1、本科毕业论文（设计）外文翻译题目Y公司员工敬业度研究学院商学院专业人力资源管理班级学号学生姓名指导教师外文题目TALENTACQUISITIONDUEDILIGENCELEADINGTOHIGHEMPLOYEEENGAGEMENTCASEOFMOTOROLAINDIAMDB外文出处AXELROD,EL,HANDFIELDJONES,H,WELSH,TA2001外文作者PALLAVISRIVASTAVA,DOCTORALCANDIDATEHRM原文TALENTACQUISITIONDUEDILIGENCELEADINGTOHIGHEMPLOYEEENGAGEMENTCASEOFMOTOROLAI
2、NDIAMDBPALLAVISRIVASTAVA,DOCTORALCANDIDATEHRMTHEAUTHORSPALLAVISRIVASTAVA,DOCTORALCANDIDATEHRM,MANAGEMENTDEVELOPMENTINSTITUTE,JYOTSNABHATNAGAR,ASSOCIATEPROFESSORHRD,MANAGEMENTDEVELOPMENTINSTITUTE,THISPAPERWASPRESENTEDATTHEASIAPACIFICRESEARCHERSINORGANIZATIONALSTUDIESAPROS12CONFERENCE,DECEMBER912,2007
3、ATMANAGEMENTDEVELOPMENTINSTITUTE,MDIGURGAON,PURPOSEWITHTALENTMANAGEMENTBECOMINGANAREAOFGROWINGCONCERN,THEREISANEEDFORPRACTICINGDUEDILIGENCEINTHEIRTALENTACQUISITIONSTRATEGYTOMEETTHEDEMANDSFORTALENTWITHASPECIFICSKILLSETINAGIVENTIMELINE,THEORGANIZATIONSAREADOPTINGINNOVATIVERECRUITMENTPRACTICESTOFINDTHE
4、CORRECTSKILLSETSANDCOMPETENCIESTHEPURPOSEOFTHISPAPERISTODISCUSSSOMEOFTHESEPRACTICESANDALSOTOINVESTIGATETALENTACQUISITIONANDITSRELATIONSHIPTOLEVELSOFEMPLOYEEENGAGEMENTDESIGN/METHODOLOGY/APPROACHTHEINVESTIGATIONISCARRIEDOUTWITHTHEAIDOFACASESTUDYONMOTOROLAINDIAMOBILEDEVICESBUSINESSFINDINGSBYREFLECTINGR
5、ECRUITMENTANDCULTURENEEDFIT,ANENVIRONMENTISCREATEDATTHEWORKPLACEWHEREEMPLOYEESFEELMOREPASSIONATEABOUTTHEIRWORKANDEXHIBITTHEBEHAVIOURSTHATORGANIZATIONSNEEDTODRIVEBETTERRESULTSRESEARCHLIMITATIONS/IMPLICATIONSTHISISAQUALITATIVESTUDYWHICHCOULDBEFURTHERENRICHEDBYEMPIRICALLYMEASURINGPERSONORGANIZATIONFITA
6、NDITSIMPACTONTHELEVELOFENGAGEMENTPRACTICALIMPLICATIONSITISSUGGESTEDTHATORGANIZATIONSSHOULDMAKEEFFORTSTOBUILDEFFECTIVE,PRACTICALANDHOLISTICTALENTSTRATEGIESTHATARENOTONLYABLETOATTRACTTALENTBUTALSOADDRESSEMPLOYEEENGAGEMENTANDTHERETENTIONOFKEYSKILLSTHUSBOOSTINGTHEPRODUCTIVITYANDBUSINESSPERFORMANCEDURING
7、TALENTACQUISITION,DUEDILIGENCEISREQUIREDINASSESSINGTHEPERSONORGANIZATIONFITANDPROVIDINGANENABLINGWORKENVIRONMENTTOKEEPTHETALENTANCHOREDTOTHEORGANIZATIONORIGINALITY/VALUETHEPAPERHIGHLIGHTSTHEIMPACTOFDUEDILIGENCEINTALENTACQUISITION,WHICHISTHEMOSTCRUCIALPROBLEMFACEDBYTHEORGANIZATIONSINTHEPRESENTTIMES,B
8、YMEANSOFACASESTUDYARTICLETYPECASESTUDYKEYWORDSDUEDILIGENCERECRUITMENTEMPLOYEESJOBSATISFACTIONTELECOMMUNICATIONSJOURNALINDUSTRIALANDCOMMERCIALTRAININGCOPYRIGHTEMERALDGROUPPUBLISHINGLIMITEDMARKETSAREINCREASINGLYRECOGNIZINGHUMANCAPITALASASOURCEOFVALUEFORFIRMSANDSHAREHOLDERSCAIRNCROSS,2000ASTALENTISRARE
9、,VALUABLE,DIFFICULTANDHARDTOSUBSTITUTEANDORGANIZATIONSTHATBETTERATTRACT,SELECTANDRETAINTHISTALENTOUTPERFORMTHOSETHATDONOTBARNEYANDWRIGHT,1998TECHNOLOGICALADVANCESANDGLOBALCOMPETITIONARETHEMAINDRIVERSOFCHANGESINEMPLOYMENTPATTERNSLEADINGTOINTENSECOMPETITIONBETWEENEMPLOYERSTOATTRACTANDRETAINTALENTEDWOR
10、KERSOSBORNJONES,2001STAFFINGACTSASAKEYSTRATEGICOPPORTUNITYTOGAINCOMPETITIVEADVANTAGEPLOYHART,2006TODAYANORGANIZATIONSSUCCESSISDIRECTLYLINKEDTOTHETALENTITCANRECRUITRECRUITMENTISCRITICALNOTONLYFORSUSTAINEDCOMPETITIVEADVANTAGEBUTALSOFORBASICORGANIZATIONALSURVIVALTAYLORANDCOLLINS,2000COMPETITIONANDTHELA
11、CKOFAVAILABILITYOFHIGHLYTALENTEDANDSKILLEDEMPLOYEESMAKEFINDINGANDRETAININGTALENTEDEMPLOYEESAMAJORPRIORITYFORORGANIZATIONSFLEGLEY,2006INTHENETWORKEDGLOBALECONOMY,TOPTALENTISHIGHLYMOBILETALENTISSCARCERESULTINGINATIGHTLABOURMARKETHENCEITHASNUMEROUSCHOICESESPECIALLYINKNOWLEDGEBASEDANDSERVICEDRIVENORGANI
12、ZATIONSORGANIZATIONSAREFACINGGREATCOMPETITIONINCHASINGTHESAMESKILLSETORGANIZATIONSINTHEUSAREFLECTACONTINUINGTRENDTOWARDSMODESTINCREASESININHOUSEKNOWLEDGEINTENSIVEITSTAFFSATMOSTORGANIZATIONSBUTINMOST“LARGE”ANDFORTUNE500ORGANIZATIONSEXPECTTOMODERATELYINCREASESTAFFINGLEVELSBY2008MOSTSMESANTICIPATEDRAMA
13、TICINCREASESINHIRINGZWIEGETAL,2006,P102TALENTACQUISITIONTHE“WARFORTALENT”HASFOCUSEDONACQUIRINGANDASSIMILATING“THEBEST”HUMANRESOURCESPLAYASIGNIFICANTROLEINREACHINGORGANIZATIONEFFECTIVENESSANDPERFORMANCEHUSELID,1995TALENTHASBECOMETHEKEYDIFFERENTIATORFORHUMANCAPITALMANAGEMENTANDFORLEVERAGINGCOMPETITIVE
14、ADVANTAGEBHATNAGAR,004WITHBETTERTALENTACQUISITION,EMPLOYEEENGAGEMENTIMPROVESANDSODOESTHEPRODUCTIVITYMAXIMIZINGTEAMENGAGEMENT,MOTIVATION,ANDRETENTIONTHROUGHDUEDILIGENCEINTALENTACQUISITIONISVITALINTODAYSHIGHLYCOMPETITIVEENVIRONMENTONLYATALENTRESOURCINGPROCESS,THATISWELLDEFINEDANDWELLEXECUTEDFROMSTARTT
15、OFINISHYIELDSCONSISTENT,COMPLIANTRESULTSANDISACOMPETITIVEADVANTAGEINTHEWARFORTALENTRONN,2007WITHTALENTACQUISITIONBECOMINGANAREAOFGROWINGCONCERNINTHELITERATURE,THISPAPERINVESTIGATESTALENTMANAGEMENTANDITSRELATIONSHIPTOLEVELSOFEMPLOYEEENGAGEMENTTHROUGHTHELENSOFACASESTUDYEMPLOYEEENGAGEMENTISANINDICATORO
16、FHIGHPRODUCTIVITYANDEMPLOYEERETENTIONASREFLECTEDINEXTANTLITERATUREHUMANCAPITALSTAFFINGSTRATEGYTHEINVESTMENTSINHUMANCAPITALHAVEBEENDRAWNONHUMANCAPITALTHEORIESWHICHEXAMINEUNDERWHICHCONDITIONSUCHINVESTMENTSAREPROFITABLETHECONCEPTOFHUMANCAPITALTHEORYASSPECIFIEDBYROMER1990DEFINESITASTHEAMOUNTOFTOTALSTOCK
17、OFHUMANCAPITALTHATANORGANIZATION,COUNTRYORECONOMYHASFITZENZ2000DEFINESHUMANCAPITALASTHETRAITSONEBRINGSTOTHEJOBINTELLIGENCE,FULFILLINGWORKENERGY,AGENERALLYPOSITIVEATTITUDE,RELIABILITYANDCOMMITMENTTHEECONOMYWITHALARGERSTOCKOFHUMANCAPITALWILLEXPERIENCEAFASTERRATEOFGROWTHTHUS,HUMANCAPITALTHEORYCONCENTRA
18、TESONTHEDIRECTECONOMICEFFECTSOFHUMANCAPITALINVESTMENTSINPARTICULARSTAFFINGISDEFINEDASTHEPROCESSOFATTRACTING,SELECTING,ANDRETAININGCOMPETENTINDIVIDUALSTOACHIEVEORGANIZATIONALGOALSPLOYHART,2006THISHASBEENALSOREFLECTEDINEXTANTSHRMLITERATUREFOREXAMPLE,RESEARCHERSLIKEDEWARANDWERBEL1979HAVEADOPTEDAUNIVERS
19、ALISTICPERSPECTIVEANDHAVEARGUEDFORABESTPRACTICEAPPROACHTOSHRMHUSELID,1993,1995PFEFFER,1994WHILEADVOCATORSOFTHECONTINGENCYAPPROACHSCHULERANDJACKSON,1987BELIEVETHATINORDERTOBESUCCESSFUL,THEORGANIZATIONSHRPOLICIESMUSTBECONSISTENTWITHTHEOTHERASPECTSOFTHEORGANIZATIONBAIRDANDMESHOULAM1988SUGGESTTHATHRPRAC
20、TICESMUSTFITTHEORGANIZATIONSSTAGEOFDEVELOPMENTEXTERNALFITWHICHIMPLIESINFORMAL,MOREFLEXIBLESTYLESOFHRMAMONGSTSTARTUPFIRMSANDMOREFORMALANDPROFESSIONALIZEDSYSTEMSASTHEFIRMSMATUREANDINCREASETHENUMBERANDRANGEOFEMPLOYEESINTERNALFITENSURESTHATINDIVIDUALHRPOLICIESAREDESIGNEDTOFITINANDSUPPORTEACHOTHER“BESTFI
21、TMODEL”SUGGESTSTHATHRSTRATEGYBECOMESMOREEFFECTIVEWHENITISDESIGNEDTOFITCERTAINCRITICALCONTINGENCIESINTHEFIRMSSPECIFICCONTEXTACCORDINGTOTHECONFIGURATIONALAPPROACH,THEHRSYSTEMOFTHEORGANIZATIONMUSTDEVELOPAHORIZONTALINTERNALCONSISTENCYOFTHEORGANIZATIONSHRPOLICIESORPRACTICESASWELLASAVERTICALFITCONGRUENCEO
22、FTHEHRSYSTEMWITHOTHERORGANIZATIONALCHARACTERISTICSWRIGHTANDMCMAHAN,1992INNOVATIVEPRACTICESINEMPLOYERBRANDINGFORTALENTACQUISITIONEMPLOYERBRANDINGHASBECOMEAKEYSTRATEGYBREWSTERETAL,2005TOATTRACTANDRETAINTHERIGHTKINDOFTALENTASPEOPLEWANTTOWORKFORGREATBRANDSITAVOIDSMISMATCHESBETWEENEMPLOYERANDEMPLOYEESTHA
23、TLEADTOJOBCHANGESACCORDINGTOKNOXANDFREEMAN2006CONSUMERSAREPOTENTIALRECRUITSANDTHEEMPLOYERBRANDISTHEAUGMENTATIONOFRECRUITMENTSERVICESPROVIDEDBYRECRUITERSASTHEYESPOUSETHEFIRMSATTRIBUTESANDVALUESDURINGTHERECRUITMENTPROCESSTHEEMPLOYERBRANDIMAGEISTHEIMAGEASSOCIATEDWITHANORGANIZATIONUNIQUELYINITSROLEASANE
24、MPLOYERCREATINGAPOSITIVEEMPLOYERIMAGERADIATESTOTHECOMMUNITYATLARGEANDATTRACTSPOTENTIALJOBAPPLICANTSIMPROVINGTHEEXTERNALANDINTERNALCOMMUNICATION,SIGNALSTOTHEPOTENTIALTALENTABOUTTHETOTALEMPLOYEEEXPERIENCETHERETHEWORDOFMOUTHPUBLICITYISMOSTEFFECTIVEWAYOFRECRUITINGFORTUNESBESTCOMPANIESTOWORKFORSURVEYSUGG
25、ESTSTHATDEVELOPMENTALLYORIENTEDORGANIZATIONSAREMORELIKELYTOBESEENASATTRACTIVEEMPLOYERSFORTUNE,2005PROVIDINGTHEEMPLOYEESWITHTHEKNOWLEDGEANDSKILLSTODOTHEIRJOBANDFURTHERRECOGNIZINGANDREWARDINGTHEKNOWLEDGEANDHARDWORKOFTHEEMPLOYEES,PROVIDINGASAFEANDSTABLEWORKENVIRONMENT,GIVINGTHEMOPPORTUNITYTOBECREATIVEA
26、NDENTREPRENEURIALAREIMPORTANTTASKSDONEBYACOMPANYTORETAINEMPLOYEESBYGIVINGTHEMANENVIRONMENTWHERETHEYDONOTHAVETOWORRYABOUTJOBSECURITY,THEYGETMORETIMEANDENERGYTOCONCENTRATEONTHEIMPORTANTASPECTOFTHEORGANIZATIONTHEORGANIZATIONSAREUSINGDIFFERENTBAITSTOTARGETTHETALENTBHATNAGAR2003HASMENTIONEDAMENITIESLIKEG
27、OLFCOURSES,SWIMMINGPOOLS,AEROBICSCENTRES,GYMNASIUMSETCANDTHEPRACTICESOFPAIDSABBATICALS,TOSENDINGITSEMPLOYEESTOLEADINGINTERNATIONALMANAGEMENTPROGRAMMES,REPRESENTATIVESOFTHEORGANIZATIONVISITINGEMPLOYEESHOMESANDINVITINGTHEMTOTHEWORKPLACETOGETAFEELOFABOUTWHATEMPLOYEESDOATWORKITBUILDSASENSEOFPRIDEANDBELO
28、NGINGNESSTOTHEFAMILIESTHEATTRIBUTESOFTHEJOB/ORGANIZATIONANDFITWITHTHEJOB/ORGANIZATIONINFLUENCESINTENTIONSANDBEHAVIOURPLOYHART,2006THROUGHEMPLOYEEENGAGEMENTTHEBESTINDICATOROFACOMPANYSHEALTHBUSINESSWEEKADVICECOLUMN,INTHEWORDSOFFORMERGECHAIRMANANDEMPLOYEEENGAGEMENTFIRSTITGOESWITHOUTSAYINGTHATNOCOMPANY,
29、SMALLORLARGE,CANWINOVERTHELONGRUNWITHOUTENERGIZEDEMPLOYEESWHOBELIEVEINTHEMISSIONANDUNDERSTANDHOWTOACHIEVEITBHATNAGAR,2008ACCORDINGTORESEARCHERSMARTEL,2003,INORDERTOOBTAINHIGHPERFORMANCEINPOSTINDUSTRIAL,INTANGIBLEWORKTHATDEMANDSINNOVATION,FLEXIBILITY,ANDSPEED,EMPLOYERSNEEDTOENGAGETHEIREMPLOYEESENGAGE
30、MENTREQUIRESATTENTIONTOSEVERALCRITICALACTIVITIESCOMMUNICATION,SUPERVISORYRELATIONSHIPS,EMPOWERMENT,ANDPERFORMANCEMANAGEMENTCONSEQUENTLY,EMPLOYEEENGAGEMENTHASASUBSTANTIALIMPACTONEMPLOYEEPRODUCTIVITYANDTALENTRETENTIONBHATNAGAR,2007EMPLOYEESFEELENGAGEDWHENTHEYFINDPERSONALMEANINGANDMOTIVATIONINTHEIRWORK
31、,RECEIVEPOSITIVEINTERPERSONALSUPPORT,ANDFUNCTIONINANEFFICIENTWORKENVIRONMENTTHERESHOULDNOTBEAGAPBETWEENWHATWORKERSAYWHATTHEYWANTFROMTHEORGANIZATIONANDWHATTHEYACTUALLYGETTHISLEADSTODISENGAGEMENTMOTOROLAISAMONGSTTHELEADINGHANDSETPLAYERSININDIAWITHITSOFFICEBASEDATITSHEADQUARTERSINGURGAONITWASONEOFTHEFI
32、RSTTELECOMCOMPANIESTOENTERTHECOUNTRYANDSTARTEDSELLINGMOBILEPHONESHEREIN1995INSPITEOFBEINGANEARLYMOVER,ITLOSTOUTTOITSRIVALNOKIADUETOANIMPROPERPRODUCTPORTFOLIO,INEFFICIENTDISTRIBUTIONSYSTEM,LACKOFBRANDING,IMPROPERMARKETCAMPAIGNS,NONFOCUSONPEOPLEMANAGEMENTSTRATEGYANDANILLEQUIPPEDTEAMNOKIAHADABETTERDIST
33、RIBUTIONSYSTEM,ASTRONGBRANDPRESENCEANDALSOHADAPRODUCTPORTFOLIOCUSTOMIZEDFORTHEINDIANCUSTOMERS,LEAVINGMOTOROLAFARBEHINDITACCORDINGTOGARTNERINDIAESTIMATES,MOTOROLASMARKETSHAREKEPTONFALLINGANDWASVERYLOW,JUST18PERCENT,INEARLY2005WHENEDZANDERBECAMETHECHAIRMANANDCHIEFEXECUTIVEOFFICEROFMOTOROLAINCINJANUARY
34、2004,HELAIDHISFOCUSONSUCCESSFULLYREORGANIZINGTHECOMPANY,INTRODUCINGSEVERALEXCITINGNEWPRODUCTSANDONINNOVATIONANDOPERATIONALEFFICIENCYASTHEINDIANTELECOMMARKETWASEXPERIENCINGRAPIDGROWTH,ZANDERSENSEDANOPPORTUNITYON22AUGUST,2005,ZANDERESTABLISHEDINDIAASITSHEADQUARTERFORTHEHIGHGROWTHMARKETSHGMWHICHCOVERS1
35、07COUNTRIESACROSSAFRICA,THEMIDDLEEAST,INDIANSUBCONTINENT,SOUTHEASTASIAANDAUSTRALIATHISPRIVILEGEWASDUETOTHECOUNTRYSSTRATEGICIMPORTANCETOMOTOROLASGLOBALOPERATIONSANDTHEHIGHESTGROWTHRATEANDPOTENTIALSTRATEGYHADTOBEDEVELOPEDTOREGAINANDTHENTORULETHEMARKETSPEEDOFFUNCTIONINGEMBEDDEDINTHERIGHTKINDOFTALENTPOO
36、LWASFELTPERTINENTPRESSURETOPERFORMWASINCREASINGACORETEAMWASCREATEDTOHARNESSTHE“INDIAFACTOR”ALLENBURNES,VICEPRESIDENT,HGM,MOBILEDEVICES,MOTOROLAINCWASAPPOINTEDTOHEADTHISTURNAROUNDHECAMETOINDIAALONGWITHHISTEAMOFSENIORDIRECTORSWHOHADTHEEXPERIENCEOFTURNINGAROUNDASIMILARSITUATIONINTHEEMERGINGMARKETSOFRUS
37、SIAANENTIRELYNEWTEAMWASCREATEDTOHANDLETHEMOBILEDEVICESDIVISIONUNDERTHESUPERVISIONOFMOTOROLASEMERGINGMARKETINGEXPERTALLENBURNESTOBRINGAFRESHPERSPECTIVEINIMPLEMENTATIONOFTHEPLANSTHEHRLEADERWASTODECIDEWHETHERTOBUILDORTOBUYTALENTSINCESPEEDWASREQUIREDANDTIMEWASATAPREMIUM,ITWASDECIDEDTOAGGRESSIVELYBUYTHER
38、IGHTPEOPLETHEREWASANAGGRESSIVEOUTOFTHEBOXBUYINGOFTALENTFROMALLSECTORSINCLUDINGTHELATERAL“BUYINS”ASANHRSTRATEGYTHEYLEFTOUTPEOPLEFROMNO1PLAYERSINTHECORPORATEWORLDTHEYLOOKEDFORPEOPLEWHOHADWORKEDINTURNAROUNDSITUATIONSANDHADTHEEXPERIENCEOFBEATINGNO1PLAYERSTHEYPOACHEDEMPLOYEESWHOWEREHUNGRYTOFACECHALLENGES
39、ANDTOPERFORMTHEYHIREDPEOPLEWITHTECHNICALCOMPETENCYWHOHADTHEABILITYTOFIGHTBACKANDHADAPASSIONANDENERGYTOWORKACCORDINGTOMRRAGHURAMREDDAM,THEHRDIRECTORFORHGMANDMOBILEDEVICESBUSINESS,THECULTUREFITWASANIMPORTANTCRITERIONFORTALENTACQUISITIONFROMALEANSTRENGTHOFJUSTEIGHTEMPLOYEESIN2005,THENUMBERROSETO75EMPLO
40、YEESWHOWEREREADYTOFIGHT,WEREPASSIONATE,HUNGRYANDWILLINGTOPERFORMEXCITEMENTWASVERYHIGHANDINORDERTOBUILDITFURTHERANDSUSTAINTHEENERGYOFTHERECRUITS,THEIRONBOARDINGWASDONETHROUGH“PRARAMBH”ITWASCUSTOMISEDTOTHEINDIANSETTINGTHESUCCESSSTORIESOFINDIANSLIKEPADMASHREEWARRIOR,MOHANKUMARETC,WHOHADDONEEXTREMELYWEL
41、LATMOTOROLAINDIAWERENARRATEDTOTHEM,TOSTOKETHEFIRETOPERFORMINTWOINTERVENTIONSCALLED“HAIDUMI”ANDHAIDUMII,ANDABOXINGRINGWASORGANIZEDTHEYBROUGHTINCELEBRITYCRICKETCOMMENTATORHARSHABHOGLETOTAKETHISFORWARDTHEEMPLOYEESWERECHALLENGEDTOPERFORMANDWEREENCOURAGEDTODELIVERRESULTSINPERFORMANCEATANYCOSTTHEMOTOROLAC
42、ULTUREANDVALUESWEREINGRAINEDINTHEMTHROUGHTHEIMOTOCAMPAIGNWHICHINTRODUCEDTHEMTOTHEQUALITIESTOBEPOSSESSEDBYAMOTOROLAN。译文人才获得尽职调查，导致高员工敬业MDB的案件摩托罗拉印度PALLAVI塔瓦市场越来越认识到股东是罕见的、有价值的，困难和难以替代和组织更好地吸引，选择和留住这个天赋胜过那些不。科技进步和全球竞争的工人。人员编制作为一个重要的战略机遇，赢得竞争优势。今天一个企业的成败直接关系到人才可以招聘。招聘不仅是至关重要的持续竞争优势，而且也为基本组织生存。缺乏竞争和高可用性
43、人才和熟练的员工使查找和留住优秀员工为组织的主要优先事项。在网络化全球经济中，高级人才的流动性很大。人才是稀缺造成了紧张的劳动力市场驱动型组织，因此它有很多的选择，特别是在基础知识和服务。组织正面临着巨大的竞争技能追逐相同。美国组织在反映一个IT组织内部知识密集的持续小幅上升的趋势中，人员最多但在最“大”和财富500强公司预计在2008年适度增加人员编制。大多数中小企业在雇用预期大幅增加。根据他们调查的基础上33,000个国家的雇主百分之23左右，有40位和大约7000名管理人员近百分之九十表示人才吸纳及挽留变得更加困难。因此他们是谁，他们希望把所有的力量对特定的技能找到合适的人才与台套能力，
44、不惜一切代价聘用和保留只。至关重要的是所有企业发展的人才战略，深入去组织，并能提供人才，以满足不断变化的商业环境。重要的是要认识到，雇用不单纯是一个单一的决策系统由招聘经理而是一个包括一个明确的阶段。决定将在每一个阶段，开始聘请与最终创造的职位的要求，通过最后陈述候选人和板岩。人才招募。“人才战争”一直专注于收购和吸收“最好的”。人力资源发挥效能的关键区别的人力资本管理和利用竞争优势有了更好的人才招聘，员工参与提高生产力也是如此。最大限度地保留人才，通过收购的尽职调查团队，与接触，环境的重要动机是在当今高度竞争力。只有一个人才资源配置的过程，就是明确和完善，从开始执行到结束的产量相一致，符合结
45、果是人才。人力资本人事战略。人力资本的投资，我们已制订人力资本理论的研究条件下，这种投资是有利可图的。该理论的人力资本概念由指定罗默定义了它作为经济的国家或总库存量的人力资本，一个组织。菲茨恩茨定义人力资本的特性带来的工作之一智力完成工作的活力，是普遍的积极态度，可靠性和承诺。首都经济与人类将经历一个较大的存量的增长速度更快。因此，人力资本理论集中在直接投资，特别是人力资本的经济影响。人员编制被定义为这也已体现在现存的人力资源管理学会文学。例如，像研究人员杜瓦都采用了具有普遍性的观点和主张战略人力资源管理的最佳实践方法。而杰克逊认为，为了取得成功，组织的人力资源政策必须符合该组织的其他方面。B
46、AIRD和MESHOULAM认为，人力资源管理措施必须符合该组织的发展阶段（外部适应），这意味着非正规，更灵活的人力资源管理风格之间的创业公司，更正规，专业化的系统，成熟的公司，并增加员工的数量和范围。确保内部装修，个别的人力资源政策的设计，以适应和相互支持。“最适合模型”表明，人力资源战略变得更加有效，当它被设计为适合的具体情况，在某些关键然公司。根据构型的方法，组织人力资源系统必须发展水平，以及垂直适合。约翰逊指出，如果人们在文化上是一致的业务，雇用他们之前，别人一样即使这家公司并没有为他们的工作有所帮助。一个积极的态度。迈克尔等人。提出的发展和命题沟通的员工价值定位（EVP），以吸引和留
47、住优秀员工，在培养高绩效的工作团队，无论是员工的评估，以确保最佳匹配的工作和公司以及同化，以确保工作场所的成功融入，责任文化的组织和具体作用，也同样重要。在雇主品牌的创新做法收购人才。雇主品牌已经成为一个关键策略，以吸引和保留合适的人才，因为人们希望为大品牌。它避免了改变雇主和雇员之间的不匹配，导致工作。据诺克斯和FREEMAN消费者潜在的新兵和雇主品牌是增强服务提供的招聘人员的招聘，因为他们信奉的价值观在招聘过程中，公司的属性。雇主品牌形象是一个雇主，其角色的形象与组织中的唯一。建立积极的雇主形象辐射到广大市民，吸引潜在的应聘者。改善外部和内部沟通，信号的经验有潜力的人才总量约雇员。口碑的宣
48、传是最有效的方式招聘。财富的最佳工作的公司一项调查表明，发育为主的组织更有可能是。员工敬业度。该属性的工作/组织行为通过员工对健康的在杰克韦尔奇的话，前通用电气董事长兼首席执行官是员工敬业第一，不言而喻没有一家公司无论大小能战胜它。据研究人员为了获得高性能的无形工作后工业化，即要求创新，灵活性和速度，用人单位需要聘用员工。参与需要注意的几个重要活动监督关系，增强能力和绩效管理。通信因此，员工参与有保留当员工感到他们从事的工作中找到个人的动机和意义，收到积极的人际支持，环境功能，以高效的工作。不应该有一个让工人之间的差距是什么说什么，他们想从他们的组织和实际。这导致脱离接触。工作环境应该是这样的
49、它使得他们能够把他们的最大努力。它不仅要少威胁到新员工的工作条件，但也应该有吸引力的。天等其他设施，如灵活的工作时间，工作与生活的平衡，有薪假期的家庭，从餐厅买午餐，生日庆典，也不断，他们扎根于组织。沟通策略是本组织的重要元素，在把透明度。通过记录其程序手册，不同的政策和流程的员工来了解他们的期望是什么以及应如何去做。组织有意识地作出同样的努力，以满足人才的期望他们的。这导致合同加强心理和让他们充满活力和担保。培训更多的机会来提高他们的技能和明确的职业道路，也导致员工的参与和保留的。如果组织之间保持一致性的企业内部和外部形象，员工能够“活品牌”，并加强在新的。为了反映招聘和文化需要适应，创造一个环境，让员工在工作场所的感觉更多的工作热情，展现他们的组织需要的行为，以更好的结果。这是她们连续工作的经验，是竞争对手难以复制这反映在以下情况下。发展战略必须恢复，然后统治市场。运作速度有关嵌入到合适的人才感到池。业绩压力正在增加。核心小组的成立是为了充分利用“印度因素”。艾伦伯恩斯副总裁，倍频显微术，移动设备，摩托罗拉公司被任命为这一转变。他来到印度与俄罗斯队的资深董事市场的新兴谁把有经验，在各地类似的情况。一个全新的团队创造了处理营销专家艾伦伯恩斯新兴的移动设备部门的监督下，摩托罗拉将实施的计划一个新的视角研究。人力资源的领导人将决定
