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).
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