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Human Resource

(HR) are tasked to mediate between the professional and personal needs of workers and the corporate and strategic objectives of the organization. According to Jablonski and Bussler (1996), though this function may seem strictly a people-oriented objective, it should be understood that without proper HR programs to recruit and maintain workforce, operations and effective of process is diminished. Thus, insights regarding the role of HR to employees are critical in developing effective work strategies ad the realization of company objectives. The primary purpose is in the recruitment, management and development of employees (Losey et al, 2005).

This requires testing, continuing evalu...

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...ation, training and monitoring of performance. Also, Reeve (2005) emphasizes the role of HR in developing and cultivating relationships within the workforce and with the company. There is evidence that the level of association or reference an employee has with the organization is directly related to performance. However, the Privacy Rights Clearinghouse (2006) also points out that HR has now expanded beyond functional needs: one aspect he refers to is the need for HR to play a greater role in security and privacy issues.

Another important aspect that has become an interest for HR is creating grater social participation and relevance for employees (Berman et al, 2006). The underlying reason for such a perspective is the realization that neither HR nor employee concerns are limited to the context of the organizations but are influenced by social conditions. HR management in organization has traditionally been focused on the employees as individuals and in relation to their performance and effectivity at work. However, today, there is greater realization of the importance of social contexts that influence the employees.

At the same time, there is greater emphasis on the accountability of employers for the individual action of their workers. The main challenge for HR to day is to create for their employees the conditions and performance tools that will allow them to contribute to productivity and at the same time play a more active role in the implementation of professional and industrial regulations.

References

Berman, Evan M. et al, Eds. (2006). Human resource management in public service; paradoxes, processes, and problems. London: Sage Publications Jablonski, S. and Bussler, C. (1996). Workflow Management.

Modeling Concepts, Architecture and Implementation. London : International Thomson Computer Press Losey, Mike, Meisinger, Sue and Ulrich, Dave, Eds. (2005). The Future of Human Resource Management. New York: Society for Human Resource Management/John Wiley & Sons Privacy Rights Clearinghouse (2006). Employee Monitoring: Is There Privacy in the Workplace? Retrieved on March 5, 2007 from http://www. privacyrights. org/fs/fs7-work. htm Reeve, Johnmarshall (2005). Understanding Motivation and Emotion. New York: John Wiley & SonsMook, D. G. (1987). Motivation: The Organization of Action. London: W. W. Norton & Company Ltd

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