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Ref: hrman0003

Organizations and companies succeed, or fail based on the quality and effectiveness of their employees, to compete in global markets they must have world class Human Resource Managers who are active participants in strategic and operational decision. Innovations in business strategy, especially in the race to find new sources of growth, have created new pressures to refocus human resources work, roles and priorities. In smaller, entrepreneurial firms the CEO/founder fights a war to attract, retain and motivate bright, young and technically-able people. In large, multi-national companies, the impact of people on the competitiveness of businesses has become increasingly clear, and HR professionals are being asked to help create strategic clarity across the organization. In the globalize economy, organizations increasingly derive value from human resources, the strategic importance of the workforce makes decisions about talent critical to organizational success. Informed decisions about talent require a strategic approach to measurement. However, measures alone are not sufficient. Like business strategy, HR planning may have reached the peak of its popularity in the late 1980s and early 1990s. Focus shifted towards excellence in execution, fixing processes and shrinking bloated organizations. HR strategy evolved, as HR leaders focused themselves more on redesigning their own processes, deploying information systems, re-organizing themselves and building new partnering-oriented competencies. Today another transition is underway, as companies like, Coca-Cola, Whirlpool and others are actively seeking new ways to define pragmatic, but innovative people strategies that will directly support the business agendas that drive stock prices and expectations for growing shareholder value. An important element of enhanced global competitiveness is a measurement strategy for talent that articulates the connections between people and success, as well as the context and boundary conditions that affect those connections. This dissertation will focus on:
  • Identifying effective practices for working a Unique HR policy across multiple divisions of large diversified companies.
  • Analyzing HR strategies to implement in order to excel and profit in today’s fast-paced marketplace, and the methods that support these strategies.
  • Analyzing Human Resource strategies in global transactional Companies as Coca-cola.

  • 11,000 words - 54 pages in length
  • Excellent use of literature
  • Excellent use of HRM models
  • Well written throughout
  • Includes questionnaire
  • Ideal for HRM students


1. Introduction
Literature Review
Methodology
Purpose

2. Human Resources Management in Organisations
Defining International HRM From A Multinational Firm’s Perspective
Organisational Factors Influencing HR In Companies
Motivational Theories
HRM and Corporate Strategy
Recruitment For International Success
Issues in HRM

3. HR Performance and Measurement MNE’s
Strategic HRM in Multinational Firms
Human Resource Training and Development Technology
Organisational Success Measurements Decisions
Approaches To The Measurement of Human Resource
Human Resource Agenda
Strategic Logic
TQM
Implications For Human Resources Strategy

4. Coca-Cola Company
Company Overview
Human Resource at Coca-Cola

5. Evaluations
Trends in Human Resource Management
Challenges
Implementation of Human Resource plans in MNE’s

6. Conclusion
Human Resource Performance Management and Improvement in Coca–Cola Company
Research Question
Areas For Future Human Resource Improvement

Bibliography

List of Figures

Appendix Section
Questionnaire
Proposal



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