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¶ … HR
One of the problems that may arise in other problems relates to the number of employees. Of course, this method worked with a reduced number of employees (we are not talking about the big General Electric, but about a small joint venture. THE general Electric has 300,000 employees. How could cross functional entities work there?). In my opinion, this kind of system can never work in larger entities.
A second problem that may arise is related to the cross functional, matrix-like type of organization this system implies. We may be facing the following problem: the worker in the manufacturing department has to answer to the manager of the manufacturing department, to the HR Manufacturing Manager, to the Sales Manufacturing Manager (it is an extreme example, but it could be the case), etc. This type of cross subordination is always tricky: the employee has to know where to get his orders from; if there is more than one manager for the same department, confusion in messages may occur.
A third problem is cost related. This type of change seems to have implies lots of additional costs for the company: lots and lots of trainings, promotions, transfers and buyouts for affected managers and supervisors, profit sharing, etc. The results of only 18% increases in revenue don't really seem to account for all the expenses.
2. One of the previous jobs I had was in a company that produced software. Sadly enough for the company, the HR department was in charge with hiring new personnel. In a software company, the new employees have to be very technical oriented: it is not really a necessity to be someone sociable or a funny guy, but it is a necessity to be able to use Borland Delphi in programming. But the HR department used the usual hiring tests: where do you see yourself in 10 years? Why do you want to work here? It is obvious that, by the time they got to work, we discovered that the perfect employees hired didn't really know that well how to use Borland or they had only vague notions. But, they were indeed funny guys
HR Management: Organizational Change Why is organizational change so difficult? What is the role of the HR specialist in the change process? There is no question that change is often difficult for organizations. As a matter of fact, change efforts are often times met with large-scale resistance from staff and employees, the reason being that humans are naturally resistant to change. This inclination to resist change stems from the idea that change
Conceptual Model of HRIntroductionHuman resources (HR) play a significant role in organizations today. The term "human resources" encompasses all aspects of an individual's relationship with an organization, including recruitment, hiring, performance management, and employee relations. The HR function is responsible for ensuring that an organization's workforce is aligned with its business objectives. To accomplish this, HR professionals use a variety of tools and techniques, including the concept of HR as
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HR Devolution An Analysis on how Devolution can Drive Evolution of the Industry In the last few decades the globalization trend has worked to foster extensive changes how organizations operate. The rapid pace of the business world has created a scenario in which organizations are constantly evolving and organizational change is nearly a perpetual process. The role of technology has also been a contributing factor that has also had profound implications on
HR Services • Identifies at least 3 users of HR services within an organization The major consultants of HR Services are the employers and within the company the management requires the services of the HR not only for selection of the right employees but also to increase productivity and efficiency Inn view of the modern researches that have been conducted in the field it is found that occupation choice and performance are
HR Hypothesis The general field of human resources has become more and more difficult as well as more perilous. That is not just a simple generalized statement made for dramatic effect and just for the purpose of setting up the introduction of this paper. Indeed, there are some questions that can and should be posed by human resources professionals that do not have clear answers because of how complicated and how