美国西弗吉尼亚代写:人力资源管理

Keywords:美国西弗吉尼亚代写

人力资源管理，根据鲍尔曼和新政（2003）认为人与组织的相互需要，而满意的员工会对组织做出更大的贡献。人类的需要和动机是难以确定的，特别是在一个日益多元化的劳动力与少数族裔群体。通过了解他们的成员，工会可以准确地代表他们的不同需求和能力，让雇主创造更有效的激励方案和工作条件，从而提高工作场所的性能。欧盟可能进一步确定需求的差距，如再培训和技能的员工来应对新的工作要求，从而提高组织创新和适应quickly.by有效联络雇主和雇员之间的组织需求的理解以及需求能力的需要（和潜在）的员工，工会可以有效利用员工的表现既改善工作条件，提高组织绩效。在20世纪70年代和80年代“工会成员获得了工资溢价，但没有相应的生产力提高”（梅特卡夫，2003）。如果工会可以有效地创建奖励包和发展机会的员工，显示增加组织绩效，他们很可能被视为一个相关的和有影响力的方面的员工代表。
美国西弗吉尼亚代写:人力资源管理
Human Resource Management, according to Bolman and Deal (2003) assumes that people and organisations need each other, and that satisfied employees will contribute more to an organisation. Human needs and motivations are difficult to determine, particularly in an increasingly diverse workforce with a number of minority groups. By understanding their members, a union could accurately represent their different needs and abilities, allowing employers to create more effective incentive packages and working conditions, and hence increase workplace performance. The union may go further and identify needs gaps, such as the need for re-training and up-skilling of employees to address new job requirements which in turn increases the ability of an organisation to innovate and adapt quickly.by effectively liaising between employers and employees with an understanding of organisational needs as well as the needs (and potential) of employees, unions can effectively use employee representation to both improve workplace conditions, and increase organisational performance. In the 1970s and 1980s “union members received a pay premium, but without the corresponding rise in productivity” (Metcalf, 2003). If unions can effectively create incentive packages and development opportunities for employees that show increased organisational performance, they are likely to be viewed as a relevant and influential aspect of employee representation.