英国论文代写：跨文化管理
人们对人力资源的兴趣是几十年来发展起来的，随着文学的增加和实践的管理者的发展，它在全球化的复杂世界中仍在谈判自己的身份，从而赢得了新的生命。人力资源的功能不再是剩下的一小局限地区对一个国家的业务，但它已经成长为一个更复杂的区域的发展，社会结构、经济影响的文化背景，其中的政治影响，必须在设计人力资源政策并确定其所要完成的功能是（贝克尔和Huselid，2006）。这是跨国企业正在超越自己的国家，进入新的地区，有不同的情况应采取的经营业务更真实、更明显。这一切需要人力资源职能更具战略性，必须与当地的情况和偏好相结合。在这种情况下，人力资源职能更为集中，更注重组织一切有利于当地气候的工作。这表明人力资源职能不是普遍相同的，而是静态的，但它是零星的，并且在不同情况下在组织业务行为中有多种形式。不断变化的人力资源职能的问题是，它必须被赋予的雇员，找不到的变化是可以接受的，在一个简单的基础上。有变革的阻力发生变化时，人力资源的功能本身是一个转变的预兆，它支持和促进接受改变劳动力的每一位员工。
因此，人力资源职能已经从雇员为中心，到以员工为中心的管理，到以培训和发展为基础的观点，到以资源为基础，最近成为一个结果驱动的战略概念，并有自己的变化。内部变化是有意的和有目的的，而一些变化是由外部变化所实施的，这些变化影响了组织采纳一个新的具有挑战性的人力资源职能概念，而这反过来又要求对基于知识的资源和其他类型资源的使用和维护有全新的看法。
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.