Essays on Organisations and the Transformation of the Labour Market Literature review

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The paper “ Organisations and the   Transformation of the Labour Market” is an outstanding example of the literature review on human resources. In the recent past, the concept of human resource management (HRM) has become one of the key issues in the management of firms. This is because of the role they play in the performance of the company (Thompson 2003). The business environment under which the firms are operating has become very competitive and thus prompting different firms to rethink their strategies. Human resource management refers to distinctive processes that are employed by the human resource function with the primary objective of enabling the company to compete favorably with them in their respective industries.

Particularly, firms are geared towards employing a skilled workforce that can be able to deliver on the company objectives. Human resource management is a very wide concept that takes into account the organizational activities that are directed at managing individuals towards realizing organizational goals (Sennett 2006). In addition, HRM takes into account the role the employees play in increasing the profitability of the company. Further, human resource management can be defined in relation to the established patterns and pre-planned activities that utilize the available resources in order to achieve its objectives.

However, from the internal context, the firms are also interested in employing different human resource practices and procedures as part of realigning themselves with requirements of specific countries’ industrial relations. In general, having an effective human resource team is very critical especially when the company is faced with challenges. Having a good human resource team can be synonymously used to mean a successful company in the contemporary business environment.

A good example is the company takes into consideration the issues that affect employees such as a safer working environment, fair working conditions, and payment of good wages (Thompson 2003). These and many other HRM practices are aimed at reducing industrial actions which always cause disruptions to the operations of the business.

References

Beltrán-Martín, I., Roca-Puig, V., Escrig-Tena, A. and Bou-Llusar, J 2008, Human resource flexibility as a mediating variable between high performance work systems and performance, Journal of Management, vo. 34, p. 1009–1044.

Caldwell, R 2003, The Changing Roles of Personnel Managers: Old Ambiguities, New Uncertainties, Journal of Management Studies, vol. 4, p. 40.

Edwards, P., and Wajcman, J. 2005, The Politics of Working Life, Oxford Univ. Press.

Grimshaw, D., Ward, K., Rubery, J. and Beynon, H. (2008), Organisations and the transformation of the internal labour market, Work, Employment and Society, vol. 15, no. 1, p. 25–54.

Hoque, K., &, Noon, M. 2004, 'Equal Opportunities Policy and Practice in Britain: evaluating the 'empty shell' hypothesis', WES, vol. 18, no. 3, p. 481-506.

McGovern, P., Smeaton, D. and Hill, S. 2004, Bad jobs in Britain: Non-standard employment and job quality, Work and Occupations, vol. 31, no. 2, pp. 225–49.

Sennett, R. 2006, The Culture of the New Capitalism, Yale University Press.

Thompson, P. 2003, Disconnected capitalism: Or why employers can’t keep their side of the bargain, Work Employment and Society, vol. 17, no. 2, p. 359–78.

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