HR ANALYSIS

Analysis of Human resource practices of Homeland Security

Abstract

In this study, we try to explore the concept of “Human resource management” in a holistic context. The main focus of the research is on “Human resource management” and its relation with “law enforcement agencies.” The research also analyzes many aspects of “Human resource management” and tries to gauge its effect on “law enforcement agencies.” Finally, the research describes various factors, which are responsible for “Human resource management,” and tries to describe the overall effect of “Human resource management” on “law enforcement agencies.”

Table of contents

Introduction1

Analysis of HR practices at homeland security agency1

Individual development1

Career development at Homeland Security4

Employee coaching5

Evaluation of employees6

Schedule of evaluation7

Technique and criterion for employee evaluation7

Organizational development8

Performance management system10

Performance management framework at Homeland Security11

Conclusion12

References14

Analysis of human resource management practices at home land security, USA

Introduction

Human resource management aims at continuous improvement of performance and personal contributions to the organization as part of a lawful and socially responsible activity.

Administration policies of human resources vary from organization to organization, depending on several factors that facilitate or inhibit the operation of the company and staff. However, human resource management leads to default certain principles that are applicable in all cases (Kraska and Kappeler, 1997).

These are:

Fundamentals and organizational challenges

Preparation and Recruitment

Development and evaluation of employees and activities

Compensation and employee protection

Relationship with staff to maintain unity

By working on above-mentioned points, the organization or company can properly apply principles of human resource management.

Analysis of HR practices at homeland security agency

Individual development

A number of agencies of law enforcement take the concept of employee development as a very beneficial activity and spend a considerable amount in this activity. A major reason for this is the fact that people serving in a law enforcement agency usually take retirement in clusters or groups, which typically consist of people who had graduated together from their academy. This thing can often result in a very momentous loss of institutionalized knowledge among employees and can lead to miss-alignment of operations of the law enforcement agency, and can create a gap, because it is not necessary that they would have such employees who could quickly fill those positions. This phenomenon of mass departure of human capital and loss of core staff office creates a challenge for the management of law enforcement agencies. Therefore, law enforcement agencies give a lot of importance to make sure that they develop their employees, so that whenever there is such a gap, it can be fulfilled without many problems (Artley, Ellison, and Kennedy 2001).

Then an additional challenge for the management of law enforcement agencies is because of a structure that is related to military structure. In this type of organizational structure, the upright structure of chain-of-command develops some functions that are utterly isolated from each other. Put differently, we can apply idioms like, “the learning curve peaks here” and “the buck stops here,” to such functions, which are put up in higher-management positions. If someone from the top, management of a law-enforcement agency ...