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论文作者:留学生论文论文属性:硕士毕业论文 thesis登出时间:2011-04-14编辑:zn1987点击率:4344
论文字数:7226论文编号:org201104141414002140语种:英语 English地区:英国价格:$ 66
关键词:Human Resource ManagementStrategyEnterprise
HR Programs Shaped by HR policies, HR programs riper-sent coordinated HR efforts specifically in-tended to initiate, disseminate, and sustain strategic organizational change efforts necessitated by the strategic business needs. These efforts may begin at the top of the organization and filter down, or they may begin else-where. They may even begin in two places at the same time. For example. Ford's early-1980s strategic decision to emphasize quality evolved at the top-management level and the plant level simultaneously, a serendipitousdevelopment.HR programs can be initiated, disseminated, and sustained for many types of strategic organizational change efforts. These eve-forts, however, have several elements in common. First, they receive their impetus from the firm's strategic intentions and directions. Second, they involve human resources management issues, i.e., they represent major people-related business issues that require major organizational change effort to address. They also share the reality of having strategic goals against which program effectiveness cane measured. A number of generic questions help to identify the fundamental issues for these types of programs: What is the nature of the corporate culture? Is it supportive of the business? Will the organization be able to cope with future challenges in its current form? What kind of people and how many will be required? Are performance levels high enough to meet demands for increased profitability, in-notation, higher productivity, better quality, and improved customer service? What is the level of commitment to the company? Are there any potential constraints such as skill shortages or HR problems? Programs formulated in answer to such questions are typically associated with the term HR strategies. This makes sense because, after all, HR strategies are essentially plans and programs https://www.51lunwen.org/liuxuelunwendx/to address and solve funda-24mental strategic issues related to human re-sources management. For this reason alone, HR strategies and HR programs are used in-terchangeably in the framework here. Again, an example from the Forest Products Company illustrates this concept. In the early 1980s, FPC became aware of decline in large-volume, commodity lumber businesses and growth among small mills that tailor-made products to meet customers’ de-mind. The same, nonunion, owner-operated-end, entrepreneurial mills were more market-oriented and operated at lower cost.