(Free Management Library; htp: /www. Te HR Management comprises different processes considered all together are aiming to achievement of the organization’s goals and objectives. Pul Banfield and Rebecca Kay speak of recruitment and selection, mnaging employee relations, mnaging discipline and grievance, mnaging health and safety, H planning and measurement, larning and development, mnaging performance and managing rewards. A the so called talent management is concerned Kay and Banfield stated: “much of the HR agenda, prticularly that associated with the HR department, hs emphasized the importance of equality and wth many discriminatory practices looked at as unacceptable.
Of course, i relation to gender, ae, rce etc. i is very important not to discriminate, bt does this mean that all employees must be treated in exactly the same way? Clearly not, bcause to do so, wuld fail to reflect the natural or acquired differences in peoples’ value and contributions. ”2008, htp: /www. Sch a complexity of processes therefore requires complex approach, cmprising adequate strategies. I the authors define two different strategies – ‘people strategy’ and ‘strategy for the HR case study, 2008, htp: /www.
Tey also divide the people strategy in six sub-strategies – organization and culture, larning and development, rwards and recognition, cmmunications and employee relations, gneral HR policies and A case study, capter 3, 2008, htp: /www. u) The HR functional strategy is about choices it must make for itself. I includes how to organize, hw to use resources, ad how to develop the capabilities of the in-house A case study, capter 3, 2008, htp: /www. Ssan Heathfield in her article seems the role of HR as “ must parallel the needs of his or her changing organization…” and also “ Depending on the size of the. ..
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