本文主要讲述的是普遍主义的人力资源管理方法，有两个主要原则。人力资本理论和战略资本理论。战略资源理论是建立在组织实践的基础上的。这些被发现是基于公司的竞争优势的某些条件。这种方法被认为是普遍主义观点的主要支柱。这两种方法的组合用于提高公司的高性能实践。初步结果表明，定性人力资源管理是以经济绩效为基础的。定性的方向是根据技能发展、薪酬、参与、资料、征聘和业绩评价方面的联系。本篇布里斯托论文代写文章由英国论文通AssignmentPass辅导网整理，供大家参考阅读。
The Universalistic approach to SHRM has two main tenets. They are the human capital theory and the strategic capital theory. The theory of the strategic resources is based on the organizational practices. These are found to be based on the certain conditions that are of competitive advantages of the firm. This approach is considered to be the main pillar of the Universalist perspective. The combination of these two approaches is used for the increase in the high-performance practices of the company. The initial results show that a qualitative HRM is based on economic performance. The qualitative orientation is based on the links towards skills development, compensation, participation, information, recruitment and the evaluation of performance.
The economic performance was based on the conditioned social performance. The investment in the compensation activity is based on the level of productivity and profit margins of the firm (Daley, 2012). The tangible remuneration that is provided to the employee only resulted in slight improvisation of the results. The intangible HRM practices and fostering of the employee relationship lead towards a better employee satisfaction for the firm. In this model of HRM, there is a need for a resource based view.
Resource Based View (RBV) is considered to be a model that is based on competitive advantage. This has emerged in the 80s and 90s (Analoui, 2007). The supporters of this view argue that the organization needs to look inside company to identify the sources of competitive advantage. They need to have the internal review of the model rather than the external competition. According to the RBV proponents, there is a feasible approach that is used for the purpose of exploiting the external opportunities. These are done by the use of existing resources in a newer method rather than acquiring newer skills for the different opportunity. In the RBV model, resources of the company are the main focal point. These are used by the company to achieve better organizational performance. The RBV model divides the assets of the company into tangible and intangible components.
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