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Essay / Research Paper Abstract
14 pages in length. The common misunderstanding that HR is a small component of a given organization where the most important function is the process of hiring and firing is what has kept myriad otherwise potentially successful companies from flourishing. The extent to which HR is an integral component of the way a company succeeds or fails is both grand and far-reaching; that this reality has only just recently been incorporated into the way a given organization operates speaks to the enlightened awareness that contemporary-thinking HR professionals have come to embrace. Bibliography lists 9 sources.
Page Count:
14 pages (~225 words per page)
File: LM1_TLCHRKeller.rtf
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Unformatted sample text from the term paper:
companies from flourishing. The extent to which HR is an integral component of the way a company succeeds or fails is both grand and far-reaching; that this reality has
only just recently been incorporated into the way a given organization operates speaks to the enlightened awareness that contemporary-thinking HR professionals have come to embrace. II. HR IS LEADERSHIP
If HR represents the heart of a company, then it only stands to reason that effective leaders are the driving force behind reality. Those at the helm who possess
few leadership traits inherent to an operational and interactive HR department fail to either appreciate or implement the kind of organization where human capital is aligned with business needs.
Inasmuch as organizational leaders are often construed as symbols "for representing personal causation of social events" (Pfeffer, 1978), it can readily be argued that
the perception of HR leadership has shifted significantly from what is used to be. The shape of contemporary business leadership has taken on a vastly divergent appeal, in that
while there still exists the inherent requirement of maintaining the group and orchestrating a task or activity, the entire dimension has been modified as a means by which to address
the issues of power amidst human relations. "In leadership, influence rights are voluntarily conferred. Power does not require goal compatibility--merely dependence--but leadership implies some congruence between the objectives
of the leader and the led. These distinctions depend on the ability to distinguish voluntary from involuntary compliance and to assess goal compatibility" (Pfeffer, 1978). The current trend
within the fundamental basis of business operations is to establish a sense of empowerment, both from inside and outside of the company. However, in order to achieve the highest
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