顾家外作业课上renewed管理学和人力资源题目essay

管理学作业和人力资源作业题目Whatdoesstrategichumanresourcemanagementmean?WhatchangeshasthisconceptbroughttoHumanResourcemanagement?WhatHRmanagementpracticescanbeincorporatedtoachieve ’sstrategic首首 写个开头开头段（一般写120-150words）问题或者趋势：什么事情导致开始讨论这个话题：如果题目出现了专有名词，可以解释一下，给出重要性：为什么讨论这个话题是重要的的句子：说一下主体部分会讨论什么使用输入“strategichumanresourcemanagement”&第一 譬如说training那么输“strategichumanresourcemanagement”&第一然然 就可以阅读这些文章，整理出观点（写出譬如说，分析公司的策略---》培训公司的新员工---》实现公司的策Today,manycompanieshaveadopteddifferentpracticesininthefieldofhumanresourcemanagement(HRM)toachievelong-termbenefits,suchasprofitsandcorecompetence，especiallywhenthecompetitionisstiffanda isinterestedinsustainablegrowth.Strategichumanresourcemanagement(SHRM)intendstoexpandandimproveHRM,anditconnectsanorganisation’sHRMpracticeswiththeoverallstrategyofthebusiness,sothisisabletogainacompetitiveadvantage.ThisessayaimstodiscusswhatpracticescanbeadoptedtoachieveSHRM.AselectivehiringisanimportantHRmanagementpractice.Selectivehiringmeansthatthewillconductinterviewstofigureoutwhetherajobapplicantcansuit strategicinterests.Employees'expectationscanmatcha 'sstrategiesandtheyhavemotivationtopursuethis 'sstrategicobjectives.Forexample,ifanemployeeisinterestedinhigh es,heorshemightnotbeabletoachieveanot-for-profitorganisation'sstrategies.Incontrast,ifthis focusedonlyonajobcandidate'sskills,ratherthanexpectationsandvalues,thiscandidatemightnotbevaluableorevendetrimentaltothe.Apartfromselectivehiringandemployeetraining,maintainingtherelationshipbetweenemployersandemployeesisanotheressentialissueassociatedwithstrategichumanresourcemanagement.Inthisregard,theleader’sleadershipysanimportantroleinimprovingandmaintainingemployer/employeerelationship.Inordertoachievethis,managerscanadoptvariousactivities,suchasacclimatingnewemployeestotheorganizationandemphasisingthecommunicationwithemployees.Throughtheseactivities,employerscannotonlyexinsomebenefitprogramstostaff,butalsounderstandmoreclearlyhowcertainrewardscanaddtoemployeesatisfaction(wisegeek,2013).ThiskindofleadershipwillbenefitImproving’scohesionandenhancingemployees’loyalty,thereforecontributingto strategicmanagement(Regis,TrainingisanotherHRpracticethatenablesa toenitsstrategies.Peopleareabletodevelopbehavioursthatareessentialtothe ,iftheyareawarethatthesebehavioursareappreciatedbythe (Regis,2009).Oneexampletoillustratethisisthat caninvestmoneyinemployees'mid-careertraining,ifthe knowledgeasitscorecompetency.The cancreateaculture,soemployees'behaviourscanbesustainedandemployeeshaveasenseofbelonging.Itissuggestedthattraininganddevelopmentaccountsforabout2%oftotalsalesofcompaniesinUSA(Regis,2009).Thisshowshowimportantstafftrainingcanbetoa 'sstrategicmanagement.SHRMcesemphasisontheimplicationsofrewardandpunishmentsystemto strategy,sinceitservesasanindicatorofanemployee’sperformanceintheworkce.Itimportanttohaveaninsightintothecurrentcriteriaofrewardandpunishmentincertaincompaniesanddesignonethatthe willachieveinthefuture(Heneman,2002).Individuals’valueandcontributionwhichareinlinewiththestrategicobjectivesoftheshouldbemotivatedintheestablishedrewardandpunishmentsystem.Thisnotonlyenables toretainproductive nelbutalsoinformsemployeesofthewaytomatch ’sstrategicinterestsandearnahighsalary(Deb,2006).Therefore,a strategicobjectivesarelikelytobe plishedeffectively.Effectivejobarrangementandjobdescriptionareanotherissuethathasrelevanceto’sstrategicmanagement,becausetheseHRpracticeswillmakeemployees'jobsmoreefficient,andimproveemployees'technicalperformance,whichwillhelpthe itsvision.Forexample,ifemployeesshiftbetweendifferentjobpositions,theyhavemoreopportunitiestomasteralltheskills,andintheme,theywillknowbetteraboutbusinessdevelopmentandwhichpositionsuitsthembest(RothwellandKazanas,2003).Itwouldbedriveemployeesbesttodevotethemselvesto businessandreach'sstrategicgoals.Ifcompaniesdidnotpaycloseattentiontostrategicmanagement,HRpracticeswouldfocusonhowwellanemployeefinishesajob,ratherthanonhowwellheorshecanenrichskills(Regis,2008).Deb,T.,2006.Strategicapproachtohumanresourcemanagement:Concept,tools&application.NewDelhi:AtlanticPublishers&Distributors.Henneman,R.L.,2002.Strategicrewardmanagement:Design’implementation,andevaluation.TheUS:InformationAgePublishingInc.Regis,R.2008.Strategichumanresourcemanagementanddevelopment.NewDelhi:EXCELRothwell,W.J.,Kazanas,H.C.,(2003).nningmanaginghumanresource:Strategicnningfor almanagement.(2nded.).US,HumanResourceDevelopmentPress.wiseGEEK.2013.whataretheadvantagesofstrategichumanresourcemanagement.Retrievedfromhttp: Toreachlongtermbenefits,intermsofprofits,corecompetenceandothergoals,afirmmightutilizekindsofmannersinthefieldofhumanresourcemanagement(HRM).Strategichumanresourcemanagement(SHRM)whichtakesafurtherstepfromHRM,linksanorganisation’sHRMpracticestotheoverallstrategyofthebusinessandassiststhemingaincompetitiveadvantage.AccordingtoWright&Mcmahan,1992,itrefersto:“Thepatternofnnedhumanresourceactivitiesintendedtoenableanorganisationtoachieveitsgoals.”ThisessayaimstogiveabriefdiscussionabouttheadvantagesSHRMmightbring.Furthermore,somedetailsinrecruitingandtrainingwillbegiventoexinhow ’smissionstatementplishedundertheguidanceofEffectivejobarrangementandjobdescriptionareanotherissuethathasrelevanceto’sstrategicmanagement,becausetheseHRpracticeswillmakeemployees'jobsmoreefficient,andimproveemployees'technicalperformance,whichwillhelpthe itsvision.Forexample,ifemployeesshiftbetweendifferentjobpositions,theyhavemoreopportunitiestomasteralltheskills,andintheme,theywillknowbetteraboutbusinessdevelopmentandwhichpositionsuitsthembest.Itwouldbedriveemployeesbesttodevotethemselvesto businessandreach 'sstrategicgoals.SHRMcesemphasisontheimplicationsofrewardandpunishmentsystemtoa strategy,sinceitservesasanindicatorofanemployee’sperformanceintheworkce.Itisimportanttohaveaninsightintothecurrentcriteriaofrewardandpunishmentincertaincompaniesanddesignonethatthe willachieveinthefuture.Individuals’valueandcontributionwhichareinlinewiththestrategicobjectivesofthe shouldbemotivatedintheestablishedrewardandpunishmentsystem.Thisnotonlyenablesthe toretain nelbutalsoinformsemployeesofthewaytomatchthe ’sstrategicinterestsandearnahighsalary.Therefore,a ’sstrategicobjectivesarelikelytobeplishedApartfromselectivehiringandemployeetraining,maintainingtherelationshipbetweenemployersandemployeesisanotheressentialissueassociatedwithstrategichumanresourcemanagement.Inthisregard,theleader’sleadershipysanimportantroleinimprovingandmaintainingemployer/employeerelationship.inordertoachievethis,managerscanadoptvariousactivities,suchasacclimatingnewemployeestotheorganizationandemphasisngthecommunicationwithemployees.Throughtheseactivities,employerscannotonlyexinsomebenefitprogramstostaff,butalsounderstandmoreclearlyhowcertainrewardscanaddtoemployeesatisfaction(wisegeek,2013).thiskindofleadershipwillbenefitImproving cohesionandenhancingemployees’loyalty,thereforecontributingtothe ’sstrategicApartfromselectivehiringandemployeetraining,maintainingtherelationshipbetweenemployersandemployeesisanotheressentialissueassociatedwithstrategichumanresourcemanagement.Inthisregard,theleader’sleadershipysanimportantroleinimprovingandmaintainingemployer/employeerelationship.Inordertoachievethis,managerscanadoptvariousactivities,suchasacclimatingnewemployeestotheorganizationandemphasisingthecommunicationwithemployees.Throughtheseactivities,employerscannotonlyexinsomebenefitprogramstostaff,butalsounderstandmoreclearlyhowcertainrewardscanaddtoemployeesatisfaction(wisegeek,2013).ThiskindofleadershipwillbenefitImproving’scohesionandenhancingemployees’loyalty,thereforecontributingto A了解公司奖罚制度现状，设计公司未来将要达到的奖罚制B确保满足公司策略性目标的个人的价值和个人贡献受到鼓B1有利于留住公司需要的员工B2员工也知道怎么努力获得高的收C推动公司的策略性目标的实 的风格（leadership）侧重改善员工跟雇主之间关系解释：怎么做达到这个目的？提高公司内部凝聚力以及提升员工忠诚推动公司策略性目标实进行合理的工作安提高技能，增加满意例子励工作轮换员工能够掌握全面技能工对公司业务开展有深刻认识并且知实现公司的策略性发、A啤酒不是必需B不同的人有不同的收入，选择不同的啤C生产不同价位的啤酒迎合消费者需A中产有社交的需要B选择喝酒这种方式C啤酒在中产的市场尤其AB在某些地方建设啤酒厂可能会市民不满，导致举例（反例）：苹果专卖店因为光源，造成光污染，群众在专卖店门前抗 CA1是个高度的社会，有着多元的文B1A2的业比较发达，对啤酒的消费量也比较b2例如，是个很繁荣的酒吧夜店区域，每天晚上都要消耗很多的酒类产品，其青年人是主要群体，他们比老年人对新鲜事物有更好的接纳态度cTuiisaNewZealandbeer andintendstooperateinHongKongtoearnprofit.HongKonghasapopulationof7millionanditisamongtheworld’srichestareasintermsofnationalGDPpercapita.PestleysisisimportantbecauseitenablesTuitounderstandtheprosandconsofenteringanewmarket.ThisreportiscommissionedbyCEOofTuiCo.ThisreportwillpresenttheresultsofPESTLEysisandgivesoadviceforTui.PeoplewholiveinHongKongusuallyhavemoredisposable esbecausetheyhavehighersalariesthanpeoplefrommanycities.AccordingtothefiguresgivenbyWorldBank,HongKong’sGDPpercapitain2011wasaroundUS$35,000,anditisamongtheworld’srichestareas(Worldbank,2011).Therefore,citizensinHongKongaremorelikelytopursuehighqualityproducts.Therefore,thebeer whichwantstostepintoHongKong’sbeermarketshouldpaymoreattentiontothequalityofitsbeer(Fitzpatrick,2013).SocialHongKongcitizensaredeeplyinfluencedbywesterndrinkinghabit,whichshowsastrongpreferenceforbeers(InternationalMarketBureau,2011).Itisalsoworthmentioningthatciderislesspopularamongfemaleconsumers(InternationalMarketBureau,2011).ThismeansthatthebeermarketinHongKongisexpanding.Inotherwords,itmaybereasonableforTuitotargetthismarket.Asthebeerisnotbasicnecessitiesinourdailylives,consumersmaybuydifferenttypesofbeersaccordingtotheir elevels.Therefore,itisimportantforbeermanufacturerstocaterfortheneedsofdifferentgroupsofconsumers.Forexample,HeinekeniscurrentlydominatingHongKong'spremiummarket,andforthisreason,TuishouldconsiderthecharacteristicsofHeineken,if