In order for corporations to survive today¡¦s ever changing business climate, enterprises must tailor overall business operational infrastructure; HR is something have to be focused on and fine-tuned.
Centralization HR works best when dealing with small to medium size firms; when organizations gradually grow larger, the centralization HR must be shift to service and proficiency oriented. Companies can be benefited, only by mastering and orchestrating centralization and localization HR functions.
Corporation tends to revolutionize its HR structure, headquarter HR has been transformed to Shared Services Center, SSC which carries some innovational and creative concepts. Localization HR has been transformed to Account Services Team, AST. However, company politic still influences HR infrastructure greatly.
Pros for passive and localization HR structure.
1. Recruiting. Company can find right employee when it sees fit.
2. Cultivation. Company can tailor orientation and classes for novice workers.
3. Utilization. Company can make use of each employee promptly.
4. Sustain. A career path can be mapped out to curb turnover rate.
Cons for passive and localization HR structure.
1. Hard to orchestrate headquarter and local HR functions
2. Local HR has very overall limited authority and ability to manage even daily routine and recruiting.
3. HR itself has the propensity to have high turnover rate .
4. Supervisors tend to practice nepotism to the teeth.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0819110-094622 |
| Date | 19 August 2010 |
| Creators | Tseng, Shu-Yan |
| Contributors | I-Heng Chen, Chin-Kang Jen, Jen-Jsung Huang |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0819110-094622 |
| Rights | not_available, Copyright information available at source archive |
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