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HR management is the fastest growing management department in organizations that focusing on the broader strategic issues associated with learning and development of people in organizations. This report has discussed HR perspectives on employment systems and their role that their closer alignment with business strategy characterizes and sustains ability of performance management. Introduction The concept of learning and development raises two questions: (1) What is meant by learning and development? (2) What type of learning and development occurs within organizations?

Learning and development of employees refers to increasing the knowledge, skills, and competencies of employees, which develops their performance capacity and capability. This reveals a philosophical binder to the professional advancement of those within the organization (career development). But learning and development also refers to increasing an organization’s efficiency, improving its efficiency, enhancing its renewal capacity, and improving its competitive practices (organizational development). Individual and organizational development occurs when

1. Employees participate in intrusions and initiatives that inflate their knowledge and skills, which improves their performance; 2. Organizations eradicate barriers to performance; 3. Organizations provide motivational factors that enhance performance; 4. Organizations make work environments, systems, and processes that increase employee efficiency; 5. Managers give feedback and reinforcement useful in supporting continuous employee growth and development. These elements are the essence of human resource management.

Managing people learning and development is a particular aspect of organizational management. When a number of people carried together and are then offered with the essential equipment and amenities to get a particular job done, their requests to be orderly coordination of effort if the objectives of the group are proficiently accomplished. The methodical, supportive, synchronized effort of a group of people in getting a preferred job professionally accomplished, if persistent for any period, led inexorably to the development of several kinds of formal organization work.

Schein (1970) defines organization as “the balanced coordination of the activities of a numeral of people for the achievement of several common explicit purposes or goals through distribution of labor and function and through a hierarchy of power and responsibility” (p. 9). Bratton & Gold (2003) state that “to be able to analyze and understand HRM-theory and practice a definition is needed. In their own opinion HRM is a strategic approach to managing employment relations which emphasizes that leveraging people’s capabilities is critical to achieving sustainable competitive advantage.

Here the concern is for integration and the behavior of people in the workplace based on ability, motivation, role perception and situational contingencies”. http://www. diva-portal. org/diva/getDocument? urn_nbn_se_vxu_diva-778-2__fulltext. pdf. There is a core shift in the responsibilities of the manager to the professional HR manager. Managers whose main job is HR, and who are abided in a HR department, are progressively more focusing on the broader strategic issues linked with managing people in organizations.

HR managers, for instance, might be foreseeing the organization’s enduring hiring needs based on demands of company growth and proficiency requirements. Or they might be increasing organization-wide human resource information systems that trail all of the information concerning employees that used to be stored on paper in file drawers. Or they can be bench marking company HR practices against industry competitors (Konrad, A. M. , and Linnehan, F. , 1999).

All these are big, protracted jobs, and they do not leave HR managers much resource sagging to deal with the fundamental tasks (e. g. , hiring, firing, and training etc. ) that used to be the restricted area of the HR department. Fundamental HR activities are progressively more being decentralized and handed off to managers like line managers working front-and-center. That is a good thing, for the most part. After all, you are the one who is working with your employees’ day in and day out.

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