代写留学生论文literature review-
留学生论文文献综述样本,The Graduate Management Review
* This
assignment was for MANT407, Advanced Human Resource Management. 1 - 22
Supervised by Dr Fiona Edgar
strategy and the Human Resource Management Function
A Review of Current Practice at a South Island Hospital
Christine Theissen *
Introduction
The SIH is a large public sector organisation that employs approximately 2,300 staff,
delivering secondary health care services to a population in excess of 200,000 in the South
Island. Like many hospitals around the country it battles constantly to deliver the highest
possible quality health services in an ever-tightening fiscal environment. People are the
organisation’s most valuable asset; they are both the organisation’s today and its tomorrow
and yet sometimes it is evident that their importance is lost in the desire to plan for that
future.
This assignment looks at the value the SIH puts on its employees through its investment in
and commitment to, the development of strategic human resource management (HRM).
How the organisation might achieve the level of ‘buy-in’ required from the managers charged
with implementing both operational and strategic human resource policies and practice is
considered. Current literature on strategic HRM is examined in the light of current practice
and conclusions and recommendations are drawn from the information gathered.
Aims
The aims of this assignment are:
• To assess the level of senior organisational commitment to the development and
implementation of strategic HRM initiatives from the perspective of the Chief Executive
Officer (CEO), Organisational Development (OD) Manager and Human Resource (HR)
specialists at The SIH through a series of one-on-one unstructured interviews.
• To consider the barriers, if any, to successful development and implementation of HRM
strategy within the organisation.
• To consider the relationship between the theory of strategic HRM and actual practice at
The SIH.
• To draw a series of conclusions and recommendations from the information gathered and
assessed.
Methodology
A multi-constituency approach using two levels of analysis was used involving a series of
face to face, unstructured interviews was held with the following staff between the 23rd and
30th June 2003:
• The Chief Executive Officer
• The Organisational Development Manager (previously the HR Manager)
• HR Specialist
• The former Industrial Relations Advisor
The Graduate Management Review
2
No line managers were interviewed at this time.
Initially a set of formal questions was drawn up however once discussions got underway I
found that conversations evolved to such an extent that the utilisation of the same set of
questions would have restricted staff responses and prevented the elicitation of valuable
information. The questions asked of each staff member are listed along with their responses
in Appendix A. The following areas however were discussed with all interviewees:
• The structure and role of the HR department at HCO, particularly in relation to the
conflicts between operational and strategic functionality
• The significance of the creation of the Organisational Development Manager role
• The level of organisational commitment to strategic HRM and how organisational ‘buy-in’
to the concept might b
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