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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:2015-04-24编辑:felicia点击率:29288
论文字数:论文编号:org201504232008054067语种:英语 English地区:英国价格:免费论文
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摘要:这是一篇英国毕业论文范文,主要研究了在英国组织和政府对人才技能培训工作的现状及提出对策。
Since the late 1990s the business environment has drastically changed(Mullins, L. 2005). Chaos theorists have argued that the world of the organisations is “turbulent and chaotic, making it impossible for them to predict the future” Therefore conventional approaches to strategic decision making are no longer appropriate (Harrison, R. 1997:78).Competition and the pace of change in business require continuous improvement, therefore it means continuous learning. From this demand the market for business education has grown with a proliferation of courses, full- and part-time, 'open' and bespoke (Mullins, L. 2005).
3.4 The Role of HR
Recognition of the importance of HR has increased in recent years; thesis a result of competition from overseas economies. In countries for example Japan, Germany and Sweden investment in employee development is higher than the UK. This has led to some organisations reviewing their policies on training introducing continuous investment in their employees (Beardwell, I. et al 2004).
This increase in training priority has been supported by a rise inhuman Resource Management. This practice emphasises that increased growth can only be maintained in the long run; by equipping the workforce with the skills they need to complete their tasks (Mullins, L.2005).
Although it is argued that HR departments are within UK organisations mostly administration based. Rogers (2004) stated that “the threat revolves around a fundamental mismatch between the functions of Departments today and the real strategic human resource needs of modern business, which those departments it should be serving“. The image of training and development has changed and can be used a key driver for delivering shareholder value (Rogers 2004:25).
The role of HR should not be administrative based; it should be a part of the long term strategy of the organisation. Appointed an HR manager to the board is the only way this can happen (Beardwell et al2004).Rogers (2004) discussed the “role of developing human capital strategies that HR has a real opportunity to shine”. There are numerous departments are failing to deliver the goods. This is caused by “too many departments are dominated and viewed by the board as fulfilling mainly administrative role, dominated by endless form filling” (Rogers2004 :25).
For HR to succeed it must take on a proactive role within the organisation. Strategic HR creates value by providing opportunities for organic learning, development of intellectual capital and enhances core competencies. This value is crucial to the organisation's future success (Treen, D. 2000). Employers are increasing extorting the best possible performance from employees. Best practice will increase the skills of the current workforce, and with recruiting it will reinforce the culture of a highly skilled work force (Mullins, L. 2005).Strategic HRM has gained both credibility and popularity over the past decade, specifically with respect to its impact on organisational performance (Paauwe, J & Boselie P. 2003).
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