Human resource

Introduction

The paper will introduce the reader to the debate on human resources will be the most important asset of an organization. Human resources this refers to the different people who represent the employees of an organization. The paper has been structured in two broad sections, which highlight the importance of human resources as an asset. The first part discusses the different role that human resources can contribute to and for an organization. Section two explains on how human resources can be used to gain and maintain competitive advantage over its competitors.

Adding value to your organization

According to Mayo (2001), he mentioned that people are a unique form of assets who own personal capital that can draw on to pull out of the Organization and at the same time adding value to them. People in the work force better known as employees can add value through exposure in the work environment. For example, employees have the opportunity to Exchange and share ideas and knowledge while working in a team. Throughout his career are exposed employees for new experience where they can obtain new form of knowledge. As a result, they can apply it had better improve business processes in an organization.

Employees can look at ways to create innovative ideas and improve the existing products and services. Take a look at the build a Bear Workshop, founder has brought innovation by creating the unique experience of Teddy bear creation for customers. Employees are thus able to add value that benefits the Organization in the long term.

Senior management in the Organization

In any organization is in charge of human resources which constitute the highest level of management goals and objectives. After that, they come up with strategies to make full use of resources from within the company. With the goals and objectives in place, top management has set a direction for the ...

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Human Resource Development

ANALYSIS OF THE IMPACT OF HUMAN RESOURCE DEVELOPMENT ON ORGANIZATIONAL GROWTH.

1.0 Introduction

1.1 Background to the Study

A rapidly changing economic environment, characterized by such phenomena as the globalization and deregulation of markets, changing customer and investor demands, and ever-increasing product-market competition, has become the norm for most organizations. To compete, they must continually improve their performance by reducing costs, innovating products and processes, and improving quality, productivity, and speed to market.
Beyond the start-up and survival phases of an organization’s life lies the potential for its growth. Yet not all organizations move along the growth and expansion path. One factor explaining the presence or absence of growth is the entrepreneur. Studies have linked psychological characteristics of the organization to growth (Sexton and Bowman- Upton, 1986; Davisson, 1991; Cooper and Gascon, 1992). Others have examined the motivation of entrepreneurs towards growth but have not explained the extent to which motivational factors determine organizational growth (Liao, Welsch and Pistrui, 1999).
The intolerable gap between the rich and the poor countries has in these five decades hit the conscience of mankind and has informed the search for the role investment in human resources has helped in bridging this yawning gap overtime. This has informed the current emphasis on the transformation of the most economies to be anchored on the development, planning and utilization of its human resources, though this attempt had also been glaring with earlier efforts in development through the accumulation of material capital which has waned and has been replaced with a new dimension of human capital (Meier, 1978), Meier and Rauch, 2000, Meier and Stiglitz, 2001).
The ongoing emphasis hinges on the fact that: improvement on the quality of life of the people who constitute the main agents of production is the central focus of development...

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International Human Resource Management

The Internationai Journal of Human Resource Management 6:1 February 1995

How culture-sensitive is HRM? A comparative analysis of practice in Chinese and UK companies

Mark Easterby-Smithy Danusia Malina and Lu Yuan
Abstract
There has been some concern about the extent to which models and practices of HRM are capable of being transferred from one country to another. This emerged in the late 1970s as concern that Japanese ideas might be adopted uncritically by US companies, and during the 1980s as concem that these ideas, after recycling within the US, might not be totally appropriate for consumption in other parts of the world. Further urgency is added to the question by the pressures on many organizations to develop their businesses internationally, or globally - since this increasingly means they have to consider and establish HRM policies which can span different national systems and cultures. This paper considers the problem through a direct comparison of practices in matched Chinese and UK companies in order to establish where variations occur both within and between countries. It is evident that there are considerable variations in the form of HRM in different settings, but also some surprising similarities. Thus, for example, there are more similarities in manpower planning systems between Chinese companies and some of the UK. companies than there are between all the UK companies. In this case it can be concluded that these elements are not greatly affected by national (and assumed cultural) differences. On the other hand, there is a sharp difference between the UK and Chinese companies with regard to pay and reward systems, but much consistency within each country. This suggests that there may be deep-seated differences between the two countries with regard to attitudes towards rewards which will limit the transferability of HRM ideas in this area.

Keywords
HRM, China, culture, careers, appraisal, manpower planning

0958-5192

© Routledge 1995...

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