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论文作者:www.51lunwen.org论文属性:硕士毕业论文 thesis登出时间:2015-05-01编辑:felicia点击率:28305
论文字数:14198论文编号:org201505010122528864语种:英语 English地区:英国价格:免费论文
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摘要:在市场竞争越发激烈的今天,人力资源管理是一个企业极其重要的组成部分,本文就围绕人才问题进行深入探讨。
Leibman et al (1996) says that with change in business environment, societal expectations and internal processes, the organisations are re-designing there successive planning to remain competitive by developing strong leadership teams.
O'neil (2009) believes that at current economic downturn, time of extreme change, corporate leaders have widely and wisely prioritised in keeping their organizations' best people but he is sceptical of this trend as the recession deepens, and it has, some leaders are tempted to choose between retention of top talent and cost reduction. He says In fa they must do both by focussing intensely on the management of business by controlling costs, creating efficiencies and restructuring to keep the organization vibrant and healthy so that it may later prosper. They also must focus on retaining and strengthening their best people.
Walker and LaRocco (2002) contradict this view and place the importance of recognizing The development potential in everyone. They argue that the concept of talent pool will have a negative psychological impact and firmly believes that the most managers are best-suited for continuous development and growth in their current roles, next-level roles, or roles that are expanded and redefined as business changes.
Cipd(www.cipd.co.uk) There is no one model for succession planning and there are no hard-and-fast rules as every organisation is different. But what is indisputable is that all organisations need leaders with a range of experience and just doing the management training programmes cannot provide that hands-on experience which is crucial in making future leaders.
The CIPD research suggests that talent management becomes more, not less, important in an economic downturn and argues that the downturn is providing an opportunity to review current systems for general effectiveness, to think creatively about doing things differently when resources are tight and to prioritise specific aspects of talent management, such as the retention of high-performers.
Handfield-jones et al (2001), in a research done in American corporation conclude that, there was no concrete evidence of literature found that examines processes for ensuring that metrics are fed back to decision-makers (hiring managers, supervisors, etc.) regarding the talent decisions they frequently make. The validity of managers' choices to send one person over another to a development program, to hire one person over another, or to nominate an individual for a high-potential talent pool are easily calculated, meaningful metrics that have the potential to markedly improve organizational talent decisions. How these measures can be reported, and the accountability framework needed to ensure action, remains unstudied.
Hence they conclude that , 'Talent management as it is used is a term without value but by grounding Talent management in a strategic decision framework that clearly guides talent decisions, developing systems-level models that illustrate the multi-pool impacts of talent choices, and developing reliable, validity, and theoretically meaningful measures rese本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。