Summary: The Theoretical And Changing HRM

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The Theoretical and changing HRM landscape
The change in HR fundamentals over the past few decades can be seen in the way employees are treated and referred to by their employers. Over time, the focus on performance has become sharper, with the introduction of new concepts in the treatment and compensation of employees (Cheng and Cheng, 2012).
According to Rowan (2009) in today's dynamic, global business environment, HR can no longer focus exclusively on administrative tasks. To add true strategic value to the organization rather than simply see to routine tasks, HR needs to develop processes and implement systems that provide consistency, integration, and insight — capabilities that in turn can enable responsiveness and agility.
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Rowan (2009) argues that, the workforce is both a significant expense and the most important asset of any organization. Therefore, HR has to deploy appropriate process & systems to manage the workforce in turn to serve the business as a strategic partner. In effect, HR needs to implement best practices that are supported and facilitated by integrated, robust systems.
The challenge for HR professionals today is living up to the high expectations that come with a seat at the table — expectations to drive business results through people and culture (Hollon, 2011).
Human resources best practices are functional activities and strategic plans that enable improved services to employees and increased profitability for the employer. The term "best practices" references actions that are successful methods for desired results. In the human resources field, several best practices exist in every discipline. Yet recruitment and selection, employee relations and compensation and benefits are disciplines where best practices in human resources may reap the best return on investment (Mayhew, no
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In most organisations, the employer-employee relationship is a significant point of focus. This relationship includes the use of performance reviews to measure the effectiveness of employees. According to Cheng and Cheng (2012), the application of such reviews has become a very fundamental part of the working culture in almost all workplaces and it has become the main gauge of performance throughout the business year.
High performance could only be reached, once the expectations and goals are defined and the employees are empowered to perform the role, which are attainable and agreed upon (Sokol, 2015). Expectations, goals, and performance all need to be set and tracked. The data then needs to be used to identify human resources (HR) opportunities.
Mayhew (no date) argues that, a well-constructed performance management system could effectively support to strengthen the employee relations, which has the broadest reach, out of all HR

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