09 1月 英国论文代写：跨文化管理
The interest in human resource has grown since decades and with the literature addition and the practicing managers, it has earned a new life of its own importance where it is still negotiating its own identity in a complex world of globalisation. HR function is no longer remaining a small and confined area for a single country operations, but it has grown to a more complex region of development where social structures, cultural backgrounds, economic influence, political influence among others have to be considered while designing the HR policy and defining its functions to be performed (Becker and Huselid, 2006).This is more true and evident in multinationals who are expanding beyond their home country and entering new territories which has different circumstances to be adopted to run their business. This whole thing requires the HR function to be more strategic and must blend with the local situations and preferences. The HR function in such conditions is more focussed and more attentive to organize everything in a way that is conducive to the local climate. This indicates that the HR function is not universally same and static, but it is sporadic and has multiple shapes which it experiences during the organisations business conduct in different situations. The problem with the changing HR function is that it has to be imparted to the employees which do not find change to be acceptable on an easy basis. There is resistance to change when there is a change involved and the HR function itself is a harbinger of change and it supports and promotes the embracement of change to every employee in the workforce.
Thus, the HR function has come a long way from being employee centric, to management of employee focussed, to training and development based view, to being a resources based and recently to be a result driven strategic concept which has its own share of changes. Internal changes have been intentional and purposeful, whereas some changes have been enforced by the external changes that have impacted the organisation to adopt a new and challenging idea of HR function which in turn has required a whole new outlook on the usage and maintenance of knowledge based resources and other types of resources.