Essays on Origin of Human Resources and How the Human Resource Drives the Societal Value Coursework

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The paper 'Origin of Human Resources and How the Human Resource Drives the Societal Value" is a perfect example of a human resources coursework.   In the last 20 years or so, businesses in Australia have managed to organize and manage human resource skills in a more professional way than before. Research has shown that organizations which apply the human resource approach in its operations perform better than other organizations. The human resource aims at managing people as well as planning for the tasks. The main aim of human resource management is to improve the performance of the organization through increased productivity per employee (Guest 2002).

However, it has not been easy to implement human resource management in many organizations because of the barriers involved. This paper will discuss the origin of human resources and how human resource drives societal value. Also, barriers to full implementation of the human resource will be discussed in this paper. Finally, the conclusion will be summarized to give a clear influence of the human resource function to the businesses and the society as a whole. History of Human resource management Personnel management emerged in Australia in the years of the 1950s and 1960s (Boxall & Purcell 2008).

By that time personnel management had been established and some organizations were practising it but it had not been incorporated into the structures of the organizations at that time. Maxine Bucklow the researcher after carefully studying how the function was being handled, she decided to explain more about the assumptions that faced the human resource. She thought that human resource had broader functions in industrial relations than it was thought.

She also argued and thought that with the change in technology, organizations were likely to change their structure to fit the changing technology and the employees' roles changed as a result of modern technology. She suggested that in order to achieve better management of functions and people, human resource management was the key to success (Grant & Robin, 2003). These claims led to many developments in the years of 1980s when the human resource function was seen as a valuable function in recruitment. At first human resource, the function was seen as the corporate decision-making process but since the 1980s it was regarded as a strategy (Boxall & Purcell 2008).

At this time human resource emphasized the importance of integrating the strategies of hiring employees and the strategies which are used by the organization towards achieving its goals and objectives. There was similar research which was conducted in various places in the world especially in the US which showed the same aspect of managing people well. Human resource management became widespread in the world throughout the 1980s. In Australia, human resource managers are trying to agree that human resource should focus on the performance measurement of the organizations.

In Australia, there has been the privatization of public corporations so as to be competitive like the private sector. In this regard, human resource management plays a great role in the performance. There is the adoption of people management in the public sector so that they will also improve their competitiveness. This transformation has promoted the function of human resource management function in Australia (Paul, 2011).

References

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and employee involvement/high-performance work practices. Scottish Journal of Political Economy, 52(3), pp. 406−450.

Andersen, K. Cooper, B. & Zhu C. (2007). The effect of SHRM practices on perceived

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Boxall, P. & Purcell, J. (2008). Strategy and Human Resource Management. New York:

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Guest, D. (2002). Human resource management, corporate performance and employee

Wellbeing: Building the worker into HRM. Journal of Industrial Relations, 44(3), pp. 335–580.

Grant, M. & Robin, K. (2003). The state of HRM in Australia: Progress and Prospects, Asia Pacific Journal of Human Resources, 41(2), p. 133-147.

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And issues for HRM. International Journal of Manpower, 21(1), pp. 7–20.

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Manpower, 28(8), pp. 494–515.

Paul, D. (2011). The strategic HR role: Do Australian HR professionals have thee required skills? Asia Pacific Journal of Human Resources, 49(1), p. 55-70.

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