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lls to meet up the everyday challenges of the working environment. Matching resources to future requirement for Pak and save is by keeping communicating support to employees. The employer develops clear goals, expresses the company’s commitment so that staff can work hard and achieve them, it assigns responsibilities such as training job analysis etc to designated staff members to achieve their set goals, and it ensures that assigned responsibilities are fulfilled. Also it provides appropriate resources for future. Management of change is adapting of knowledge to increase its capabilities. In order to keep Pak and save competitive it has to adopt strategic changes. It enables the organization to widen their services and provides the customers diverse options. It enables the customers to derive information about various products and services.

Policies and Practices 政策与实践

The formulation of HRM policies and implementation of personnel practices and procedures must be based on fundamental philosophies of controlling behaviour and employee relationships.

Often referred to as the original model of strategic HRM the ‘matching model’ developed by Devanna, Fombrun & Tichy (1984) shows how HR policies and practices are inextricably linked to the formulation and implementation of strategic corporate or business objectives. This model emphasises the need for ‘tight fit’ between HR and business strategies but also recognises the role of external forces and environmental circumstances in determining just what an organization’s mission and strategies might be. HRM is a top-level activity concerned with setting board directions and strategies. In this model planning is used. There is logical approach to the plan and organization of HR systems based on an employment policy and staffing strategy often underpinned by a philosophy. HR policies and activities are matched to some explicit business strategy.

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The Michigan model shown recognises the external and internal forces of HRM as a triangle. Management decides the mission and strategy, it designs the organisational structure to meet the strategy and mission, and integrates and organises HRM to ???t in with the structure and to ful???l the mission and strategy. The mission, strategy, organisational structure and human resource management cannot operate in isolation. They also need to respond to the external forces of politics, economics and culture. Once these have been taken into account, managers can commence to plan the human resource system. The Michigan model is based on strategic control, organisational structure and systems putting place for managing people. (Blog spot 2012). It explores the need for human assets to be managed to achieve strategic goals. Motivation and rewards are important but only as a means of achieving the organisational mission and goals. Economic forces that affect Pak and save are income, inflation, recession and interest rate. Political forces are either positively or negatively depending on the existing circumstances in the country. It mostly forms the outside factors which are a fraction of the macro-environment which controls the ability of individuals. Cultural forces are dealing with different ethnic groups of people for example like in Pak and save we deal with all kinds of races like asian, polynesian etc. Mission and strategies is the description of what the organization does. Every