An Analysis of Traditional and Modern Human Resource Practices.
Research Thesis
An Analysis of Traditional and Modren Human Resource practices.
Abstract
This study compares and contrasts how Human Resource Management activities implemented in different organizations to achieve organization prosperity. The finding reveals that there were significant differences across the study companies. Moreover the study results demonstrate that although traditional Human Resource policies are in practice in many organizations, but complementary strategic Human Resource practices are profoundly important in the organizational prosperity.
Chapter I
Introduction
Human resources (HR) are the backbone of an organization (Gerhart & Milkovich 1990, Pfeffer 1998). Moreover, the continuing prosperity of a firm is likely to be enhanced by adopting the strategic Human Resource practices and align these practices to the overall company’s mission and goals.
Traditionally, HR has always played the role of a support function, catering to resourcing, training and motivation requirements, and the modern organization demands a more enhanced participation from the HR department.
Traditionally, many human resource departments measured their accomplishments by how busy they had been (Cascio, 1991): how many people they had recruited or interviewed, how many hours of training they had provided, or how many grievance procedures they had handled. This practice responded to a view of HR as an administrative support function needed to carry out personnel-related activities.
With the passage of time more organizations have recognized that their people are a source of competitive advantage. Modern analysis emphasizes that human beings are not "commodities" or "resources", but are creative and social beings that make class contributions beyond 'labor' to a society and to civilization. As a result, HR departments are evolving from playing a merely administrative role to becoming "strategic partners"
An Analysis of Traditional and Modren Human Resource practices.
Abstract
This study compares and contrasts how Human Resource Management activities implemented in different organizations to achieve organization prosperity. The finding reveals that there were significant differences across the study companies. Moreover the study results demonstrate that although traditional Human Resource policies are in practice in many organizations, but complementary strategic Human Resource practices are profoundly important in the organizational prosperity.
Chapter I
Introduction
Human resources (HR) are the backbone of an organization (Gerhart & Milkovich 1990, Pfeffer 1998). Moreover, the continuing prosperity of a firm is likely to be enhanced by adopting the strategic Human Resource practices and align these practices to the overall company’s mission and goals.
Traditionally, HR has always played the role of a support function, catering to resourcing, training and motivation requirements, and the modern organization demands a more enhanced participation from the HR department.
Traditionally, many human resource departments measured their accomplishments by how busy they had been (Cascio, 1991): how many people they had recruited or interviewed, how many hours of training they had provided, or how many grievance procedures they had handled. This practice responded to a view of HR as an administrative support function needed to carry out personnel-related activities.
With the passage of time more organizations have recognized that their people are a source of competitive advantage. Modern analysis emphasizes that human beings are not "commodities" or "resources", but are creative and social beings that make class contributions beyond 'labor' to a society and to civilization. As a result, HR departments are evolving from playing a merely administrative role to becoming "strategic partners"