Western Australia understand that the HR strategy is a complex process and tries to encompass all the variables to create a holistic plan. The University has set ethical guidelines and unique culture to ensure that there is ideal and optimal growth of the employees. They have a centralized management system apart from that they have employee autonomy to ensure that the University is meeting the demands. They give undue importance to the equality, diversity of the staff and students to create a high outcome environment. There is a need to ensure that a competitive environment is in place where the staff are found to leverage the performance to each other. The main tenets that the company has observed in the older plan are skills development. This has evolved into a learning organization in the HR 2016 to 2019 plan.
Common objectives of the University have not changed over the years. It wants to provide the best possible education for the students with its resources by leveraging the performance of the employees. For this, the main focal point of the university is the employees. It has ensured that the strategic direction is to ensure employee retention, creation of a learning organization and develop strong ethics to ensure that there is diversity and fairness in the operation. The University wants to create a high performance workplace where it meets International excellence. The objectives and targets are that the University should compete in an international environment and emerge at the top while ensuring the ethical mandates.
The University had always given importance to the development of people potential and developing excellence. In both the objectives, it wanted to ensure that there is fundamental fairness of the operation and a safe working place for the environment. There has been development in the learning tools and focus has been placed to create a cohesive learning environment in the current times. This has been the main tenets observed while looking at the strategic objectives of the company (Vosko, 2010).
The external factors are the increase in the competition from international competitors. Increasing diversity among is a factor that needs to be considered. There are people from many ethnic backgrounds and people in different age groups who want to participate in the workforce (Vosko, 2010). People are giving a lot of importance to the work-life balance. There is more importance given to providing a safe working place for the people. Legislations regarding recruitment have also changed from 1999 to 2016. Internally, the centralized management wants to create a dynamic learning environment. There have been cultural changes in the workforce and a more importance is given to the development of leadership and autonomy of the staff. These are the main driving factors towards change.
The legislation regarding workplace safety and environment have changed considerably. There is a changing demography in the country and this is reflected in the legislation. Apart from this, there is renewed commitment given to the corporate governance policy of the organizations. Organizations follow a combination of legislations and newer ethical mandates in the current times. This is an important factor for the formulation of the policies (Vosko, 2010). From a technological standpoint, there is importance given to developing competency to sustain. There is a lot of importance given to learning organization. These two are the external and internal driving factors towards the changes in the strategic objectives of the company.
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