Human Resource Managment
International Review of Business Research Papers
Vol. 4 No.3 June 2008 Pp. 35-44
Human Resource Functions And Activities In The 21st
Century To Attain Competitive Advantage
Andries du Plessis, Andrew Hobbs, Rebecca Marshall and Sherrol Paalvast
This article reports on human resource functions and activities in the
21st century and how it should assist organisations to maintain their competitive advantage. By adding value to the organisation in which it exists, HR can secure its place for the future. Global organisations are being forced to become more competitive. Globalisation of markets, changing customer demands and increasing product-market competition, people and the way they are managed acquire greater importance in the 21st century. Globalised human resource management (GHRM) should be prepared to take the best skilled people worldwide regardless of their nationality. Recommendations are given: HR managers will have to build a standard framework that allows flexibility to develop and manage all different workforce options.
HR managers need to develop their existing workforce that will be the workforce of tomorrow so people would want to stay with the organisation to keep their competitive advantage in the 21st century.
The conclusions form the last part of this paper
Field of Research: Human Resource Management
1. Introduction
This article reports and discusses some critical issues and trends facing human resource management (HRM) in the 21st century. The main trends and issues revealed are HRM operating in a global organisation, the future generation and shortage of talented workers and the transformation of organisation structures in the 21st century. The aim of this article is to address these HRM issues through a variety of literature and views of authors in regards to the management of expatriate labour, diversity, cultural differences, retaining of employees and recruitment in a global environment to maintain
Vol. 4 No.3 June 2008 Pp. 35-44
Human Resource Functions And Activities In The 21st
Century To Attain Competitive Advantage
Andries du Plessis, Andrew Hobbs, Rebecca Marshall and Sherrol Paalvast
This article reports on human resource functions and activities in the
21st century and how it should assist organisations to maintain their competitive advantage. By adding value to the organisation in which it exists, HR can secure its place for the future. Global organisations are being forced to become more competitive. Globalisation of markets, changing customer demands and increasing product-market competition, people and the way they are managed acquire greater importance in the 21st century. Globalised human resource management (GHRM) should be prepared to take the best skilled people worldwide regardless of their nationality. Recommendations are given: HR managers will have to build a standard framework that allows flexibility to develop and manage all different workforce options.
HR managers need to develop their existing workforce that will be the workforce of tomorrow so people would want to stay with the organisation to keep their competitive advantage in the 21st century.
The conclusions form the last part of this paper
Field of Research: Human Resource Management
1. Introduction
This article reports and discusses some critical issues and trends facing human resource management (HRM) in the 21st century. The main trends and issues revealed are HRM operating in a global organisation, the future generation and shortage of talented workers and the transformation of organisation structures in the 21st century. The aim of this article is to address these HRM issues through a variety of literature and views of authors in regards to the management of expatriate labour, diversity, cultural differences, retaining of employees and recruitment in a global environment to maintain