Graduate Human Resource Management (HRM)
Learning Summary
HRMT600 1001 Spr
12 Week 3 – Assignment
Valerian B-K.
Masao II
Human Resources
Management, Spring 2012
Dr. Jill
May 27, 2012
Documents
personal learning and meaning weeks 1-3
So
far in this course, HRMT600, personal learning were such as strategic HRM goals
(p. 31-4), challenges, changes and evolution of HRM through globalization,
cultures and technology (p. 4,5, 11), and the ability to distinguish amid
functions of HRM, i.e. at the moment in this class I have clearly understood
the employee discipline, and recruitment and selection process. In the
employees’ disciplinary action, I have learned a great deal of dilemma between
moral and legal issues. Of course, all the above and HRM functions as employer
and organization management as a whole are expected to work under a certain set
of rules and regulations (laws) developed by local, state and federal
government. The most vicarious areas that I have become more enlightened from
include the laws that HRM practice directly/discriminatory practices are such
as, the Civil Rights Acts of 1866, 1964 and 1991, Age Discrimination in
Employment Act (ADEA), American With Disabilities Act (ADA) of 1990, Equal
Employment Opportunity Act (EEOA), Pregnancy Discrimination Act of 1978, Affirmative
Action, The Family and Medical Leave Act of (FMLA) 1993 and Uniformed Services
Employment and Reemployment Rights Act (USERRA) of 1994 (DeCenzo and Robbins,
(2012), p. 58, 59, 60, 61, 62, 63 and 64). I learned that a successful HRM
professional need to be a good adviser and liaison to the organization’s
management and set policies and entire HRM practice within these set of laws,
because law suits have negative repercussions on organization and need to be
avoided whenever necessary. Understanding these laws has helped me, as a newly
appointed HRM professional, to avoid possible legal and ethical conundrum. I
have applied many of the laws to my personal learning because, recently, a
staff person developed a nervous breakdown condition that, as a manager, I felt
that she was not capable of performing her job sufficiently, but based on the
Union contract and her job description there was not a clause that indicated I
would be able to terminate her employment without legal consequences.
Therefore, I started by progressive disciplinary action whenever there was an
occurrence, such as, tardiness, and insubordination.
