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Paper写作范文:Managing in a Challenging Environment

日期:2023年08月05日 编辑: 作者:无忧论文网 点击次数:1019
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ning throughout the organisation. As knowledge is what matters, organisations and individuals alike must become continuous learners (Bennett, J & O’Brien. M. 1994).
戈尔内部对学习过程提出了挑战,要求创建一种允许整个组织持续学习的文化。知识是最重要的,组织和个人都必须成为持续的学习者。
3.7 H.R. Practice H.R.实践
There are fundamental differences in the approach to HR. Storey (1987) discussed these as ‘hard’ and `soft’ versions of HRM.. The ‘hard’ version places little emphasis on workers’ concerns and, therefore, within its concept, any judgments of the effectiveness of HRM would be based on business performance criteria only. In contrast, ‘soft’ HRM, while also having business performance as its primary concern, would be more likely to advocate a parallel concern for workers’ outcomes (Storey cited in Guest, D. 1999).
人力资源管理方法存在根本差异。Storey将其作为人力资源管理的“硬”和“软”版本进行了讨论。。“硬”版本很少强调员工的担忧,因此,在其概念中,对人力资源管理有效性的任何判断都将仅基于业务绩效标准。相比之下,“软性”人力资源管理虽然也将业务绩效作为其主要关注点,但更有可能倡导对员工结果的平行关注。
Gore’s HR practice embraces the soft HR practice, demonstrating concern for their employees in reward and welfare. There is deep integration of HR in the company and its complete commitment to the company’s values, has underpinned the strategy and structure (1) Fairness to each other and everyone with whom we come in contact. (2) Freedom to encourage, help and allow other associates to grow in knowledge, skill and scope of responsibility. (3) The ability to make ones own commitments and keep them. (4) Consultation with other associates before undertaking actions that could impact the reputation of the company by hitting it “below the waterline” (Anfuso, D. 1999).
戈尔的人力资源实践包含了软性人力资源实践,体现了对员工薪酬和福利的关心。人力资源在公司中的深度整合及其对公司价值观的完全承诺,支撑了战略和结构(1)对彼此和我们接触的每个人的公平。(2) 鼓励、帮助和允许其他同事在知识、技能和责任范围方面成长的自由。(3) 做出自己的承诺并遵守承诺的能力。(4) 在采取可能因“低于水线”而影响公司声誉的行动之前,与其他合伙人进行协商。
Performance management can be described as a control mechanism, linking values, behaviours, performance and growth of employees to the organisation. The management can control growth through training and development, the values and behaviours through reinforcing the culture, therefore controlling the behaviour of the employees (Beardwell, I et al 2004).
绩效管理可以被描述为一种控制机制,将员工的价值观、行为、绩效和成长与组织联系起来。管理层可以通过培训和发展来控制成长,通过加强文化来控制价值观和行为,从而控制员工的行为。
Reward systems are one of the four key policies within strategic HR. the organisation can use this tool to raise commitment, competence, and congruence and it is cost effective. With individuals having more control on their reward, at a basic level this can motivate, at a higher level can introduce self esteem and self worth. These values are congruent to the organisations values and principals (Beardwell, I et al 2004).
奖励制度是战略人力资源的四项关键政策之一。组织可以使用这一工具来提高承诺、能力和一致性,并且具有成本效益。随着个人对自己的奖励有更多的控制权,在基本层面上,这可以激励,在更高的层面上,可以引入自尊和自我价值。这些价值观与组织的价值观和原则一致。
The HR structure has developed over time, changing as the company grows to facilitate maintaining the culture. Likewise, the innovative HR practices the company has in place have developed over time to ensure continual adherence to the values and culture. New employees are recruited that “fit” into the culture, and will perpetuate the organisations beliefs (Anfuso, D. 1999).
人力资源结构随着时间的推移而发展,随着公司的发展而变化,以促进文化的维护。同样,公司现有的创新人力资源实践也随着时间的推移而发展,以确保持续遵守价值观和文化。招聘的新员工“适合”文化,并将延续组织的信念。
All new employees are assigned a sponsor, an associate who has made a commitment to help the newcomer The sponsor gives the person a basic understanding of his or her commitments and what it will take to be successful in those commitments. As associates’ commitments and needs change, they and their sponsors may decide they need something different from a sponsor, and that role may also change (Anfuso, D. 1999).
所有新员工都有一个赞助者,一个承诺帮助新员工的同事。赞助者让员工基本了解他或她的承诺,以及成功履行这些承诺需要什么。随着员工的承诺和需求的变化,他们和他们的赞助商可能会决定他们需要与赞助商不同的东西,这种角色也可能发生变化。
3.8 Corporate Entrepreneurship 企业创业
Corporate entrepreneurship is quickly becoming a weapon of choice for many large companies. Corporate entrepreneurship is an attempt to take both the mindset and skill set demonstrated by successful st