本文主要讲述的是公司中普遍存在的问题，在此分析中，对H&S公司进行了分析。这家公司的总部设在爱丁堡。本分析的目的是了解公司中普遍存在的员工关系。绩效指标和奖励管理需要基于许多变量。这些动机基于许多因素。公司盈利的操纵和组织原则已详细说明如下。在下面的分析中解释了关于如何提高雇员参与和从组织背景考虑雇员意见的建议。本篇英国传媒学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。
In this analysis, the H&S Company is analysed. This company is headquartered in Edinburgh. The purpose of this analysis is to comprehend about the employee relations that are prevalent in the company. The performance metrics and the rewards management need to be based on a multitude of variables. These are motivated based on a number of factors. The manipulations of the corporate earnings and the organizational tenets have been detailed in the following. The recommendations for the ways to improve the employee participation and considering the voice of the employees from an organizational context have been explained in the analysis that is done below.
In this literature review, the current practices and the theoretical perspective of strategic human resource management (SHRM) have been detailed.One of the earliest and successful theories that have been used was the Ulrich model theory. This theory is based on ways to improve the performance measure properties and requirement to develop a incentive system design. There is an imperative need to motivate the employees in this schema. This is to use for the organization to improve the human resource function. The Ulrich model is about how the giant organization divides and compartmentalizes their HR functions. The importance of the shared service activities and the imperative need for the business partners to work collaboratively with the manager to initiate the strategic management and key initiatives are known.
This is the ways for the companies to work together in cohesion to meet the shared vision and objectives of the people. The employment reward schemes and resources are incorporated in this model (Kinicki and Kreitner, 2003). By this model of collaborative functioning, there are quicker responses that are initiated. These meet the needs of the management (Ulrich, 2008). The company is able to meet the requirements of the changed condition within the organization. There is a proactive HR approach that is taken to meet the requirements of the internal and external clients. The different aspects of the HR organization are maneuverer to meet the needs of the final consumer. The issue with this model is that the benefits of the change management are not visible immediately. The company needs to continually strive towards the vision to achieve the final goal of realization.
Given the limitation of this model, the people started to move towards other models. There were four major models that are in practice with regarding to the HRM. They are detailed in the following.
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