Australian Hr Practitioner
What evidence is there that the typical Australian HR practitioner of the last few years is in any way different or has a different role to a HR practitioner of the mid-1990s or mid-1980s? Describe and explain the difference, if any.
Companies are facing dramatic challenges because of globalisation of the market places. And this is forcing companies to recognize the role of Human resources. The need for a change in HRM has resulted from a perception that HRM could be used as a competitive advantage in this pervasive atmosphere of change (Poole & Jenkins, 1996).
During mid 1990s or mid 1980s, HR practitioners were more concerned with ‘personnel management’. But today’s HR practitioners are more concerned about the achievement of organisational …show more content…
But now organisations are rethinking about the strategic side of HRM because of the factors like globalisation, more competition, privatisation, innovation, rise of new industries, technology, profitability by growth, changes (Baker, 1999). And because of the above factors, HR practitioners are, now, expanding the area of their roles. With administrative roles, they also act as administrative expert, employee champion, strategic partner and the change agent (Mello …show more content…
But now HR practitioners are required to have excellence in all these and plus business capabilities which compromise other important business areas’ experience, understanding of the main issues in the other parts of the organisation and the understanding of business strategy (Huselid, et. al. 1997).
Reference List:
Allan, C, Brosnan, P, Walsh, P 1999, ‘Human resource strategies: workplace reform and industrial restructuring in australia and new zealand’, International Journal of Human Resource Management, vol. 10, no. 5, pp. 828-841.
Baker, D 1999, ‘Strategic Human Resources Management: Performance, Alignment, Management’, Library Career Development, vol.7, no.5, pp.51-63.
Huslied, M, Jackson, S, Schuler, R 1997, ‘Technical and Strategic Human Resource Management effectiveness as determinants of firm performance’. Academy of Management Journal, vol. 40, no. 1, pp. 171-188.
Mello, J 2002, Strategic Human Resource Management. South Western Publishing,
Companies are facing dramatic challenges because of globalisation of the market places. And this is forcing companies to recognize the role of Human resources. The need for a change in HRM has resulted from a perception that HRM could be used as a competitive advantage in this pervasive atmosphere of change (Poole & Jenkins, 1996).
During mid 1990s or mid 1980s, HR practitioners were more concerned with ‘personnel management’. But today’s HR practitioners are more concerned about the achievement of organisational …show more content…
But now organisations are rethinking about the strategic side of HRM because of the factors like globalisation, more competition, privatisation, innovation, rise of new industries, technology, profitability by growth, changes (Baker, 1999). And because of the above factors, HR practitioners are, now, expanding the area of their roles. With administrative roles, they also act as administrative expert, employee champion, strategic partner and the change agent (Mello …show more content…
But now HR practitioners are required to have excellence in all these and plus business capabilities which compromise other important business areas’ experience, understanding of the main issues in the other parts of the organisation and the understanding of business strategy (Huselid, et. al. 1997).
Reference List:
Allan, C, Brosnan, P, Walsh, P 1999, ‘Human resource strategies: workplace reform and industrial restructuring in australia and new zealand’, International Journal of Human Resource Management, vol. 10, no. 5, pp. 828-841.
Baker, D 1999, ‘Strategic Human Resources Management: Performance, Alignment, Management’, Library Career Development, vol.7, no.5, pp.51-63.
Huslied, M, Jackson, S, Schuler, R 1997, ‘Technical and Strategic Human Resource Management effectiveness as determinants of firm performance’. Academy of Management Journal, vol. 40, no. 1, pp. 171-188.
Mello, J 2002, Strategic Human Resource Management. South Western Publishing,