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Essay / Research Paper Abstract
6 pages in length. Creating a human resource plan that addresses the comprehensive issues inherent to this critical department is a task often left to haphazard development; as long as employees are effectively hired, fired and given due benefits, HR is considered to be holding up its end of the organizational infrastructure. However, the focal point of HR strategic planning has undergone a metamorphosis that now incorporates a critical role in the fundamental operations of a given company. Indeed, the extent to which HR has become significantly more than a hiring/firing unit is both grand and far-reaching; that the very foundation of any organization rests upon the internal elements inextricably intertwined with HR speaks to the vastly expansive responsibility HR assumes where organizational success or failure are concerned. With this understanding, how is a strategic plan assembled in order to assure effective HR interaction? Indeed, the vast majority of traditional methods have since been replaced with newer, more pertinent approaches where HR has become an integrated component of and for the company as a whole. Bibliography lists 6 sources.
Page Count:
6 pages (~225 words per page)
File: LM1_TLCHRStrat.rtf
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Unformatted sample text from the term paper:
benefits, HR is considered to be upholding its end of the organizational infrastructure. However, the focal point of HR strategic planning has undergone a metamorphosis that now incorporates it
as a critical role in the fundamental operations of a given company. Indeed, the extent to which HR has become significantly more than a hiring/firing unit is both grand
and far-reaching; that the very foundation of any organization rests upon the internal elements inextricably intertwined with HR speaks to the vastly expansive responsibility HR assumes where organizational success or
failure are concerned. With this understanding, how is a strategic plan assembled in order to assure effective HR interaction? Indeed, the vast majority of traditional methods have since
been replaced with newer, more pertinent approaches where HR has become an integrated component of and for the company as a whole. If
HR represents the heart of a company, then it only stands to reason that effective leaders are the driving force behind any strategic plan. 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.
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.
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