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时间:2021-10-24 20:15 来源: Essay代写

摘要:这篇Essay主要讲述的是人力资源管理对管理学研究发展所能够做出的贡献。......

有关人力资源管理对管理学研究发展的贡献的商务Essay

 

人力资源管理 (HRM) 是一个侧重于招聘、 管理,以及为在组织中工作的人们提供方向的组织内部功能。人力资源管理也可以由直线经理执行。人力资源管理是组织的功能来处理有关职员的问题,比如补偿、 招聘、 绩效管理、 组织发展、 安全、 健康、 福利、 员工激励、 沟通、 管理和培训等。人力资源管理也是一种战略,并且是针对管理人员和工作场所的文化和环境的全面方法。有效的人力资源管理使员工能够有效地贡献到整个公司的方向、该组织的宗旨和目标的完成贡献力量。人力资源的新作用涉及到战略方向以及人力资源管理的指标和测量来证明价值。

 

人力资源管理对管理研究的发展作出的贡献

 

随着全球经济和随之增加的竞争,人力资源被视为最后的竞争优势。当组织战略并没有考虑到对人力资源管理的影响,即便有极度训练有素的员工也不是我们所需要而雇佣的更多所可以弥补的,因此战略失败的风险很高。

 

Hrm Contribution To The Development Of Management Studies Commerce Essay

 

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers. 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. Human Resource Management is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value.

 

HRM CONTRIBUTION TO THE DEVELOPMENT OF MANAGEMENT STUDIES

 

With the global economy and the increase in competition this brings, the human resource is viewed as the last competitive edge. When the organisational strategy has not considered the implications to the human resource i.e. are there enough trained employees nor do we need to employ more, the strategy runs a high risk of failure.

 

Hrm Contribution To The Development Of Management Studies Commerce Essay

 

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers. 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. Human Resource Management is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value.

 

HRM CONTRIBUTION TO THE DEVELOPMENT OF MANAGEMENT STUDIES

 

With the global economy and the increase in competition this brings, the human resource is viewed as the last competitive edge. When the organisational strategy has not considered the implications to the human resource i.e. are there enough trained employees nor do we need to employ more, the strategy runs a high risk of failure.

 

A human resources management lends some important topics to discuss.

Does HR sit and fit on the board?

Future planning or fire fighting?

Reactive or proactive?

Future planning or justifying role?

Can HR be strategic?

SHRM, another new fad?

HR driving the organisation.

Operations or planning the HR function?

 

USEFULNESS OF HRM MODELS FOR MANAGERS

MICHIGAN SCHOOL MODEL

 

There are two famous HRM models that exist today. One of these is the Michigan School Model which was developed by Fombrun, Tichy and Devanna (1984). Organizations that practice this model monitor investment in employee training and development to ensure to ensure it fits with the firm’s business strategy. The management’s principal reason for improving the effectiveness of HRM in this model is increasing productivity. The Michigan model also assumes that HRM will respond to the external and internal environment appropriately and a contingency approach to HRM. The Michigan model is hard HRM because it is based on strategic control, organizational structure and systems for managing people. (Edwards, 2000)

 

HARVARD MODEL

 

Another HRM model was developed by a group of academics from the Harvard Business School thus it was called the Harvard Model. The Harvard Model (Beer et al, 1984) proposes that people can be dealt with within four human resource categories.

 

The first category is the employee-influence which refers to the amount of authority, responsibility and power voluntarily delegated by and is compatible with the purpose and interests of the management.

 

The second is the element of human resource flow, which refers to decisions on recruitment, selection promotion, exit, job security, career development, advancement and fair treatment.

 

The reward systems is concerned with intrinsic and extrinsic rewards such as the work itself, sense of purpose, achievement and challenge, pay, bonuses, insurances and flexible working hours. The reward system should always be aligned with the overall business strategy and management philosophy.

 

The last category is that of work systems which deals with the arrangement of people, information activities and technology (Kidombo, 2006). 

 

MOST ADEQUATE MODEL OF HRM IN THE CORPORATE CONTEXT

MICHIGAN MODEL OF HRM

 

This model stresses upon the crucial importance of the close integration of HR policies, systems and activities with business strategy. The Michigan theorists highlighted the following as being the most important HR issues to achieve such a match:

 

Selection of the most suitable people to meet business needs

Performance in the pursuit of business objectives

Appraisal, monitoring performance and providing feedback to the organization and its employees

Rewards for appropriate performance

Development of skills and knowledge required to meet business objectives

The essential features of this model are that it:

Is focused on individual and organizational performance

Is based on strategic control, organizational structure, systems for managing people

Concentrates on managing human assets to achieve strategic goals

Contributes to human resource performance

Has components such as organization structure, mission and strategy, human resource selection, performance appraisal, rewards and development

(Kandula, 1999)

 

ALIGNMENT BETWEEN HR AND OTHER CORPORATE FUNCTIONS

 

Human resources management alignment means to integrate decisions about people with decisions about the results an organization is trying to obtain. Our research indicates that agencies that successfully align human resources management with agency mission accomplishment do so by integrating HRM into the agency planning process, emphasizing HR activities that support mission goals, and building strong HR/management relationships. (Danish, 2010)

 

REVIEW OF LITERATURE

 

Conner, 1991; Wernerfeldt, 1984, This approach is called the resource-based view, which states that competitive advantage of a firm lies mainly in the use of the package of valuable resources used by an organization. While focusing on Human Resource Pfeffer, 1994, in his research stated that traditional sources of competitive advantage, like product technology and process, economies of scale and access to sources of capital, have declined in value since they are easy to imitate. The employees are the key driving force of all resources in the organization and therefore, employees can become strategic assets through an efficient human management system Maital (1994). Hence, there is immense need to invest on human resource in organizations, which are heavily relying on the performance of personnel like educational institutions. The one of the main pillar of educational institutes is the human resource and human capital.

(Juenjo, 2003)

 

NECESSITY OF ALIGNMENT

 

There are additional communication tools in place that help build trust among the HR community and business units. There are weekly HR vice president meetings that enable the HR community to ensure consistency of thought. These weekly meetings provide a platform for quick decision making because they bring together a large group of managers and directors in HR across several business units. There are also weekly HR conference calls with field HR personnel to ensure consistency of strategy among HR people in plants. This enables HR practitioners to stay in the loop even if they are not physically located with other HR peers. (Apqc, 2001)  

本文标签: HRM管理学竞争

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