澳洲论文代写：人力资源开发战略
澳洲论文代写：人力资源开发战略
人力资源开发战略经常被贝克尔等人（2001）和埃里克松（2006）提出，作为一种战略性人力资源开发理念。例如，埃里克松在2006的研究报告中说，从事人力资源开发战略，需要了解人力资源的重要性。此外，李（2003）认为，开发人力资源的做法应与人力资源开发战略相一致，人力资源开发战略应解决人的基本假设条件，并有助于对组织中的人力资源状况产生积极影响。在AMC顾问公司，因为它是一家中小型企业，专门为矿业公司提供咨询，相信战略人力资源开发是本组织的核心。从他的角度来看，garaval等人，可以说他认为人力资源开发是应用在不同的视角和具有更广泛的活动，彼此千差万别。因此，战略人力资源开发应该有9个突出的元素，据托雷斯等人（2001）所包含的管理变革主动地确保不影响消极性是由经验丰富的员工，批判性思维发展的人力资源，确保他们的生产，确保其战略增长与公司的战略发展，招聘和评价，涉及所有重要的利益相关者在讨论人力资源开发的相关培训计划。然而，据Garavan（2001），相反，从组织对战略人力资源开发视角的重要特征应包括整合组织的使命和目标，获得高层管理者支持、负影响因素扫描环境，规划和发展对人力资源开发的政策，获得承诺与直线经理的参与，实现人力资源管理活动在公司现有，拓展教练的作用，认识到文化和注重评价（阿姆斯壮2009）。
澳洲论文代写：人力资源开发战略
Human Resource Development strategy is often mentioned by the authors such as Becker et al (2001) and Ericson (2006) as a strategic human resource development concept. As an example, the statement of Ericson in his research study in 2006 quoted that for being engaged in human resource development strategy, it is required to understand the significance of human resources. Furthermore, Lee (2003) argued that practices to develop human resources should be in alignment with the human resource development strategy that addresses the human conditions underlying assumptions and helps positively influence the condition of human resources in an organization. At AMC consultants, as it is a small to medium enterprise based exclusively to provide consultation to mining companies believed in strategic human resource development to be at the core of the organization. From his perspective, Garaval et al, can be quoted who contended that human resource development is applied in various perspectives and has wider activities that vastly different from each other. Therefore a strategy to develop human resources should have 9 prominent elements according to Torres et al (2001) which are inclusive of managing change proactively to ensure no influence of negative nature is experienced by employees, thinking critically to develop human resources, ensuring that they are productive, ensuring their strategic growth with the company’s strategic growth, recruiting and appraising and involving all important stakeholders when discussing a training program related to development of human resources. However, according to Garavan(2001), on the contrary, the important characteristics of a strategic human resource development perspective from organizations perception should be inclusive of integrating the missions and goals of the organizations, gaining support from top management, scanning the environment for negatively influencing factors, planning and developing policies for human resource development, gaining commitment and involvement of line managers, complementing the HRM activities existing in the company, expanding the role of trainer’s, recognizing the culture and emphasizing on evaluation(Armstrong 2009).
