最佳实践人力资源管理范式
The best practice Human Resources Management paradigm
简要概述什么是最好的实践/高承诺的人力资源管理模式,并认真检讨,这是一种人力资源管理。提供从不同的实践领域的人力资源管理的例子来支持你的答案,并明确指出,最近的研究已经解决的关键方法问题。
我尝试了这个问题在四个部分。第一部分论述了人力资源管理的定义,解释“最佳实践”,然后我仔细解释“最好的实践”,讨论它的优点和缺点,如它的问题与普遍适用性,好的话和严酷的现实,具体做法的问题等,我证实了这些例子从不同的实践领域,如就业保障,团队工作,选择性招聘等。最后,我已经解释了有关的研究,并进行了“最佳实践领域的关键方法论”。
Outline briefly what is meant by the best practice/high commitment HRM paradigm, and critically review this as a way of looking at HRM. Provide examples from different practice areas of HRM to support your answer, and indicate clearly the key methodological issues that recent research has addressed.
Answer: I have attempted this question in four parts. The first part deals with the definition of human resource management leading to explain 'best practice.' Then I have critically explained 'best practice' by talking about its advantages and disadvantages and key issues like its problem with universal applicability, nice words and harsh realities, problems with specific practices, etc. I have substantiated these with examples from different practice areas like employment security, team working, selective hiring, etc. Lastly, I have explained the key methodological issues relating to the research that has been carried out in the field of 'best practice.'
Human signifies people, us.
Resource signifies assets/ costs to organisation.
Management explains the coordination and control to achieve set goals.
The objective of human resource management is to seek and maximise commitment of people by organising work and creating attitudes and behaviour, which result in best outcomes. Thus HRM is basically a search for 'best practices' to generate high levels of employee commitment and performance. 'Best Practice HRM' is a set of activities which aims to achieve sustained high commitment from all stakeholders i.e. employees, customers, investors and community. High commitment high performance (HCHP) firms include southwest, Johnson & Johnson, Hewlett Packard for six decades, Mckinsey and Toyota. G.E., Campbell, Soup and ASDA are examples of companies that were transformed by new CEO's taking charge. CEO'S of these companies employed change strategies which focused both on commitment and performance. HCHP firms carry out performance alignment (managing with head i.e. developing an organisational design, businesses processes, goals, etc which are aligned with a winning
strategy), psychological alignment (managing with heart i.e. creating a firm that provides employees at all levels with a sense of higher purpose, meaning and capacity to make a difference which is something that all employees need but few organisations deliver) and the capacity for learning and change. In such firms the managers and leaders have to make conscious and principled choices to develop an environment that cares about people while understanding the importance of profits. The different set of activities that such firms employ are called 'Bundles.' Its components can be employment security, selective hiring, extensive training, employee involvement, teamwork, high compensation, etc. The point to be noted here is that these HR practices should be deeply embedded into the organisational culture otherwise they will only be able to deal with short term goals. An organisation could bundle all HR practices together or fo
本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。