这个任务的核心概念是评估人力资源理论和最佳实践的重要性,以满足组织以及个人目标,以最大限度地提高性能的跨国公司。为了达到这样的绩效水平,人力资源专家今天面临着许多挑战。如果最佳人力资源管理实践与招聘、选拔、培训和发展与组织行为,人力资源管理工具(如绩效管理、招聘策略)管理不好,对员工的影响,激励和授权将不利。因为,在现实中没有一个积极的和从事的劳动力,无论最好的人力资源管理实践,你不能产生一个高性能的文化。因此,员工敬业度的重要性是工作场所高绩效文化的一个重要因素。
在过去的一个世纪里,人力资源的进化开始于十八世纪工业革命发生的时期。它的产生是基于对工业条件苛刻的反应。福利传统是第一种形式的人力资源管理,1833年工厂法规定,应该有男性工厂检查员。早在1871,劳资关系真正开始时,工会在英国合法化。劳资关系在世界大战中脱颖而出,这意味着人事部门负责组织和管理。官僚机构是由任何一个给定的公司的增长增长或变化产生的时代仍然是在现代劳动力简单地把性别工资差距仍然是一个深刻的复杂的问题。
The core concept of this
assignment is to evaluate the importance of the HR theories and the best practices to meet the organizational as well as the individual goals in order to maximize the performance of a multinational company. In order to reach such performance level, HR specialists are facing many challenges today. If the best HR practices relating to recruitment, selection, training and development together with range of organizational behaviours, HR tools (such as performance management, recruitment and strategies) are not managed well, the impact on staff retention, motivation and empowerment will be adverse. Because, in reality without a motivated and engaged workforce, whatever the best HRM practices used you can't generate a high performing culture. Therefore the importance of employee engagement is a vital factor in a high performance culture within the workplace.
Over the past century, evolution of human resources began during the end of the 18th century where the industrial revolution took place. Its creation was based upon the reaction to the harshness of industrial conditions. Welfare tradition was the first form HRM and in 1833 the factories act stated that there should be male factory inspectors. Back in 1871, Industrial relations really started when trade unions where legalized in the UK. Industrial relations came to the fore front during world war and this meant that personnel departments became responsible for its organization and administration. Bureaucracy arose from the increase growth or change of any given company the era is still alive and well in the modern day work force simply put the gender pay gap is still a deeply seated complex problem in the modern day company but can be monitored nowadays by performance appraisals.
HRM has become more a key part of any company in modern business the HRM function is complex and as such has resulted in the formation of HRM/divisions in companies to handle this function. The HR function has become a wholly integrated part of the total corporate
strategy. This function is diverse and covers many areas including Manpower planning, recruitment and selection, employee motivation, performance monitoring and appraisal, industrial relations, provision management of employee benefits and employee education training and development.
Marchington and Wilkinson (2008), defines HRM curtly as the management of employment definition of HRM but distinguishes between 'soft' and 'hard' versions of it. These writers, drawing upon Guest (1987) and Storey (1992), claim soft HRM 'recognizes employees as a resource worth investing in, and tends to focus on high commitment/high involvement human resource practices.' Hard HRM 'identifies employees as a cost to be minimised, and tends to focus on 'flexibility techniques' and limited investment in learning and development' (Beardwell and Claydon, 2007). Boxall and Purcell (2008) regard HRM in the world as all those activities associated with the ma
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