essay代寫:高績效人力資源實踐

28 6月 essay代寫:高績效人力資源實踐

essay代寫:高績效人力資源實踐
2008年至2009年的全球經濟衰退,對企業管理人力資源的方式產生了具體影響。從2007年到2012年,以及全球經濟開始復甦之後,經濟衰退的影響在更大程度上推動了組織學習策略。主要是因為改變已廣泛而不僅僅是金融,當員工的行為被視為組織的財務業績的主要因素,人力資源實踐意識到組織學習商可以改變業務性能極大的景觀。組織學習被稱為對員工個人學習的集體學習的應用,並結合人力資源實踐,使組織相對於競爭對手發展其競爭優勢。 Perez Lopez、Montes Peon和Vazquez Ordas(2005)發現,當採用高績效人力資源實踐時,它會直接影響組織學習,進而提高企業績效,但人力資源實踐對企業績效沒有直接影響。

essay代寫:高績效人力資源實踐

這被認為是一種狹隘的觀點,而不是一種廣泛和普遍的觀點,因為績效的業務流程和人力資源實踐的含義在工作或組織中是交織在一起的。當一個組織發展自己的能力,讓所有員工都經歷學習階段,並讓他們了解學習的內在和財務影響時,它往往會在市場上為自己形成競爭優勢。例如,當一個製藥組織實施組織學習策略,每天改變文化的時候,員工對創意和創新的貢獻就會突然增加。這反過來又會影響結果的質量,儘管這需要與預期目標一致才能產生顯著的結果。組織學習的影響也將取決於所有員工對學習的關注,如果學習是為了提高生產力,結果也會是同樣的。

essay代寫:高績效人力資源實踐

The global recession of 2008-09 has had a specific impact on the way organisations handle their HR practices. The period of 2007 to 2012 and after the recover started across the world, the impact of the recession has been more of a driver of organisational learning strategy. Primarily because the change has been broad and not just financial, and when the actions of employees came to be regarded as a major contributor in the financial performance of the organisation, the HR practices came to realise that the learning quotient of the organisation can change the landscape of the business performance immensely. Organisational learning is termed as the application of the collective learning of individual employee learning and combined HR practices which make the organisation develop its competitive advantage over its rivals. Perez Lopez, Montes Peon and Vazquez Ordas (2005) have identified that when high performance human resources practices are applied, it has a direct impact on organisational learning which in turn has improved business performance, but there is no direct impact of human resource practices on business performance.

essay代寫:高績效人力資源實踐
This is to be considered as a narrow outlook and not a broad and universal outlook because the business processes of performance and the implication of human resource practices are intertwined in the working or an organisation. When an organisation develops its capabilities of making all employees undergo learning phases and have them understand the intrinsic and financial impact of learning, it tends to have developed a competitive advantage for itself in the market. For example, when a pharmaceutical organisation enforces organisational learning strategies which change the culture on a daily basis, and there is a sudden accumulation of intellectual abundance among employee contribution of ideas and creative innovation. That in turn tends to impact the quality of outcomes, though it requires to be aligned with the expected objectives to have phenomenal results. The impact of the organisational learning will also depend on the focus of learning for all employees, if the learning is on improving productivity, the results will be likewise.