I need a APA research paper 10-12 pages on Human Resources at least 6 references 

********* ** Human resource **************************************************** **** human resource ******** that *** ********* *** ********* ******* ******** *** scope ** *** ** department determines *** functions that *** to ** ********** ** *** ***** ******** management ********** ** the ***** ********* ** *** organization ** defined by the ************** of ********** by *** HR ********** The ***** resource ******* need to ** ******** effectively to ****** a *********** *********** ************ ******* *** ** ********** as *** ***** *** *** ************ ************ ** ************* *** ********* resources requires the ***** ******** ******* *** the ******* of ** organization **** *** *** ** ****** **** ********* services ** ****** ********** **** for ********* ******* ******** ** **** ********* *** *** should ******** *** ********* *** ******* commitment ** *** ***** of **** * ******* of ***** *** ********* ** *** HRM ***** ***** may ** categorized under *** ********* ********* ********** ********* ** well ** ******** functions Companies **** ** ******* **** *** **** focuses ** having the **** ********* *** **** the ********* of **** ****** ** ****** ***** (Cogin ** ***** *** ***** ** be ******** **** paper **** ********* *** ********* of *** ****** any ********************** ***************** a workforce ** one ** *** *** ***** **** *** HRM ******* **** *** ** ********** ** activities ** ****** maintaining ** **** ** ********** the ********* ****** *** ************ ** ****** be noted **** *** ********** ********* fall ***** ******** ********** directing ** **** ** controlling ** ********** ** *** organization *** ***** ******** ********** must also ********** **** ***** *********** ****** *** organization A ******* of ************* ************* such ** ******* McDonald ** **** ** ********* have * ****** **** ****** ******** **** ********* departments to **** **** the *** for *** ********** of the ************ ******* et ** ***** **** any ***** **** ******* *** performance of the ************ ** ******* *********************************** ***** *** ******** through ********* ******** Core roles ** ***** ******** ******** are ******** *** the ****** Identifying *** **** ** effective ******** ** ****** ********* ** *** ** department ***** ******** management ***** **** *** employees to ******* *** analyses any ***** **** affects the ************* ** *** ************ Planning ******* ** ************ set ***** *** objectives ***** can **** ** *** ********** ** *** organization ** **** cases setting of policies should ** **** ** ******* *** set goals ***** ******** managers should ********* oversee any ********* ** ***** planning ***** ******** on the *********** ******* ** **** ** *** *** ************ forms part ** the planning ******* The ** ******* should have * ********* of the ********* goals ** the ************ as **** ** *** *** ****** ***** *** facilitate *** ****** and ****** ******** ******* ****** each *** ***** ******* ****** ******** ********* ** ******** ******** ** ******* *** ****** ******** ***** **** ***** ** * ****** ****** ******* **** *** jeopardize *** operations ** *** ************* *** ******* ********************* ** ** another ***** **** **** HR ******** ****** ***** for *** ******* ** *** ************ Organizing ******** ********* ****** based ** *** area ** expertise of ** ******** The ******** ***** *** then ********* to **** a common **** that ******** *** ******* ********** ***** ********* ** *** **** ** *** ** managers **** ******* ***** ***** *** ** ******** ** ******** that *** ****** ** ************ *** achieved Thus **** *********** **** ***** *** ****** ********* ****** **** ** achieve the ******** output **** ** *** Companies **** * ********** structure **** ********** employees ** ***** ** ******* ************ **** of *** ways of ********* a ****** ************** ****** *** ******* ******** ********* **** positions (Bratton ***** **** 2017) **** ******* the employee **** **** in **** ***** ***** ********** ** called **** ********** of the ************** ******* *** ******* the ********** ** ********* functions ** ********* functions When ** ********** is conversant **** *** **** ** work ** *** ***** issues *** *** ******* ******* ** **** productivity and ****** *********** ** *** ************ *** delegation ** tasks may also occur ** an ********* ***** ********** ** part ** *** organization process is done ** the ***** of ***** *** **************** ***** ************* *** ********** *** ***** ******* ******* ** ******* *********** ** **** ** little output ****** at the ***** departmental or *** ***** ***** ** **** (Olowookere & **** 2016) Therefore ** ** ********* ** have * proper ************** framework ** *** human resourcesDirecting ** ** * ******* **** ******* ** ********** ********* ****** different ****** As * ****** ***** efforts ********** to *** ************** **** **** ** *** Command *** motivation remain *** *** ******** **** **** *** process ** directing ********* Thus *** potential of *** employees is *********** ******** and ******** ******* *** process of ********* works best **** *** ********* become ******** ****** planning ** *** employee's ****** ******* ************ ********** ******* ** * ********* **** ** ******** **** manpowerHR *********** **** ********** ** directing ********* **** ** ******** *** ******** ** **** the ********** ** ************* *** ********* ** order ** ******* **** ****** working ******* ********** should ****** * ********** ******* ** *** place ** **** ** ******** who ****** ******** approaches **** ******* motivation and ************* *** ********** ***** of **** may *** ** faced ** ********** ** ********* (Olowookere ***** **** ***** ** **** ********* **** **** ** ** ***** ** **** understand the situations ** employees ****** ***************** **** ** *** ********** ******* ** ******** **** ******** ********** ** **** ** ********* ** ******** ** *** ********* The *********** ** ** ******** ****** ** ******* ** ****** **** *** *** ****** *** ***** *** ** *** *** or during **** *** met *********** ******* ** achieve *** ****** ** *** ** the ************** ** control ******** The ******* **** ****** ** ******** followed for *** ******* of the ******* The ********* ** this ***** **** for ******** ** areas ***** ********** have been identified **** ***** ** ******** ******* *** ******* to *** ********* **** ******* the organization ******* et ** ***** ********** **** *** ******** are ****** ** *** **** ***** in planningAdvisory ************** *** ********* **** by * **** of ******* ** ****** **** activities *** ******** without *** interferences *** issues **** affect ********** are ****** ******* guidance from *** **** **** ************* organizations have ** ******** **** that ****** *** offers ****** ** areas ** ******** ****** ** *** ************ ***** ** *** ***** ****** ** ****** **** the ***** ******** is satisfied **** ** *** functions ********* may **** ***** the *** ********** ****** ** the department head ****** ***** *** roles *** played effectively by *** ******** ******** ********** AdviceHR ******** ****** have *** ******* ** ***** advice ** employees *** ****** ** *** *** ********** *** ***** on ******* ** ****** *********** *** ********** **** executive ********* ****** ***** *********** *** **** little knowledge on ******* of ****** *********** *** implementation **** ***** ** ******** ** ** tasked **** ******** ****** ** ********** *** processes ** policy *********** Once that ** **** *************** *** ** **** ** *** appraisal of ******** **** can benefit *** ******* **** *** *** provide what ******** the ******* ******* *** ********* ** ****** which ***** ** ******* ************ human ********* that ** vital for *** organization Processes ** ************** advice *** appraisal can **** create * **** employee ****** ** *** *** ********** *** ********* elevation ** an ******** ** ******* *** rank ******* ***** It *** ****** ******* * ****** front ***** *********** *** ******* ******** and *********************** Head ************ ** the department ***** ** also ******* as ** creates ** understanding ** *** important ***** **** **** ** be taken to improve *** *********** ** *** ************ Thus ** ******** *** ****** **** ******** ******** ********* ** ********* ***** ** *** departmental level *** ****** may ****** ** *** ******** of *** company *********** advice ** ******* ******** to *** *** *********** ********* *********** ** well ** ********** *** be **** ** *** ********** level ***************** always ***** ** the *********** when *** ***** do not **** * ***** work plan ** what ** expected ** **** *** ** the ********* **** have ********* ** *** ************ ***** ** ******* **** ** because the ***** ******** managers ********** *** ******** of ******** ****** ********** ** *** *********** ******* ***** **** ** is appropriate **** *** organization ****** ****** ********* ** ***************** FunctionThe ********* function ** human resource management ** ******** ** *** ***** ******** ********** *** operative ********* ****** on ****** *** managing *** employees ** *** organization ********* ********* **** *** employees ** the ************ ** perform ***** tasks **** of *** *** ********* ********* include *********** ********* orientation *********** ********** ******** ******** training *** developmentRecruitment and ******************** *** ********* ******* the ************ **** *** ***** **** of ****** ** ******* *** ******** tasks Human resource ******** attract screen *** ****** the ***** ****** at *** recruitment stage The *********** ******* ******** ******* * ***** *** ****** the organization into **** ****** *** ******** ** the ***** *********** ***** **** ******* *** specifications ** *** *** (Vickers ******** ***** ****** ***** ** describes *** job *** its ************** **** **** ** required **** * ********* applicant ******** ******* *** job analysis ***** ********* ********** *** the ******** *** ********* ******* *** ********** employed ** *** sourcing ***** It ** ****** *** ********* ** *** *********** both internal and external to ******* *** **** ********** ** the *** marketThe next ***** is ********* *** selection In ********* *** selection *** **** ********** *** ******** through ********** ************* ******* ** the ******* ****** assessment methods ******* ********** aptitude ***** resume ********** and *********** testing *** final ***** of the *********** phase ** the ***** selection ** a ********** ********* *** selection process ******** taking the right ********* **** will **** *** ***** *** ** *** ************ *** selection criteria used ******* that *** candidate ******** will *** *** **** value ** the **************************** a ********** ********* ** selected **** **** to be integrated into *** organization ********* organizations have ********* ******* *** employees **** to ** ********** ** *** ******** ** the *** ************ *********** ********* *********** have ********* operating approaches *** ******** ** the ************ or ********** have ** be ******** ** ***** new ***** ** ***** ************ ************ *********** ** ********* *** process of ********** ********* ** ***** *** ******** *********** ******* ensures that *** new ******** *********** *** ********* ***** ** *** ************ Human resource ******** **** ** ******* * ******** *********** program ** the new recruits ***** ******** ******** **** to help *** *** employees ******* ***** *** ***** ***** *** ****** *** ******** ****** *** orientation process Employees **** ** ********** ** they have * clear understanding ** ***** **** ** the organization *** *** employee has ** understand *** position ***** **** *** in *** organization *** ********* **** also **** ** **** *** ***** position relates to ***** ******** ** *** ************ **** *********** the *********** process ***** *** new ********* **** ***** new ********* (Bratton ***** **** ***** *** ******** have ** be oriented ** *** *** culture *** ********** the ***** ** *** organization ********* **** **** ****** performance **** they **** an understanding ** ***** **** and are ********** with the ********** ** *** *********************** ************* ******** ** the ************ *** ** be ********* ** is ****** ******** *** organizations to subject ***** ********* ** performance review ** ** *** **** ** ***** ******** ***** to ******** *** *********** ** the employees The ******** *********** ********** helps identify *** ************ ****** ** *** workforce *********** ********** ***** the ************ ** *** their workforce ** ****** ***** ********** *********** ***** Goodall ***** Performance ******* are ********* ******** to ****** how the ***** ******** element is being ******** ** reach the ********** ** *** ************ The ***** *** ******** against *** *** ************** ***** assigned ** **** ******** *** *********** ** ********* ** ******** ******* *** *********** ******** *********** ********** helps ******** *** employees **** *** not ********** **** ** **** ***** identify the ***** **** **** ********** human resources Performance ******* **** *** ******* ******* *** ********** ********** ******** ********* *** ** ******** of the **** to ********* *** *********** ***** In essence the *********** ********** process ***** ** increasing the ********** ** *** employees The *********** ********** ******* is *** ********* *** ********* of the ************ *** **** ******* ** provide ******** ** *** *********** ** the ************ The ******** provides ******** that ***** improve some ** the ********** of *** ************ in *** operations *** ********* ******* ***** **** ***** *** organization create * ********* **** *********** ** *** ***** expectationsEmployee relationsEmployees are ** ** **** ********* ***** ***** ******* contribution to *** ******* ** the ************ ************* that **** ********** ******* **** good employee ********* *** employee relations are ****** ** *** workplace ***** *** at a ******** ***** *** ******** ********* ******* ** **** but ********* for employee ********** ********* ***** **** ** ***** time ** *** ************ *** **** ** ** ******* **** ***** resource managers have ** ****** **** employee ********* ******* **** ****** ***** ******** *** ***** **** ************* the ********* ******** ********* ******* good ****** ******* *** good ************ ******** ***** benefits **** employees **** *********** *** ***** **** ** *** organization ********* are **** given ******* ********** that cater ** ***** ********** ********* **** **** ********** *** *** of ******* working hours ** allow *** employees to ********* * **** *** ******** **** ******* *** approaches ******** ** employee relations are * purpose ** ******** ********* ************ ******** ********* **** ********* ********* *** **** ********** **** *********** ********* (Shields et al ***** **** relations at the ********* also **** ******* * ******** ************ ******* *** employee and *** ******** The employee **** work better ** ***** ***** when *** power ******** ************ ** ********* ** ****** relations ** essence good ********* increase *** commitment ** *** employees to *** goals ** the organization When the ********* are ********* ***** ****** increases *** *** goals ** *** ************ *** attained The human ******** ********** ******* helps ensure **** ********** ******* good ******** relationsComplianceManaging ********* involves ********* legislative ******* The human ******** **** ** ****** **** ensuring **** *** ************ ******** **** all *** regulations that relate to the employees *** regulations that ****** *** ********* ******* ***** **** **** **** the ********** ******* ********** ***** **** ******** **** **** ****** the employees ** an ************ ***** unions and other labor-related organization also provide ******** **** **** ** ** followed ** companies ** ** the ******* ** the ***** resource ********** ** ******** the ******* ** comply **** *** the ********* legislationHuman ******** management ******* *** *** ********* *********** **** ******* to ******** ****** are ******** ********* safety ******** ***** *** developed internally ** externally ** ******** regulations are reinforced ** *** ***** ******** department Human ******** ******** also ******* ***** ** misconduct such ** ****** harassment ** *** ********* ************** policies *** **** ******** and implemented ** *** ***** resource managers ** ** clear that ***** ******** ********** ******** ******** *********** ****** that ** *** ******** handled *** **** ** ******** *** ***** ** *** ******************** *** ************** ******** world ** dynamic *** ****** changing The ******** ******** **** *** ********* *** abreast **** the ****** skills in the ****** ** ****** ***** ********* to *** ************ An ************ ****** ******* ********* ** its ********* *** obsolete ****** ** is *** work of *** ***** ******** team ** continually ***** *** develop *** ********* ******** ******** *** ********* with *** ********* ** provide *** optimal *********** ***** 2015) ******** ** given ** *** ********* both *** *** *** *** *** *** ********* *** ******* ** perform ** ***** *** ***** ******** ********* *** ******* ** refresh *** update ***** ***** ******************* resource management involves *** ********** ** the **** ******** ******** ** *** ************ *** employees Employees *** ********** to hold ***** ***** ** *** ************ ***** **** are *** heart of *** ************** *********** ***** resource ********** ******** ***** ******** ********* ****** managerial operational *** ******** ********* The ********** ********* are *** tasks ********* ** *** human ******** manager for ***** **** ** *** ********** **** Under **** ******** *** human ******** manager ***** ******** directs *** ******** *** ******* **** ****** ** *** ***** ******** ********** The ********* ******** ******** *** manager ********** *** actual **** **** ******* *** optimal performance ** *** ***** ********* *** ********* ******** ****** *** employee from *** *********** ***** ** *** training ***** ***** *** ********* ******** the human ******** management ******** ********** **** labor-related laws *** *********** The ***** ******** of human resource ********** ** *** ******** function ***** ******** ******** ****** ***** departments ** ******* ******* to ***** ********* Human ******** ********** is * ******** part ** the organization since it ******** its most ******** resourceReferencesBailey * ****** * ******** C ***** ******* * ****** ********* ***** ******** ********** ****** ********** PressBratton J ***** **** * (2017) Human resource management: ****** and ******** ****************** M ***** Goodall * (2015) Reinventing performance ********** ******* ******** ****** ***** ********** * * Ng * * ***** *** * ****** *********** ********** ************** *** ***** ******** ********** influences *** attitudes and *********** ********** ***** resources *** ****** 14(1) ************ * & **** * ****** * The ***** Resource ********** Function Enterprise *** its ******** *************** * ****** ******** *********** ******* Training ***** *********** (Canadian ed) ****** *************** * C (2016) Human ******** Management: ****** ******* **** PublicationsShields * ***** * Kaine * ************ * *************** A ****** P ************ * (2015) Managing ******** *********** & ******* ******** practices strategies ********* University ************ * ******** * ***** Grimes * (2014) * ***** country ********** of **** ********* in *********** *** ********* Journal ** ********** *** ********* ******** ** ******* * ****** An ************ ** human ******** ********** ****

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