, the argument that workforce management is critical to high-performing organizations outlined by the article, “Workforce Planning is Essential to High-Performing Organizations,” by Peter Louch is appropriate.

The article is therefore relevant to public HR as it expounds on the issues to do with workforce management in the sense that the author uses the relevant example of how the coronavirus pandemic has affected the workforce management in organizations around the world. The author states that the majority of the organizations had substantially improved their workforce planning practices from the previous year’s results thus making those organizations less affected by the challenges caused by the coronavirus pandemic (Zielinski, 2020). This analysis of the increased concentration on workforce management by the article is therefore essential to public HR as we can get a more comprehensive understanding of the significance of having proper workforce management. Finally, I believe that the future of HR in its quest to become a trusted workforce advisor must concentrate on proper workforce management.

In conclusion, the article from SHRM.org dated November 17th, 2020 by Dave Zielinski, “How COVID-19 is Changing HR Technology Investment,” is relevant to real-life public HR as it highlights two significant issues; technological innovations and workforce management that are critical to public HR.

References.

Adam Seth Litwin, 2013. Not Featherbedding, but Feathering the Nest: Human Resource Management and Investments in Information Technology. Industrial Relations. Vol. 52.

Brian Cronin, Ray Morath, Pat Curtin a, Michael Heil, 2006. Public Sector Use of Technology in Managing Human Resources. Human Resource Management Review 16. P. 416-430.

Dave Zielinski, 2020. How COVID-19 is Changing HR Technology Investment. SHRM.org.

https://www.shrm.org/ResourcesAndTools/hr-topics/technology/Pages/How-COVID-19-Changing-HR-Technology-Investment.aspx

Dianna Stone, Diana Deadrick, Kimberly M., Richard Johnson, 2015. The influence of technology on the future of human resource management.

Emma Parry, Valentine Battista, 2019. The Impact of Emerging Technologies on Work: A Review of the Evidence and Implications for the Human Resource Function.

Peter Louch, 2014. Workforce Planning is Essential to High-Performing Organizations.

Sam Ashbaugh, Rowan Miranda, 2002. Technology for Human Resources Management: Seven Questions and Answers. Public Personal Management. Vol 31 No. 1

Susan Milligan, 2018. HR 2025: 7 Critical Strategies to Prepare for the Future of HR.

Tanya Bondarouk, Chris Brewster, 2016. Conceptualising the Future of HRM and Technology Research. Pg. 2652-2671.

Tursunbayeva Aizhan, 2019. Human Resource Technology Disruptions and their Implications for Human Resources Management in Healthcare Organizations. BMC Health Service Research

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