Thus, this capital is formed by technology, inventions, data, files, knowledge repositories, publications, processes and programs that record the knowledge of the organization. It also can be considered that systems enterprise value ensure consistency and enable human capital enhancement as explained before. Presenting the accumulation of technological capacity issues is perceived the intra-organizational factors and learning mechanisms which are influenced by leadership, as well as macro-environment influences:.
The technological accumulation process also suffers influences from the nature of industrialization models adopted in each country. Even though this technology accumulation process occurs within companies, there is a significant role in government policies on their development, especially if developed countries and developing countries are compared one to another.
Even during crisis, opportunities may arise in unexplored areas from creative and innovative capacities encouragement.
Human Resource Planning Essay
Considered from Brazilian organizations viewpoint, the current scenario is quite challenging, intricate and full of transformations. Roberts argued that there are four guiding dimensions for organizational success: people, structure, strategy and support systems. Such dimensions are central to innovation success. They ensure companies have the right people to effectively manage critical organizational development issues.
Increasingly, more professionals with generalist background presence are required: they can engage with other specialties professionals, contributing effectively in those teams works LACOMBE, When dealing with such issues, the organization technological capabilities system interacts amongst intellectual capital elements structural capital, human capital and social capital as well as with organizational culture, in continuous feedback e.
The capacity for innovation accumulation can represent not only performance and competitive advantage, but also national and international leadership, economic superiority and influence on political alliances among companies, countries and geographical regions. Innovative activities are based on a process of innovation and this in turn presents some typical characteristics DOSI, , such as:. On the other hand, to FGV professor Paulo Figueiredo other characteristics should be observed in the assessment of technological capabilities:.
Whereas the accumulation of technological capabilities has its effects on organizations performance, technological learning indirectly influences the enterprises competitiveness. In this sense, another challenge for companies is how to manage knowledge and foster organizational learning.
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This is due to the subject being in several areas of knowledge borderline. According to Scholl, et al. Nonaka and Takeuchi, the renowned Japanese authors consider knowledge an internal process within the individual person and then, externalized. Inasmuch, through this socialization, knowledge is shared and enhanced.
Considering this premise:. When organizations innovate, they do not just process information from outside to inside aiming to solve existing problems and adapting to the changing environment. They actually create new knowledge and information, from the inside out, aiming to redefine both problems and solutions in the process, recreating its environment. Emotions regulate learning and memory formation. In this way, learning can be considered as a process of change, triggered by various stimuli, mediated by emotions, which may or may not come to manifest themselves in the person change of behavior.
Thus, organizational knowledge creation is a continuous and dynamic interaction between tacit and explicit knowledge. The interaction process is composed between different models of knowledge conversion which are induced by various triggers. Davenport and Vopel assert organizations must learn to employ knowledge workers from their attitudes and motivation in relation to knowledge.
Thus, developing activities in accordance with those rules create a culture in which staff internalizes knowledge management as part of their own work. However, the institutionalization of KM suggests a favorable cultural environment, and if the organization has not acquired this environment, it will have to build or reform it. Knowledge Management policies are useless if they do not leave the paper BEM, et al.
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Eboli presents the rationale for integration and implementation of Corporate Education:. In full corporate education, for example, education promoted by university-business partnership, the central issue is not to let people in the organization deviate from the independent educational processes. As stated by Vergara and Davel , corporate universities have doctrinal character. Despite the speech, which is developed the ability to think differently, to innovate, break paradigms, like the core competence required nowadays and therefore privileged in education and business training.
The competence concept is currently thought of as:.
Competence is seen by Le Boterf as the integration of three axes formed by the individual his biography, socialization , by their educational background and their professional experience. Competence thus becomes a set of social and communicative learning nourished by the upstream and downstream learning by the ratings system. Prahalad , p. Competencies development focuses on learning at three levels: individual, group and organizational.
Thus, a new competence is developed, individual role is examined, teams across organization pursuit excellence, scientific knowledge, creativity transforming into expertise and innovation capacity. Thus, according to the authors, the dynamic capabilities refer to organizational ability to develop new skills, integrating and regenerating old and new features rapidly through their processes in a constant process of change.
However, it should be noted that the organization dynamic capabilities depend on its specific allocation of resources, whether they are physical, material, financial, human or organizational.
While as and approach, it was classified as descriptive, aiming to explicit the issue, allowing ideas enhancement and the characteristics description of a particular phenomenon GIL, Chen and Huang work aimed to examine the strategic impact of HR practices on the performance of innovation through its mediating effect on the ability to manage knowledge. The strategic HR practices SHRP arise as pillars to support the path organizations will model their skills, attitudes and employees behavior in order reaching their goals in innovatively.
Figure 1: Chen and Huang Model Source: Authors. How can culture help or hinder these processes?
HUMAN RESOURCE MANAGEMENT UNDERGRADUATE PROJECT TOPICS, RESEARCH WORKS AND MATERIALS
The answer lies in the rules if widely shared and accepted by organizations members could actively promote new ideas generation and implement different approaches O'REILLY, , p. Notwithstanding, innovation arise in the corporate environment, as human capital are leveled in organizational expertise creating new products and services. Knowledge management is an approach that will add value by balancing know -how practical or tacit knowledge and expertise know-why facilitated by explicit knowledge in the organization.
By using these four management practices dimensions: selection, training, recognition and reward proposed by Youndt, et al. The Taiwanese research conducted selected the companies in the China Credit Information Service Incorporation, divided this sample into five levels of 1, companies. Out of this classification, questionnaires were sent to each level totaling questionnaires, which finally were considered valid forms. The quantitative research results indicated that HR practices relate positively with knowledge management capacity, which in turn is positively related to innovation performance.
Thus, a better level of knowledge management capacity can stimulate creativity and innovative thoughts leading to better innovation performance. Therefore, to counterbalance the link between people management practices and promote innovation performance, managers need to first recognize the importance of knowledge management.
Human Resource Planning in Canada: A Perspective
The current technological revolution is not characterized by knowledge and information, but by a cumulative feedback loop between innovation and its use CASTELLS, To complement the work of Chen and Huang as proposed in this study, national and international literature were analyzed, whereas similar studies merged to corroborate within the theoretical framework.
Considering Chen and Huang proposed model and evaluating how it could be applied to Brazilian context, we elaborated a new structure where three pillars - Strategic Human Resources Practices, Knowledge Management and Innovation Performance - were organized in three intellectual capital directories thematic axis or approaches :. Figure 2: Proposed model for integration in the Brazilian context. In consonance with Bem, et al.
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Yet, the second axis or focus approach, represented by this intellectual capital management would be recognized in the form of raising human capital in Strategic HR Practices pillar, whereas the manager is able to attract new talent to organization. On the other hand, organizational capital alignment would be allocated on Knowledge Management pillar, which means management tools and systems are able to organize knowledge. The last represented factor by social capital stakeholders development would be assigned to Innovation Performance pillar, due to the positive influences in diversity to foster creativity and innovation.
In Knowledge Management pillar is presented Competencies Management concerning its improvement on essential skills as a result its competitiveness. Last, but not least, Innovation Performance pillar, embedded the dynamic and technological capabilities concept, so that the organization has the necessary elements for innovative sustainability. An integration scheme in a logical sequence of events is shown on figure 3.
By using this conceptual model, companies maintain its structure linked to human resources and innovation management. When there is integration, rework is eliminated; both human and temporal, as well as financial resources and efforts are saved. It is recommended that this structure is viewed from the project management perspective in order to continually provide feedback. Knowledge management, as presented by Chen and Huang in the East, can become an ally integrating internal organizational resources human and organizational capital , as well as better allocation of external resources stakeholders and their capital in the Western organizational context and more specifically in Brazil.
Therefore, it is necessary a multidirectional communication where culture is open to change and innovation. Knowledge management ability emerges as mediator between strategic human resource practices and innovation performance. The performances of these three pillars are important foundations for the creation of competitive advantage in organizations. Whereas Chen and Huang demonstrate through its quantitative research the relationships amongst these variables, this theoretical-descriptive essay presented concepts in the literature corroborating to adapt the proposed model nationally.
Throughout this study, behavior and culture organization research concepts and theories were introduced along with human capital development to assemble Strategic Human Resources Practices.
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