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英国人力资源管理专业留学生作业

时间:2015-09-14 11:44来源:www.ukassignment.org 作者:mango 点击:
在很多公司,高层管理人员建立人力资源部门来训练他们的员工,让他们工作更有效率。人力资源部门扮演着训练员工,发展他们的潜力,找到他们更好或最好的能力,同时开发他们的组织能力来面对各种变化和挑战的角色。随着形势的变化,那些组织和他们的管理者总是有不同的任务给人力资源部门的人。本文首先将讨论一些人力资源部的新规定,这些规定改变了他们的工作和职责,还有这些规则跟以前相比有什么不同。然后,本文将解释他们的工作为什么会改变,即他们的上级对他们的期望是怎样的。最后,本文将描述这些规则对组织性能的优势,这些差异是如何衡量和评价的。
 
Introduction介绍
In many companies, senior managements set up Human Resources development (HRD) department to train their workers to make their workers work more effectively. HRD is playing roles of training employees, developing their potential to find the workers’ better or best capacity and also to develop their organizations’ performance so as to face the change and challenge. As the situation is changing, those organizations and their managers always have different tasks for the HRD practitioners. This essay will firstly discuss some new roles of Human Resources Development practitioners, what have been changed in their works and functions, and how these new roles may differ from those past. Following this, it will explain why their works have changed, that is what the senior managements’ expectations to them are this time.  Finally, it will describe how these roles contribute to the performance of organizations and how these differences can be measured and evaluated.
 
Main body主要内容
New roles of HRD practitioners and the difference between the new and the old人力资源部门的新规定及新老之间的差异
As the department getting more and more perfect and its function is multiplied, the human resource development practitioners playing many kinds of different roles these days. First, they have to enlarge their knowledge and broaden their horizon. Just like a human being growing older, he or she will and have to learn more and more knowledge and skill to making a living even making a good one. The practitioners should build themselves up all the time to face the challenge of different situations even to foresee problems and the trend of this filed. (Dirk, Karen & Koen, 2001) Or they will fall behind and be washed out someday, not to mention make a great contribution to their companies.
 
Another role is to deal with many kinds of difficult and formidable tasks and problems. Managers will send some challenging missions to the HRD department and practitioners, when company thinks they are competent enough. (Claire & Thomas, 2005) They are dealing with all kinds of people every day; they also know how to assign the employees to work in a best circumstance, so they can solve some tough job. Some of those works the company used have to hire professional groups or experts to settle. The practitioners and their department also need to interact with other departments of their organizations and build network with other HRDs. This role is a very important one. The members need to communicate with other sectors of their companies, because they need to know who to get when they need help and cooperation and also because part of their duty is to train competent people for other departments. If they work all by themselves and don’t try to get in touch with other HRDs, they would hard to get development and kinds of resources.
 
Differences between the old roles and the new ones新老规定的不同
Since they got new roles to play, there must be some differences between the old roles and the new ones.  According to Mclagan and McCullough’s research in 1983 there are nearly 10 kinds of roles within HRD work, such as administrator, career development adviser and HRD manager. The main work of the practitioners is to train the workers’ skill and capacity for all kinds of functions of their organizations. But now they are working on problems much more complex and doing a more initiative job in learning rather than just on training programs. Now though they don’t have to learn all of those information and knowledge involved, but they need to know where to find these things when they need them.
Another point is they also need to find themselves some support and to create a network with others. (Claire & Thomas, 2005) They do need teamwork and cooperation to build a supporting system, but the most important point is they need to build their strength all the time and try their best to make full use of the supporting system and all kinds of sharing resources and information.
 
Expectations of senior management of HRD personnel高层对人力资源部门人员的期望
HRD department members and managers wish they could help their systems work more effectively and enhance the chemistry between individuals and teams. And further, they are increasingly expected to work with other organizations’ human resource development departments and build a long term stable relationship with each other to share resources and get information and help. And for the senior managements themselves, they want and need to be praised, especially some appreciation and attention from higher authorities. (David & Cec, 2006).
 
The managers of the human resource development department certainly want their job be finished perfectly at first. Senior management’s basic expectation is to finish the job what the organization want to do. Their job include manage well the members of the department and let them work with effectiveness. To the whole company, they want to make sure the employees are all competent and also encourage them learning from the company inside. And they know that the workers are the most important resource of the company and workers need rewards, so they wish the individual can get a sense of achievement from the learning programs provided by the HRD department or by the managers. (Marieke et al, 2004) If one people can’t do his job well, what else can his boss expected from him and him from himself?
 
The senior management does also hope they can get support no matter from their company or from their partner out of the company. Nowadays, the HRD managers will try their best to get along well with the head of other departments, because they need to cooperate with each other time by time. Build a nice relationship with each other will help them a lot, especially when they need some help they know the right to find.(Wim, 2004) The supports and cooperation with other HRDs can help them to grow strength and become more competent and competitive. They can learn something really useful or advanced to match their shortage. If they work well with all of their partners they can finish their job and work more easily and efficiently, and most of their expectation would come true.
 
As personnel, the senior management hopes to be praised and appreciated by others, especially by their boss, to get a sense of being need and being important. Once they finished their task perfectly, they would be satisfied with their job. But the appreciation from the upper class would meet more of their expectation. They are managers, they can make some great decisions, but they also need encouragement and suitable promotion in both position and salary. They also hope they have the right to speak in the system of network, because this means that their capacity gain acceptance. To work and cooperate with other HRD departments doesn’t mean they are strong enough or means they are at the top of this field. So the managers wish they can have the equal power even more power to arrange the business within the network system.
 
How these roles contribute to the performance of organizations.这些规定是如何得益于组织性能的
The HRD practitioners’ works make a great contribution to the performance of organizations. First, they do their job to find the company the workers it need.  For example, when a company wants to broaden its business or some of its workers are at their time to retire. The HR managers will in charge of hiring some new employees to fill the vacant positions. Then, they design a training program to train the new employees and some veterans to make them more powerful for their job. New recruits are not familiar with the job content; they need a professional system-training before they go to work. This makes the performance of their company become smooth. If the there is no new recruit come to the company, the company cannot move smoothly. Since there are some works need to be done and there is a shortage of manpower.
 
Brain drain can destroy an organization, so a company needs to pay attention to draw talented people and make them stay at the company. (Jennifer, 2005) The human resource development department’s basic mission is to provide suitable and skillful people for the company, they will work out with a strategic-system to satisfied the need of the workers and make them stay. After analyzing, they know what kinds of person are needed in the company and who can success with the job. Then they take action to pursue their goals, and that will make their company go well. And their learning in company training will build a nice environment in the company. If the employees can work under a friendly environment and get along well with each other, their works could huge.
 
As the role of network with other sectors of the company and other companies’ HRDs, it contributes to the company’s information getting and decision making. The HRD practitioners of an organization keep in touch with the heard of other departments, the HRD department will know what to do and what to pursue at first. And this HRD is an important part of the company, since it works well it would help to the performance of the whole company. (Poell & Chivers, 1999) Their negotiation with other HRDs and other managers in their company and also the cooperation with each other will bring the company many advantages, such as new opportunity, important information and good relationship with other company. There are many other contributions the human resource development’ roles make to the organization. This department and its members and managers play a very important role in the company’s performance, and they will be more important in the future.
 
How these differences can be measured and evaluated 这些差异是如何衡量和评估的
The fact is people all know the roles of the human resource development practitioners having been changed, but the problem is how to measure and evaluate these differences between the new roles and the old roles. How these differences influence the company’s performance depend on the scale of the company or organization. In a big company or organization, they have much more employees to manage and arrange. The new roles of the human resource development practitioners could help the big company in a large way. These new ones will get the whole move more smoothly than the old ones, in both inside and outside. But in a small firm, even though it has human resource development department, they have less people to manage and their contact with outside is less, the differences will hard to tell. For example, a company which only has 20 workers, their job will concentrate with business rather than develop the new roles.
 
Conclusion总结
In conclusion, the organization set up the human resource development to train their workers and members at the beginning. But now as the condition of the HRD filed has changed, it gets much development, it was given many roles. These new roles including solve many difficult problems and try to build an inside learning system for its employees. It also plays a role to communicate with managers both inside the company and outside HRDs, try to negotiate with each other and cooperate with each other. There are many differences between the new roles of the HRD practitioners and their previous ones, just like the main role at past is to provide suitable person for each job and concentrate with its work of training program but now it takes part in many other activities very initiatively. It depends on how large the company is to measure and evaluate the differences. It would be more obvious in a large one. Those new roles play a very important role in the organization’s performance, because it makes the whole company move more smoothly and provide the company with more space to develop and more opportunity and information. The managers of HRD, they have their own expectation about their job and company or organization and about themselves. They want their job be done in a perfect way and they also need appreciation from their bosses.
 
 References参考文献
Bassi, L.J, Cheney, S. & Van Buren, M. (1997) “ Training Industry Trends 1997: An Annual Look at Trends, by the Research Department of the American Society for Training and Development”, Alexandria, VA: ASTD.
David Simmonds & Cec Pedersen(2006) “ HRD: the shapes and things to come”,Journal of Workplace Learning,vol.18,1/2,pp.122-134
Dirk Buyens & Karen Wouters & Koen Dewettinck(2001) “Future challenge for human resource development professionals in European learning-oriented organizations”,Journal of European Industrial Training, vol.25, 9, pp.442-453
Irving H Buchen(2006) “ A New Future for HR and HPT Professionals”,Performance Improvement,vol. 45, 5, pp. 19
Jennifer J. Salopek(2005) “The New Brain Drain”, ASTD, June 25,pp.23-25
Marieke J. Koornneef & Karen B.C. Oostvogel & Rob F. Poell(2004)“Between ideal and tradition: the roles of HRD practitioners in South Australian organizations”, Journal of European Industrial Training, vol.29,5 pp.356-368
McLagan, P.A. & McCullough, R.C. (1983) “ Models for Excellence: The Conclusions and Recommendations of the ASTD Training and Development Competency Study”, American Society for Training and Development, Washington,DC.
M Claire Gubbins & Thomas N Garavan (2005) “Studying HRD Practitioners: A Social Capital Model”,Human Resource Development Review,vol.4,2, pp. 189-198
Poell, R.F. & Chivers, G.E. (1999) “The changing role of training consultants in organizing work-related learning”, Proceedings of the Annual Conference of the Academy of Human Resource Development in Washington, pp.1061-1067.
Wim J. Nijhof(2004)“ Is the HRD profession in the Netherlands changing?”, Human Resource Development International,vol.7,1, pp.57-72
Wim J. Nijhof & Robina N. de Rijk(1997) “Roles, competences and outputs of HRD practitioners-a comparative study in four European countries”,Journal of European Industrial Training, vol.7,21,pp.247-255
 


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