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Essay / Research Paper Abstract
A 30 page paper discussing the changes that have occurred in HR in the recent past, particularly in the use of Internet recruiting. HRM likely will never return to the patterns common even 20 years ago. The function’s roles had changed materially far in advance of the advent of the Internet, particularly in the call for HR departments to positively contribute to organizations’ bottom lines and then later to join strategic planning and function. Today’s environment is much different, partly as a result of that evolution over past years, partly because of the advances in technology and connectivity. That HR will never be the same seems to be a given. Bibliography lists 25 sources.
Page Count:
30 pages (~225 words per page)
File: CC6_KShrFuncStrat.rtf
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Unformatted sample text from the term paper:
HR function may be the most dramatically changed of all organizational departments over the past decade. It has moved from a persistent drain on the bottom line to an
effective player in achieving corporate strategy. Increasingly, HR is being expected to be nothing short of innovative in its approach to locating and signing talented and experienced employees.
Of all the changes that HR has experienced in the past fifteen years, that of Internet recruiting must be the most responsible for permanent
changes in process. Principles remain unchanged in todays business environment, but processes certainly have not. Former Days
Todays most successful organizations increasingly are asking employees to provide more service than just that resulting from performing prescribed duties. Developed nations firms have experienced downsizing,
restructuring and reorganizing for years, and they still find it necessary to increase their operating efficiencies in order to gain or preserve competitive advantage. The business environment continues to
change at a rapid pace, and those organizations with the most dedicated, flexible and creative employees are those most able to keep pace. Dickens Ebenezer Scrooge exemplifies the old
school of management that thankfully has all but died out. Employees were to work long hours for little pay, do precisely what they were told and think only so
far as required in the performance of their duties. That approach to human resource management was further personified in Henry Ford, as famous
for berating workers as for refining the assembly line. Drucker (1998) and others point to the futility of such an approach, along with the need of using Human Resources
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