Here is the synopsis of our sample research paper on The Difficulty of Firms Achieving a Long-Term Match between HRM Strategy and Organizational Strategy. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
This 8 page paper evaluates the contention that though people are recognized as a most valuable resource there is seldom a matching long-term strategy of human resource management at organizational level. Drawing upon cases, research, and literature the relationship between Strategic Human Resource Management, employee empowerment, flexible working and general business context and the achievement of business goals is assessed. The bibliography cites 7 sources.
Page Count:
8 pages (~225 words per page)
File: TS14_TEmathrm.rtf
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Unformatted sample text from the term paper:
without employees a business would not be able to survive and employees are one of the most valuable resources a company can have. Many firms, such as Disney and Microsoft,
has demonstrated the value of human capital, developing competitive is on to choose based on the knowledge skills and practices of their employees. However, despite much of the rhetoric concerning
the value often employee it may be argued that there is seldom a long-term matching strategy of human resource management as organizational level. There are many examples of firms that
do, and do not, employee some form a strategic human relations. However, simply determining to try and implement a matching model of human resource management will not always result in
the desired outcome, as implementation of a matching one who can be highly complex and involves the use of strategic human resource management and/or development.
The definition of strategic human resource development is one that is variable and may be used in a range of contexts (Graravan et al, 1995). The concept
can include a vast array of different activities and as such is a term that can lead to confusion. However, even with the acknowledgement of no universally accepted to consider
the concept and then look at the characteristics it encompasses some type of definition is needed. For this we will look to Garavan (1991) who defined strategic human resource development
as; "The strategic management of training, development and of management/professional education interventions, so as to achieve the objectives of the organisation while at the same time ensuring the full utilisation
of the knowledge in detail and the skills of the individual employees. It is concerned with the management of employee learning for the long term keeping in mind the explicit
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