An Analysis of Traditional and Modern Human Resource Practices.

11935 Words Nov 9th, 2012 48 Pages
Research Thesis

An Analysis of Traditional and Modren Human Resource practices.
Abstract

This study compares and contrasts how Human Resource Management activities implemented in different organizations to achieve organization prosperity. The finding reveals that there were significant differences across the study companies. Moreover the study results demonstrate that although traditional Human Resource policies are in practice in many organizations, but complementary strategic Human Resource practices are profoundly important in the organizational prosperity.

Chapter I

Introduction

Human resources (HR) are the backbone of an organization (Gerhart & Milkovich 1990, Pfeffer
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Modern HRM plays a core role in the company, and maintains a set of high standards for HRM workers. They are responsible for essential ideals and strategies to assist the company increase the productivities; planning program and doing project that will help company achieve the long-term future goal. Modern HRM also maintain better training programs and applying competence to vocational training. This application of the competence approach covers the exploration of human talent in the organization: selection, remuneration, vocational training, evaluation and promotion. Finally, HRM system has to fulfill the employees’ personal goals and values as well as bring company success.

Traditional HRM Model

Human Resource Management is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by Line Managers.

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Traditionally, business that did not involve Human Resources Management effectively faced a number of problems: • Poor motivation

• Poor performance

• Lower productivity levels

• Poor quality products and services

• High levels of complaints from customers

• Loss of customers with subsequently lower revenues

• Higher costs

• Higher staff turnover

• Poor industrial relations

• Teams may not function

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