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The greatest resource in any organization is its people. Whether you are interested increating a first-rate symphony orchestra or a skilled surgical team, a Super Bowlcontender or a top-notch sales force or a superior public service corp, such as the PeaceCorps, it all starts with quality people. After years of glossing over the importance of the
“people factor” as a primary determinant of
organizational success, employers are finally recognizing the value of employees as a crucial resource. There are many indications thatincreased importance is being attached to the human component of an organization. Forexample, many organizations now refer to employee-
oriented activities as “humanresource” (HR) activities rather than as “personnel” functions. Anothe
r manifestation of this growing recognition that the human element is essential for organizational
functioning is the shift of many traditional “personnel” functions out of the personnel
(human resources) department. In many organizations, what once were viewed astraditional personnel department activities (career development, for instance) now are
seen as part of a line manager's job.
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