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Human Resource Management in Business Essay

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Human Resource Management in Business

Abstract
Human Resource Management (HRM) is no longer a personnel office that is simply a record-keeping and maintenance function. Huselid (1995) points out that there is a positive correlation that has developed between HRM as a strategic ally and company performance. HRM research has grown from an atheoretical origin to view organizational activities from an interdisciplinary perspective (Jennings, 1994) that is concerned with a movement toward methodological and theoretical development (Ferris & Judge, 1991). This review will look at the different ways HRM plays into the overall scheme of providing an organization with a more sustainable competitive edge.

Table of Contents
Introduction………………………………………………………………………………………..4
Background…….……………………………………………………………………………….…4
Strategic Human Resource Management………………………………………………………….6
Multicultural Knowledge Transfer………………………………………………………………..8
HRM in the Public Sector…………………………………………………………………………9
Conclusion……………………………………………………………………………………….11
References………………………………………………………………………………………..13


Human Resource Management in Business

The fast paced area of HRM as seen many new developments in the science and practice of the field over its roughly 80-year history (Ferris et al., 1999). One of the earlier developments in HRM research that still has significance today was, at the time, a theoretical foundation that challenged researchers to design measures to assess the relationship between “individual personalities” and “company personalities” (Gilmer, 1960). This field of inquiry led to the research that has come to be known as strategic human resource management (SHRM), a field that attempts to align HRM functions and activities with the strategic goals of the organization (Butler, Ferris, & Napier, 1991).
Another aspect of this review takes a look at HRM from an international perspective. This viewpoint acknowledges the importance of the global economy, as well as emphasizes the value of the Human Resource (HR) activities that address cross-cultural concerns (Napier, Tibau, Janssens, & Pilenzo, 1995).

Lastly, the political perspective of HRM presents an opportunity to address those features of public sector HRM practices that have become outdated by contemporary organizational standards (Soni, 2004).

Background
Human Resource Management is a diverse ent...


... middle of paper ...


...the international human resources manager. In G. R. Ferris, S. D. Rosen & D. T. Barnum. (Eds.), Handbook of human resource management: 217-242. Oxford, UK: Blackwell Publishers.
Pfeffer, J. (1998). The human equation: Building profits by putting people first. Harvard Business Press: Boston.
Romano, E. (1995). Opportunity in diversity. Journal of Property Management, 60, 2, 30 (6). Retrieved November 12, 2004, from InfoTrac database.
Soni, V. (2004). From crisis to opportunity: Human resource challenges for the public sector in the twenty-first century. The Review of Policy Research, 21, 2, 157-178. Retrieved November 8, 2004 from H.W. Wilson database.
Sundstrom, E., DeMeuse, K. P., & Futrell, D. (1990). Work teams: applications and effectiveness. American Psychologist, 45, 2, 120-133.
Walker, D. M. (2000). (Statement from David Walker) Managing human capital in the 21st century. Report no. GAO/T-GGD-00-77. Washington, DC: General Accounting Office.
Webber, S.S. & Donahue, L.M. (2001). Impact of highly and less-related diversity on work group cohesion and performance: A meta-analysis. Journal of Management, 27, 2, 141. Retrieved November 12, 2004, from InfoTrac database.



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