The paper ' Human Resource Contemporary Issues' is a great example of a Management Case Study. Human resources play significant roles in managing a number of institutional functions including attracting talents among the increasing pool of employees. With the rising demands of managing the most important assets within any organization, human resources, managers are facing many challenges in executing such roles. These issues range from diversification of the workforces, legislations influencing workplaces, and technological advancements. Therefore, human resource managers are required to use their expertise in averting these challenges.
HRM is tasked with the most challenging responsibilities within the job market including recruitment processes, appraisal roles, optimizing the roles of the employees, and development of procedures of ensuring organizational compliance to work ethics and regulations (Fleming & Asplund, 2007). Hence, HRM plays a crucial role in determining the performance of the organizations through managing the general output of the employees. Furthermore, societal issues are some of the changes, which are continuously posing contemporary challenges to the HRMs. Organizations are increasingly demanding talented and committed employees, thus, the HR profession is shifting a more technical direction.
It is from this background that this research would focus on contemporary issues affecting HR as a profession and the evolving HR roles. IntroductionIn order for an organization to optimize its performance effectively, it is crucial to define the role of HR within the organizational context as it may have an influence on the elements of the organization. Considered as a driver to the success of the organization, the HR profession covers both diversity and leadership aspects of success that vary considerably in all the levels of the organization.
The future of HR is a factor of creativity and innovation, which traditionally took place specifically and in a given sequential process to produce tangible results. Organizations are shifting from traditional methods of coining creativity and are embracing the fact that it can come from anyone or anywhere, hence, job roles no longer the only repository of creativity (Macey & Schneider, 2008). In addition, creativity is currently becoming ownership-based meaning it can occur either in or out of an organization though in a non-sequential manner.
Albrecht, S. L. (2010). Handbook of employee engagement: Perspectives, issues, research, and practice. Cheltenham, UK: Edward Elgar.
Bridger, E. (2014). Employee engagement. London: Kogan Page.
Cook, S. (2008). The essential guide to employee engagement: Better business performance through staff satisfaction. London: Kogan Page.
Fleming, J. H., & Asplund, J. (2007, November 8). Where Employee Engagement Happens. Retrieved from http://www.gallup.com/businessjournal/102496/where-employee- engagement-happens.aspx
Garber, P. R. (2011). Coaching employee engagement training. Alexandria, VA: ASTD Press.
Graban, M. (2012). Lean hospitals: Improving quality, patient safety, and employee engagement. Boca Raton, FL: CRC Press.
Macey, W. H., & Schneider, B. (2008). The Meaning of Employee Engagement. Industrial and Organizational Psychology, 26(4), 101-113.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 12(7), 99-108.
Thomas, K. W. (2009). Intrinsic motivation at work: What really drives employee engagement. San Francisco: Berrett-Koehler Publishers.
Truss, C., Delbridge, R., Alfes, K., Shantz, A., & Soane, E. (2013). Employee engagement in theory and practice.