fionazhang77
The Dimensions of Management The Essential Drucker Peter F. Drucker Business enterprises—and public-service institutions as well—are organs of society. They do not exist for their own sake, but to fulfill a specific social purpose and to satisfy a specific need of a society, a community, or individuals. They are not ends in themselves, but means. The right question to ask in respect to them is not, what are they? But, what are they supposed to be doing and what are their tasks? Management, in turn, is the organ of the institution. The question, what is management, comes second. First we have to define management in and through its tasks. There are three tasks, equally important but essentially different, that management has to perform to enable the institution in its charge to function and to make its contribution. Establishing the specific purpose and mission of the institution, whether business enterprise, hospital, or university; Making work productive and the worker effective; Managing social impacts and social responsibilities. Mission An institution exists for a specific purpose and mission; it has a specific social function. In the business enterprise, this means economic performance. With respect to this first task, the task of economic performance, business and nonbusiness institutions differ. In respect to every other task, they are similar. But only business has economic performance as its specific mission; it is the definition of a business that it exists for the sake of economic performance. In all other institutions—hospital, church, university, or armed services—economic considerations are a restraint. In business enterprise, economic performance is the rationale and purpose. Business management must always, in every decision and action, put economic performance first. It can justify its existence and its authority only by the economic results it produces. A business management has failed if it does not produce economic results. It has failed if it does not supply goods and services desired by the consumer at a price the consumer is willing to pay. It has failed if it does not improve, or at least maintain, the wealth-producing capacity of the economic resources entrusted to it. And this, whatever the economic or political structure or ideology of a society, means responsibility for profitability. Worker Achievement The second task of management is to make work productive and the worker effective. A business enterprise (or any other institution) has only one true resource: people. It succeeds by making human resources productive. It accomplishes its goals through work. To make work productive is, therefore, an essential function. But at the same time, these institutions in today’s society are increasingly the means through which individual human beings find their livelihood, find their access to social status, to community and to individual achievement and satisfaction. To make the worker productive is, therefore, more and more important and is a measure of the performance of an institution. It is increasingly a task of management. Organizing work according to its own logic is only the first step. The second and far more difficult one is making work suitable for human beings—and their logic is radically different from the logic of work. Making the worker achieving implies consideration of the human being as an organism having peculiar physiological and psychological properties, abilities, and limitations, and a distinct mode of action. Social Responsibilities The third task of management is managing the social impacts and the social responsibilities of the enterprise. None of our institutions exists by itself and is an end in itself. Every one is an organ of society and exists for the sake of society. Business is no exception. Free enterprise cannot be justified as being good for business; it can be justified only as being good for society. Business exists to supply goods and services to customers, rather than to supply jobs to workers and managers, or even dividends to stockholders. The hospital does not exist for the sake of doctors and nurses, but for the sake of patients whose one and only desire is to leave the hospital cured and never comeback. Psychologically, geographically, culturally, and socially, institutions must be part of the community. To discharge its job, to produce economic goods and services, the business enterprise has to have impact on people, on communities, and on society. It has to have power and authority over people, ., employees, whose own ends and purposes are not defined by and within the enterprise. It has to have impact on the community as a neighbor, as the source of jobs and tax revenue (but also of waste products and pollutants). And, increasingly, in our pluralist society of organizations, it has to add to its fundamental concern for the quantities of life—., economic goods and services—concern for the quality of life, that is, for the physical, human, and social environment of modern man and modern community. A Philosophy of Management What the business enterprise needs is a principle of management that will give full scope to individual strength and responsibility, and at the same time give common direction of vision and effort, establish team work, and harmonize the goals of the individual with the common weal. The only principle that can do this is management by objectives and self-control. It makes the commonweal the aim of every manager. It substitutes for control from outside the stricter, more exacting and more effective control from the inside. It motivates the manager to action not because somebody tells him to do something or talks him into doing it, but because the objective needs of his task demand it. He acts not because somebody wants him to but because he himself decides that he has to—he acts, in other words, as a free man. Picking People the Basic Rules Making the right people decisions is the ultimate means of controlling an organization well. Such decisions reveal how competent management is, what its values are, and whether it takes its job seriously. No matter how hard managers try to keep their decisions a secret—and some still try hard—people decisions cannot be hidden. They are eminently visible. Decision-Making and the Computer The Effective Executive Peter F. Drucker As a result, decision-making can no longer be confined to the very small group at the top. In one way or another almost every knowledge worker in an organization will either have to become a decision-maker himself or will at least have to be able to play an active, an intelligent, and an autonomous part in the decision-making process. What in the past had been a highly specialized function, discharged by a small and usually clearly defined organ—with the rest adapting within a mold of custom and usage—is rapidly becoming a normal if not an everyday task of every single unit in this new social institution, the large-scale knowledge organization. The ability to make effective decisions increasingly determines the ability of every knowledge worker, at least of those in responsible positions, to be effective altogether. There are additional implications of the computer for decision-making. If properly used, for instance, it should free senior executives from much of the preoccupation with events inside the organization to which they are now being condemned by the absence or tardiness of reliable information. It should make it much easier for the executive to go and look for himself on the outside; that is, in the area where alone an organization can have results. There is indeed ample reason why the appearance of the computer has sparked interest in decision-making. But the reason is not that the computer will “take over” the decision. The reason is that with the computer’s taking over computation, people all the way down the line in the organization will have to learn to be executives and to make effective decisions.
林小贱灬
1The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees that some people distinguish a difference between between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of organizations, including, eg, career development, training, organization development, is a long-standing argument about where HR-related functions should be organized into large organizations, eg, "should HR be in the Organization Development department or the other way around?"The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling AchievementsOrganizational Development-Change Management-Leadership DevelopmentDesigned organizational effectiveness human resources plan, for intra-departmental diversity practice : Target increases in employee recruitment and retention, “diversity-sensitivity” within management and line employee ranks, productivity gains, employee matching to customer of management development program. Result: Improved leadership communications linked with business plan, increased productivity, litigation guidelines for managing corporate change, to include staff and functional unit restructuring, shift abolishment, management “early-outs,” and HR systems refinements. Advisor on HRIS impacts, ERP transitional : Ease of employee coping to corporate and business condition changes, staffing shifts, and HR system and provided leadership to system-wide teams, processes, protocols for crisis management (critical incidents, terrorist event impacts, natural disasters), threat assessment, and work environment improvement (wei).Result: pioneering urban workforce crisis management model resulted in early identification outcomes leading to decreases in EEO complaints, grievances, workplace conflict, and litigation reduction. Outcome: state-of-the-art emergency to senior and middle management business awareness and productivity enhancement committee: designed district-wide business goal awareness initiatives, using continuous messaging communications and graphics : Increased teambuilding between craft and management, productivity gains of 15-20%, and business PlanningInitiated strategic training and consulting to private, public, governmental and military sectors in US, Canada, Bermuda, Europe and Australia. Developed and negotiated business proposals with federal, state, and local government leaders, private sector CEO's and HR directors, public and military sector officials. As part of follow-up service provision to HR consulting and training clients, provided strategic steps and best practices for local business adoption and further customization. Design and oversight of Employee Assistance Programs (EAP). Formed global business networks in key human resource and business arenas, created consultant relationships with governmental officials, provided training and consulting work products to these target groups. Designed and implemented internal corporate outplacement program for 3,000 executives and line staff. Result: Multiple business referrals from these businesses. Increase in teamwork and performance due to team ManagementDesigned organizational development plan integrating corporate diversity goals and metrics into business growth strategy for 10,000-urban employee private : Positive impacts on company culture, and employee , executed, and communicated global diversity (metrics-based) plan for 7,000+-member : Re-branding from domestic to global organizational image. Plan included training, diversity dialogue focus groups, research, marketing and recruitment, and OD outcome-based impacts on continued worldwide new member growth: international regional membership grew from 4 chapters in 26 countries to 10 chapters in 34 countries, going from 5% to 12% of total global membership over 7 years. Strongest association gains made in 12 years since inception of diversity director , implemented, and managed first global strategic diversity committee whose mission was to attract membership and drive diversity management efforts. Committee included delegates from all USA regions, UK, Canada, Bermuda, Trinidad, Thailand, and : Ongoing awareness of diversity business issues at Board, Chapter, and member levels. Committee membership grew from 0-25 with 5 target area diversity trainer to global and domestic business : Improved cross-cultural understanding in leadership to “globalize” and published global association magazine columns on corporate and association diversity best practices; 180-page training guide for industry leaders on crisis management and threat assessment; training curriculum for business audiences on teambuilding, change management, corporate diversity audits, and executive coaching; online web site text for HR small business in consulting and training; multiple newsletter and online articles for hr-related organizations and businesses on relevant HR topics (domestic partnership benefits and HR, diversity best practices, employee recruitment and retention); Corporate outplacement plan for executives and support staff; corporate polices and procedures, publicity and marketing materials for internal HR projects, and HR small business; Marketing : Provision of original product deliverables (hardcopy and online) for targeted business goal business audiences for Fortune 500 companies: US Army Corps of Engineers; Town of Braintree, MA; Honeywell; General Electric; American Transtech (AT&T); Cigna and IBM. Groups ranged to 650 persons, from executive ranks, to middle management, employee and support staff. Training aimed at behavioral improvements, policy and protocol implementation, best practice adoption, and awareness : Reduced litigation exposure, increased effectiveness of service-product delivery, improved executive-management Human Resources ManagementCertificate ID: ILRSHRC1Become an HR leader by influencing organizational leaders and aligning HR strategy. Use diversity and inclusion to increase profits, develop a talent management culture, and engage development and execution of a human resources strategy that is aligned with organizational goals and matched to an organization's competencies delivers tangible outcomes for an organization's people, customers, and shareholders. Such a strategy requires transforming HR from a "business partner" to a "business leader." As a leader, HR plays a significant role, not only in human-capital development, but in how human capital can contribute to the execution of organizational and business strategies. This certificate program from Cornell University's School of Industrial and Labor Relations develops the leadership competencies required make this courses in this series focus on several drivers for transforming HR into a world-class function: the HR leader's influence on strategy and organizational leaders, alignment of HR strategy, using diversity and inclusion to achieve bottom-line results, developing a talent-management culture, strategies for employee engagement, and using metrics to measure impact on business outcomes. Each course explores a topic in depth, with particular emphasis on the role of the HR leader, industry best practices, and short projects that emphasize the application to your particular HR leaders look beyond managing the HR function. They don't stop at building the talent pool of the organization; they operate at the most senior levels and play a strategic role in the organization. They influence the strategic planning process to ensure alignment with the goals and values of the organization, while managing the process to ensure superior course is based on the research and industry expertise of Patrick M. Wright, ., Professor and Director of the Center for Advanced Human Resources Studies (CAHRS) at Cornell University. It introduces Dr. Wright's SELF Model of Human Resources Leadership that defines the leadership and influencing competencies needed to balance the tradeoffs present in the formation of organizational strategy. The SELF Model focuses on HR's role in guiding strategy development to ensure that it will result in the expected Strategic, Ethical, Legal, and Financial outcomes for an organization. This course also introduces the Human Frailties framework, a tool for managing the interpersonal dynamics at the most senior levels of the organization in order to produce the most positive thorough understanding of your organization's value creation model and ability to develop competencies through processes, technology, and people are essential to ensuring that the HR organization is aligned vertically and horizontally to produce superior results. With this understanding, HR will be able to articulate how it can improve processes, people and customer outcomes, and financial course, based on the research and expertise of Christoper Collins, ., Associate Professor and Director of Executive Education for Cornell University's School of Industrial and Labor Relations, develops the skills needed to assess how organizations create value and to align the HR function to execute the organization's strategy. Participants analyze the Balanced Scorecard approach as a means of vertically aligning the HR system with organizational objectives. They learn how to create a vertical-alignment strategy and use it to improve HR decision-making, people outcomes, processes, customer outcomes, and financial results. And they learn the skills required to plan and assess horizontal alignment of HR systems and practices. Finally, the course discusses best practices related to workforce partitioning, performance variability, value identification, and employee management of diversity and inclusion has evolved from handling day-to-day compliance issues to leveraging diversity for competitive advantage. Organizations that no longer see diversity as a legal or moral requirement, but as a competitive advantage, have an opportunity to improve performance at the financial, employee, customer, and community and inclusion practices must be embedded in an organizational culture to make a positive impact on performance. This course summarizes the evolution of diversity and inclusion management; outlines key management practices for improving performance, contextualizes diversity in terms of current challenges, and provides direct linkages between diversity and the bottom line at the organizational and functional . Roberson's model of strategic approaches to diversity and inclusion provides a comprehensive toolkit for strategic diversity management, implementing next generation high-involvement practices, and ensuring stakeholder alignment with strategic objectives. The linkage between bottom-line performance and diversity is explored through the varying lenses of legal outcomes, customer and employee outcomes, and business metric improvements. In addition to measuring diversity's impact, and being able to create a diversity dashboard, learners discuss the future of diversity and inclusion and the complex relationships between diversity and organizational reputation, business practices, strategic capabilities, and financial the existing "war for talent" intensifies and becomes increasingly global, organizations must develop strong talent-management practices that are tightly aligned with business strategy. Successful organizations build talent management cultures to take advantage of their human capital. They focus on attracting top talent, identifying and developing future leaders, and retaining the best prospects in the high-potential talent course focuses on developing a strategic approach to managing core talent. Such an approach begins with the development of an employment brand in order to attract the best talent to the organization, promote the organization as a preferred employer, and produce superior recruiting outcomes. Organizations must then identify and implement an integrated marketing and communication strategy to build brand awareness. The complexity of managing employee retention and engagement includes understanding the root causes of talent-retention problems. The course identifies practices and solutions for increasing the likelihood of top talent remaining with the organization and becoming its future leaders have the ability to drive business performance by defining, designing, developing, and delivering competitive advantage through people. A key component of their ability to do so is a solid understanding of the organization's business drivers and a demonstrable competence in matching human capital to strategic initiatives. Metrics enable HR to demonstrate its competence in terms of its business literacy and adopt a data-driven approach to management and course focuses on identifying and developing key measures of HR's impact on business outcomes. It distinguishes between business metrics and HR metrics and relates them in terms of how to measure and communicate HR's value. Metrics must support the organization's business model. This course provides models for matching metrics to organizational outcomes and developing business-based metrics including the use of the balanced scorecard tied to financial, customer, process, and people outcomes. This course also provides frameworks for categorizing and analyzing metrics according the business value they measure, analyzing HR metrics, and building a model to link metrics to organizational goals and engagement can be broadly defined as employees consistently acting in the best interests of the organization. Linked to critical outcomes including absenteeism, turnover, customer satisfaction, operational performance, and financial performance, employee engagement is a vital driver of an organization’s bottom-line course focuses not only on why employee engagement is important and valuable, but also on how to foster and measure employee engagement and link it to key organizational metrics and outcomes. It examines the business case to pursue employee engagement as a strategic initiative and evolve beyond the transactional approach of traditional employee relations to a strategic approach focusing on relationship-oriented and emotional measurements of employee commitment. It also develops the competencies necessary to build employee engagement in your organization, the risks involved, and the implications for the HR professional in adopting this approach. This course is based on the research of Cornell ILR School Professors Patrick M. Wright, Director of the Center for Advanced Human Resource Studies, and Christopher J. Collins, Director of Executive Education.
水蓝冰蓝
resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.[1] The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.[1] Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a features include:Personnel administration Personnel management Manpower management Industrial management[2][3] But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even industrial relations and employee relations are confusingly listed as synonyms,[4] although these normally refer to the relationship between management and workers and the behavior of workers in theoretical discipline is based primarily on the assumption that employees are individuals with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise productively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organisations.[5]Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being:“a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled" (p. 49).While Miller (1987) suggests that HRM relates to:".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage" (p. 352).Academic theoryThe goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is "fit", . a HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company (Miller, 1989).The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, industrial engineering, industrial and organizational psychology, industrial relations, sociology, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function:[6]Strategic business partner Change agent Employee champion Administration However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather as reactive than strategically proactive partners for the top management. In addition, HR organizations also have the difficulty in proving how their activities and processes add value to the company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.[7]Critical Academic TheoryPostmodernism plays an important part in Academic Theory and particularly in Critical Theory. Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities' possess the debate of whether HRM is a modernist project or a postmodern discourse (Legge 2004). In many ways, critically or not, many writers contend that HRM itself is an attempt to move away from the modernist traditions of personnel (man as machine) towards a postmodernist view of HRM (man as individuals). Critiques include the notion that because 'Human' is the subject we should recognize that people are complex and that it is only through various discourses that we understand the world. Man is not Machine, no matter what attempts are made to change it . Fordism / Taylorism, McDonaldisation (Modernism).Critical Theory also questions whether HRM is the pursuit of "attitudinal shaping" (Wilkinson 1998), particularly when considering empowerment, or perhaps more precisely pseudo-empowerment - as the critical perspective notes. Many critics note the move away from Man as Machine is often in many ways, more a Linguistic (discursive) move away than a real attempt to recognise the Human in Human Resource Theory, in particular postmodernism (poststructualism), recognises that because the subject is people in the workplace, the subject is a complex one, and therefore simplistic notions of 'the best way' or a unitary perspectives on the subject are too simplistic. It also considers the complex subject of power, power games, and office politics. Power in the workplace is a vast and complex subject that cannot be easily defined. This leaves many critics to suggest that Management 'Gurus', consultants, 'best practice' and HR models are often overly simplistic, but in order to sell an idea, they are simplified, and often lead Management as a whole to fall into the trap of oversimplifying the practiceHuman resources management comprises several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other planning Recruitment (sometimes separated into attraction and selection) Induction and Orientation Skills management Training and development Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than HRM) Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning Performance appraisal CareersThe sort of careers available in HRM are varied. There are generalist HRM jobs such as human resource assistant. There are careers involved with employment, recruitment and placement and these are usually conducted by interviewers, EOE (Equal Opportunity Employment) specialists or college recruiters. Training and development specialism is often conducted by trainers and orientation specialists. Compensation and benefits tasks are handled by compensation analysts, salary administrators, and benefits organizationsProfessional organizations in HRM include the Society for Human Resource Management, the Chartered Institute of Personnel and Development (CIPD), the International Public Management Association for HR (IPMA-HR) and the International Personnel Management Association of Canada (IPMA-Canada).Management Association of Nepal [MAN]人力资源管理，是指为了完成管理工作中涉及人或人事方面的任务所进行的管理工作。人力资源管理工作包括：工作分析；制定人力需求计划以及人员招募；培训及开发；薪酬及福利管理、绩效评估；劳动关系管理等。人力资源管理愈来愈被重视。在经济发展成熟的体系下，人力资源管理必须配合以争取最佳的资源效益，若将不适当的人力配对不适当的职位，资源效益不但全无，或可能有损耗。现代经济讲求平衡及配合，提升管理效能和质素，就要人力资源配合以作平衡，个中的内容是设立人力资源架构框架，用最适合的人做最适合的工作。建立人力资源平台，作为沟通及搜集资讯渠道，将各方意见综合，舍短取长，以处理薪酬、福利等事宜。人力资源最重要是培训及发展，人力资源发展必须投资在培训方面，以发挥各阶层的人力资源潜能。发展简史在现实世界不同的国家人力资源的发展情况以及历史都不同。一般说来，人力资源的学术界发展经历了：人事管理（Personnel Management），人力资源管理（Human Resource Management）到现在新近兴起的人力资本管理（Human Capital Management）。其只要不同即在于公司和企业对待职员的理念的变化和发展。在人事管理阶段，人事经理们的工作是管理职工福利，以及和工会的法律程序方面。公司的上层管理部门将人事部门的各种活动以及公司职员皆看作公司的大笔纯支出，而尽可能的削减这部分的开支。公司对人事部的活动持不积极的支持态度。 在人力资源管理阶段，企业员工被看成企业的可以增值的资产而被发展以期充分利用潜能。人力资源部门充分利用职位分析，工作分析，职位概述，人员选择和招聘，员工培训等等活动来提高企业员工的效率，从而增加企业的管理和运营更加有效。当一个公司实行人力资源管理战略的时候，人力资源部门将被纳入公司战略计划的一个重要组成部分。公司的未来发展，市场拓展，新产品研发等等都要牵扯到人力资源部门的支持，协调与合作。人力资源被作为提高公司竞争力的战略手段而被重视。除此之外，人力资源管理就是协助公司去激励员工，透过一些物质上的满足和一些财务奖励，从而增加员工的对公司归属感、增加员工士气和减低对工作的不满等¨。有高昂的士气会使工作更加有效率和使工作更加顺利，最终公司和员工也各有得益。 在人力资本管理阶段，人力部门的基本职责仍与人力资源管理时期相似，但是企业员工不再被看作有发展潜力的资产，而是公司可以利用的资本。人力资源部门的各项活动被量化与公司的利润率挂钩，并且这也是衡量职工和各部门是否有效工作的主要手段。 主要职能人力资源管理的主要职能包括：人员招募；培训及开发；薪酬及福利管理。人员招募：人员招募又称为人员招聘。主要是基于组织（公司，政府，非盈利组织等）的近期及远期的业务需要，来制定人员需求的计划，并通过各种招聘手段来完成组织的人员需求。人员招募主要涉及人员规划，简历收集，选聘，录用及员工入职培训。培训及开发：培训及开发主要是通过一些培训及开发的技术及手段，提高员工的技能，以适应公司所处经营环境中的技术及知识的变化。主要的技术及手段有：培训 在岗培训 轮岗 员工继续教育计划 辅导，训导薪酬；福利管理：人力资源管理的内外部条件人力资源管理的外部条件劳动法规 劳动力市场 当地文化 人力资源管理的内部条件企业经营战略 国际化程度 人力资源部的组织设置有以下三种方式：职能型组织设置 人力规划 人力购得 培训与进修 工资和薪水 社会事业 对象型组织设置 技术类员工 管理类员工 领导层 受培训者 混合模式
人力资源管理专业毕业论文范文 关键词：人力资源管理 管理特征 生命周期内容摘要：人力资源管理不是恒久不变的，要根据
人才征服沪 3人参与回答 2023-12-08 在知识经济时代里的企业竞争是人力资源开发及其潜能充分利用的竞争,只有科学有效的人力资源激励机制,才能吸引并留住真正的人才,才能最大限度地发挥员工的积极性和创造性
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