Human Resource Perspective

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Running head: MSN_73599600 Perspectives on International and Comparative Human Resource Management Name: DENNIS IMBUKA Course: HUMAN RESOURCE Tutor: MR. GITHUI Date: 7/9/2011 List of Tables 1.0 Introduction………………………………………………………………………….1 1.1 Argument based on Planning…….….……………………………………………....1 1.1.1 Decentralizing the planning powers….……………………………………………...2 1.1.2 Using both numerical and judgmental methods……….………………………….....3 1.1.3 Viewing planning as continuous and capable of adapting to change…….……….....3 1.1.4 Avoiding paralysis of the analysis………………………………………..………….3 1.2 Concentration on a manageable set of issues....………………………..……………4 1.3 Formal Planning and Opportunistic Planning………………………………………..4 1.4 Argument based on Functions of Human Resource department…………………….5 1.5 Labor Cost reductions and concern over productivity………………………………5 1.6 Technological changes, Challenges, and Opportunities……………..……………...6 1.7 International Human Resource Strategies…………………………..……………….7 1.8 Advantage of HR department in Selection process………………..………………..7 1.9 Increase in litigation and regulation related to HRM……………..………………...8 1.10 Changing Characteristics of the workforce………………………………………….9 1.11 Conclusion…………………………………………………………………………..10 Reference………………………………………………………………………………..….12 HUMAN RESOURCE DEPARTMENT 1.0 Introduction (Walters, 1997, pg. 23). Developing HRM practices can have a significant impact on corporate performance. Some research departments in most American multinationals have made research studies and developed methods of characterizing high performance work systems. Human resource management can be done by the top management level, managerial level, defined HR department or independent work groups as noted by (Richard, 1997; pg. 54) Procter and Gamble and Corning are examples of significant manufacturing
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