HRM Essay代写-人力资源管理的作用。本文是一篇留学生人力资源管理HRM Essay写作参考，主要内容是讲述近年来，人力资源职能的作用显著增加，许多与HR相关的活动被视为战略活动。这些活动增加了人力资源职能部门在企业管理中的作用，从而产生了术语“战略人力资源管理”，该术语定义了人力资源功能的方法和重要性的差异。战略人力资源管理的概念是指“促进战略灵活性，以达到动态适应的目标，并充分满足组织和环境战略的要求”的人力资源活动实施组织战略，包括影响组织战略方向的战略。这些活动最好通过组织中人力资源活动的例子来体现，这些活动可以作为战略人力资源管理来参考。本篇Essay中的例子包括实施相关培训计划，以显著提高公司的运营绩效、组织中知识管理的发展以及组织中整体人才水平的发展。将进一步讨论这些示例中的每一个。以下就是这篇HRM Essay的全部内容，供参考。
The role of the human resources (HR) function has increased considerably in recent years with a number of the HR-related activities being considered as strategic activities. These activities provide for the increased role of the HR function in the management of the business leading to the term strategic HRM (human resources management) which defines the difference in approach and importance of the HR function. The concept of strategic HRM refers to HR activities that “facilitate strategic flexibility with the goal of reaching a dynamic fit and adequately answering the requests of the strategy of the organisation and the environment” (De Pablos & Lytras, 2008, p.50). This implies that the HR activities which could be considered as strategic HRM are the HR activities which directly impact the implementation of the strategy of the organisation including those which impact the strategic direction of the organisation. These activities are best seen through examples of HR activities in organisations which can be referenced as strategic HRM. The examples presented in this essay include the implementation of relevant training programmes to bring significant enhancement in a firm’s operational performance, the development of knowledge management in the organisation, and the development of overall talent level in the organisation. Each of these examples is discussed further.
The first example is the implementation of relevant training programmes to bring significant enhancement in a firm’s operational performance. The HR function has as part of its typical mandate the training of staff in an organisation. The development of staff and their continued growth in terms of professional and personal development is one of the main challenges of the HR function particularly in the recent period where increased competition in the market place has demanded greater skills and capabilities from personnel (Kaplan & Norton, 2004). For training and development activities to evolve from typical HR functional activities to strategic HRM initiatives, the actions need to have an underlying importance in support of the organisations’ operational activities.
第一个例子是实施相关培训计划，以显著提高公司的运营绩效。人力资源职能部门的典型任务之一是培训组织中的员工。员工的发展及其在专业和个人发展方面的持续增长是人力资源职能部门面临的主要挑战之一，尤其是在最近一段时间，市场竞争加剧要求员工具备更高的技能和能力。为了使培训和发展活动从典型的人力资源职能活动发展为战略性的人力资源管理举措，这些行动需要在支持组织运营活动方面具有潜在的重要性。
The research of Pandey (2007) is important as it provides some examples in which the actions of the HR function in training and development of personnel were considered to be strategic HRM activities. In this research, the impact on the firm performance was noted with the enhancement of operational efficiencies of the organisations leading to competitive advantage versus other players in the market. The results of the research indicate that the Six Sigma intervention focusing on a case study organisation resulted in “processes which are the industrial best practices that synchronise with the socio-cultural system of the organisation and make it the differentiator, which is complemented with its alignment with the organisational way of functioning including the strategic intent of the firm, technical expertise of the workforce and organisational culture” which were all integrated in the Six Sigma approach and objective (Pandey, 2007, p.149). Clearly, in the case study of the research, the training initiative of the case study organisation was considered to be a strategic HRM activity given the impact of the process on the overall approach in the operations of the business. The main limitation of the study was that the scope was limited to one single case study organisation. In addition, the impact was not quantified and the cases study organisation was not identified given confidentiality considerations and it was just referred to as a multinational corporation in the financial services sector.
Pandey的研究很重要，因为它提供了一些例子，其中人力资源职能部门在人员培训和发展方面的行动被认为是战略性人力资源管理活动。在这项研究中，随着组织运营效率的提高，与市场上的其他参与者相比，会产生竞争优势，从而对公司绩效产生影响。研究结果表明，专注于案例研究组织的六西格玛干预导致“流程是与组织的社会文化体系同步的行业最佳实践，使其成为差异化因素，并与组织运作方式（包括公司的战略意图、员工的技术专长和组织文化）保持一致，”这些都是六西格玛方法的一部分显然，在研究的案例研究中，考虑到该过程对企业运营整体方法的影响，案例研究组织的培训计划被认为是一项战略性人力资源管理活动。该研究的主要局限性在于，研究范围仅限于一个单独的案例研究组织。此外，考虑到保密因素，没有量化影响，也没有确定案例研究组织，只是将其称为金融服务行业的跨国公司。
The research of Pandey (2007) did identify a number of other companies which pursued Six Sigma interventions which could be considered as strategic HRM initiatives given the scale of the impact of the actions. Linda (2004, cited in Pandey, 2007) noted that the HR function of Dow Chemical was able to generate US$3.2 million in positive financial impact for the organisation through the Six Sigma intervention initiative. In a separate example, Bhatnagar & Sharma (2004, cited in Pandey, 2007) noted that Ford had generated more than US$1 billion in savings from 2000 as a result of the firm’s Six Sigma intervention implemented by the HR function. In both these cases, the HR function pursued arguably strategic HR initiatives as the actions taken in relation to the training and education of the work force led to improved operational capabilities which enhanced the competitive position of the firms, and also generated significant financial benefits impacting the bottom line of the firms positively. In the hospitality industry, an example of a firm which incorporates strategic HRM in its activities is the Hilton Group which links strategic HRM to its improved business performance and the delivery of the ‘Hilton promise’ to its clients (Maxwell & Lyle, 2002).
Pandey的研究确实确定了一些其他公司，这些公司采用了六西格玛干预措施，考虑到这些措施的影响规模，这些措施可以被视为战略性人力资源管理举措。Linda指出，陶氏化学的人力资源职能部门通过六西格玛干预计划为该组织带来了320万美元的积极财务影响。在另一个例子中，Bhatnagar&Sharma指出，由于公司人力资源职能部门实施的六西格玛干预，福特自2000年以来节省了超过10亿美元。在这两种情况下，人力资源职能部门都采取了可以说是战略性的人力资源举措，因为在劳动力培训和教育方面采取的行动提高了运营能力，从而提高了公司的竞争地位，并产生了重大的财务效益，对公司的底线产生了积极影响。在酒店业，将战略人力资源管理纳入其活动的一个例子是希尔顿集团，该集团将战略人力人力资源管理与其改善的业务绩效和向客户提供“希尔顿承诺”联系起来。
The second example is in the development of knowledge management in the organisation. This is particularly helpful for organisations where knowledge is critical and is the main competence that differentiates an organisation from other players in the market. An example of a sector in which this is the case is the professional services sector. The research of Teo et al (2008) is important to consider as it noted the HR actions that impact the strategic position of the professional services firms. These were the HR initiatives which impact the skills, knowledge and capabilities of the staff in the organisation with a particular focus on the management of knowledge workers as this directly leads to the increased competitiveness of the professional services firms. It is the development of the human capital and its establishment as the key differentiator for the firms and its competitive advantage that distinguishes this particular action to be considered as strategic HRM. Youndt & Snell (2004) is also an important journal to consider as this shows the increased importance of human capital in the competitive advantage of organisations versus other tangible capital and assets that used to drive the competitiveness of organisations. The impact of human capital and its link to the firm’s performance has been noted in other research works as well (Teece, 2003; Hill et al, 2003). The limitation in the use of the research of Teo et al (2008) as a case study research for this essay is that it does not provide the specific names of the professional services firms included in the research.
第二个例子是组织中知识管理的发展。这对于知识至关重要的组织尤其有用，因为知识是将组织与市场上其他参与者区分开来的主要能力。专业服务业就是这样一个行业的例子。Teo等人的研究很重要，因为它指出了影响专业服务公司战略地位的人力资源行动。这些都是人力资源举措，这些举措影响了组织中员工的技能、知识和能力，特别关注知识型员工的管理，因为这直接导致专业服务公司的竞争力提高。正是人力资本的发展及其作为企业的关键区别点和竞争优势的建立，将这一特定行动视为战略性人力资源管理。Youndt&Snell也是一份值得考虑的重要期刊，因为这表明了人力资本在组织竞争优势中的重要性，而其他有形资本和资产则用来推动组织的竞争力。其他研究工作也注意到了人力资本的影响及其与公司绩效的联系。使用Teo等人的研究作为本文案例研究的局限性在于，它没有提供研究中包含的专业服务公司的具体名称。
The third example is the development of overall talent level in the organisation. The research of Sharma & Bhatnagar (2009) showed how the development of a talent management strategy is one of the key strategic HRM actions that have a significant impact on the performance of a firm. The talent management strategy can impact not only the talent level of the individual employees in the organisation but also the leadership in different levels of the organisation. The management of talent and the pipeline is a strategic HRM activity as it impacts the leadership pipeline of the organisation (Cogner & Fulmer, 2005). As with the previous two examples, this example of an HR activity leads to improved performance in the organisation. Talent management thus is a driver of the enhanced capability in the organisation and its improved operational and financial performance (Chugh & Bhatnagar, 2006).
第三个例子是组织整体人才水平的发展。Sharma&Bhatnagar的研究表明，人才管理战略的制定是如何成为对企业绩效产生重大影响的关键战略人力资源管理行动之一。人才管理战略不仅会影响组织中单个员工的人才水平，还会影响组织不同级别的领导层。人才和渠道管理是一项战略性人力资源管理活动，因为它影响到组织的领导渠道。与前两个例子一样，这个人力资源活动的例子可以提高组织的绩效。因此，人才管理是组织能力增强及其运营和财务绩效改善的驱动因素。
The research works indicated for this example of the development of talent management in an organisation as a strategic HRM action show that this is considered to be a key activity that many organisations pursue. However, the research works have not named the specific organisations utilised in the research works and the case studies consistent with typical confidential studies. Nevertheless, it is clear that talent management is considered to be an important action for organisations and is one activity that is included in the category of strategic HRM initiatives. This is driven by the impact that the initiative has on the performance of the organisation as well as the resulting competitive position of the organisations which are implementing talent management strategies to develop the skills and capabilities of the personnel in the organisation. The talent management includes actions that develop the personnel in the organisation and also attracts and recruits other staff to the organisation in order to raise the overall talent level that exists in the organisation.
研究工作表明，在一个组织中发展人才管理作为一项战略性人力资源管理行动的例子表明，这被认为是许多组织追求的一项关键活动。然而，研究工作并未指定研究工作中使用的特定组织，以及与典型保密研究一致的案例研究。然而，很明显，人才管理被认为是组织的一项重要行动，也是人力资源管理战略举措中的一项活动。这是由该举措对组织绩效的影响以及实施人才管理战略以培养组织人员技能和能力的组织的竞争地位所推动的。人才管理包括培养组织中人员的行动，也吸引和招聘组织中的其他员工，以提高组织中的整体人才水平。
The examples are only some of the HR activities that could be considered as strategic HRM. The examples presented are not meant to be exhaustive as there are certainly a number of other actions that can define strategic HRM actions. The examples do show that there are a number of principles that underpin the activities initiated by the HR function in order for these activities to be considered as strategic HRM. The HR activities that are present in an organisation which can be termed strategic HRM activities are those which impact the competitive advantage of the organisation with the HR function driving the development of the initiative and managing the actions related to the initiative. These are also the activities which are part of the typical HRM function but which now involve a strategic aspect in terms of the actions taken particularly as these relate to and support the strategic actions of the organisation. Finally, these are also the activities which generate significant benefit to the organisation in terms of financial impact or development of skills and capabilities or personal which lead to enhanced competitiveness of the organisation. The examples presented provide an understanding of which HR activities can be part of strategic HRM and which of these activities can be meaningful enough to be considered as part of the concept of strategic HRM. Overall, the main guidance for the actions to be considered as strategic HRM is that the actions of the HR are linked to strategic decision making which impact the firm’s performance.
Essay提到的这些例子只是一些可以被视为战略性人力资源管理的人力资源活动。所举的例子并非详尽无遗，因为肯定还有许多其他行动可以界定人力资源管理战略行动。这些例子确实表明，人力资源职能部门发起的活动有许多原则，以便将这些活动视为战略性人力资源管理。组织中存在的人力资源活动（可称为战略性人力资源管理活动）是那些影响组织竞争优势的活动，其人力资源职能推动计划的发展并管理与计划相关的行动。这些活动也是典型的人力资源管理职能的一部分，但现在涉及所采取行动的战略方面，特别是与组织的战略行动相关并支持组织的战略活动。最后，这些活动在财务影响或技能、能力或个人发展方面对组织产生重大利益，从而提高组织的竞争力。所举的例子说明了哪些人力资源活动可以成为战略人力资源管理的一部分，哪些活动具有足够的意义，可以被视为战略人力资源的一部分。总体而言，作为战略人力资源管理的主要指导方针是，人力资源的行动与影响公司绩效的战略决策相关。本站提供各国各专业Essay代写或写作指导服务，如有需要可咨询本平台。