加拿大代写论文：人力资本
加拿大代写论文：人力资本
早期的人力资源定义
随着时代的变迁，人力资本已经有了一个定义的多样性，并且从亚当·斯密的一个有用的定义开始，可以考虑谁提到人力资本是对个人作为一个来源获得和有用的能力的识别的收入或利润（Ployhart和Moliterno，2011）。这个定义表明了组织中员工和工作人员的有条不紊的使用方式，这种方式有潜力被用来为组织创造收入和利润。这是人力资源管理职能的基本信念，招聘的主要目标是聘用有助于为组织创收的人才。考虑到这个说法，它表明职能更侧重于组织目标和成就，而不是个人的个人目标，这个目标应该与组织的个人目标相一致，从而使工作变得更容易。人力资源管理部门的职能不断面临着在各种组织中证明自己的地位和职位的问题（Stewart，1996）。这是合法的，因为每个组织类型都是不同的，必须适应外部趋势和组织的限制。例如，当一个组织不习惯评估员工绩效的观念时，绩效差距就不能被识别出来纠正，而当工作条件恶劣，评估困难的时候，绩效管理练习不可能是执行。因此，企业层面和产业组织的人力资源职能类型是不同的，他们对这种方法有自己的理解，并将其融入组织文化之中。
加拿大代写论文：人力资本
Human resource definition of the earlier times
Human resource capital has had a large and variety of definition with the changing times, and to start with a useful definition by Adam Smith can be considered, who mentioned that human resource capital is the identification of the acquired and useful abilities of individuals as a source of revenue or profit (Ployhart and Moliterno, 2011). This definition indicates the methodical usage of employees and workers in an organisation in a way where there potential is being used enough to create revenue and profit for the organisation. This was the fundamental belief of the HRM function where recruitment was primarily targeted towards hiring talented workers who would help generate revenues for the organisation. Considering this statement, it indicates that the function is more focussed on the organisational goals and achievement, rather than the individual’s personal goals which are supposedly aligned with that of the organisation which makes the job much easier. The HRM function has continuously faced an issue in justifying itself in and its positions in different kinds of organisations (Stewart, 1996). This is legitimate because every organisation type is different and it has to adjust with the external trends and the organisational constraints. For example, when an organisation is not accustomed to the idea of assessing their employees’ performance, the gaps in the performance cannot be identified to be rectified, and when the assessment is difficult due to severe industrial working conditions, the performance management exercises cannot be carried out. Thus, the type of human resource function is different for a corporate level and an industrial organisation, and they carry and develop their own understanding of the approach and blend it within their organisation’s culture.
