1.0 Introduction

This paper examines the various perspective of Human resource department in an organization.

Human resource department is the one of the pillar of an organization that is concerned with the

“people” dimension (David A. DeCenzo, 1996). Its role is to provide assistance in HRM matters

to line employees or to those in producing the organization’s goods and services. Human

Resource Management does the most efficient task by transferring and enabling the staff to fulfill

the company’s goal. It is also helpful to set up and run along a model, which is aligned with the

management and transparent to the organization. There are 5 different perspectives of human

resource management (HRM) which are the normative perspective, the critical perspective,

behavioral perspective, systems perspective, and agency or transaction cost perspective All these

will be able to run smoothly if it is successfully aligned with the organization strategy. Getting

the right talent is the key to building a company’s leadership pool. The traditional view of

Human resource department can be explained by the 4 objectives that create the basic foundation

of the human resource activity where it can be defined as industrial and salaried model. These

can be categorized as performance, staffing, and change management and administration. These

are applicable to blue-collared factory workers which is the work environment rigid job scope

and detailed workplace rules and procedures. The salaried model of the human resource

management traditional approach, applicable to white-collar jobs have less rigid terms of

employment and highly defined job descriptions, but the basic concept of a defined work

structure in terms of written job responsibilities and sticking to the brief, with only top managers

considered competent to take major decisions remains. A number of organizational and strategic

issues take on additional complexity as a result of this dilemma. Finding the right balance

between competing interests - corporate versus business unit, headquarters versus field, strategic

versus operational - can be problematic for any firm, and all the more so for the international

firm (Erdener & Torbiorn, 1999).