As a management function, human resource management has been widely documented as playing a fundamental role in designing and bringing about the changes that have given rise to 'labour market flexibility'. As a result, there is an exponential growth of human economic expansion that has had a devastating effect on the environment and the world's natural resources. This diversity makes it even more important to understand the numerous different theories underpinning Human Resource Management (HRM) and to explore the outcome of Human Resource (HR) practices on organizations, managers and workers and wider society. This paper reviews some pertinent literature in management and human resource management and further proposes the significance of talent management in the theory and practice of management and human resource management.
From reform and the opening-up to joining WTO, China's economy has achieved long-term and high-speed development. The strength of the country has enabled more and more domestic enterprises to realize the dream of 'going out'. In this process, it is inevitably restricted by international rules and faced with the problem of settlement of foreign-related disputes. Therefore, the demand for foreign-related legal talents has increased substantially. Colleges and universities are the main fronts for the cultivation of foreign-related legal talents. At this stage, China's colleges and universities have intensified their efforts to cultivate talents. How to accurately cultivate foreign-related legal talents has become an important topic. Taking college teachers who have returned from Japan as an example, this paper discusses the different advantages of teachers with different backgrounds, so that they can play a greater advantage in the process of cultivating foreign-related legal talents in colleges and universities.
IntroductionHuman Resource Management Ambidexterity (HRMA) alludes to the capability of human resource management to leverage and harness talented employees required to adjust to ultra-competitiveness in a transforming corporate world. As Huang and Kim (2013) suggest, the concept of ambidexterity is relatively new to human resource management research, yet its possibilities have been progressively acknowledged. Many investigations have concluded that for a corporation to be ambidextrous, its human resource management too should need to be ambidextrous (Huang & Kim, 2013;Kang & Snell, 2009). Further, corporations that are looking for ambidexterity are perceiving that their talents are important assets to work productively on exploitative and explorative activities. Inevitably, this paper proposes that an investigation is required into how Human Resource Management Ambidexterity contributes to the relationship between Talent Management, Organizational Efficiency, and Employee Value Proposition. Below, we review the state of the art literature on the relevant concepts. We begin with Industrial 4.0. Industry Revolution 4.0 (IR 4.0)In tandem with worldwide demographic and commercial movements, expanding worldwide versatility mobility, and increasing workforce diversity, the transformational changes to business conditions and capacities brought roughly through the fourth industrial revolution (IR4.0) create a perfect potpourri of challenges for strategic human resource management (SHRM). As expressed by Beechler and Woodward (2009, p. 275), 'When all these components are taken into combined account, the result is constantly changing, challenging and complex environment in which organisations should contend to attract and retain key talent.' Likewise, referred to as Industry 4.0, the transformation of scientific developments associated with the fourth industrial revolution including advanced robotics, augmented and virtual reality, the Internet of Things, ubiquitous connectivity and tracking, Big Data, and three-dimensional (3D) printing creates a raft of further changes and progression. The SHRM literature has extensive forays -that to leverage strategic human capital, organisations should efficiently obtain or improve, then deploy employees to best apply their knowledge, skills and abilities -to tasks and processes required of a company's strategic intent and changing environmental circumstances
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