| Managing an organization on its way to | | | | It is undeniable. It is necessary to further |
| success has its own challenges, like dealing | | | | educate people and provide support to this |
| with economic factors that may or may not | | | | practice. |
| stand as obstacles. Ordinarily, one will | | | | |
| claim that this is a Human Resource affair. | | | | What Are the Current Initiatives to Fulfill |
| However, some successful organizations have | | | | the Goal? |
| employed more workable techniques to succeed. | | | | |
| This is the human resources of today. | | | | • Human Resources Outsourcing |
| | | | |
| The Traditional Role of Human Resources | | | | Normally, people approach the Human Resources |
| | | | Department to consult on matters to regulate |
| Most people in an organization will identify | | | | relations among members. However, this |
| the Human Resources Department to anything | | | | consultation could also be utilized to break |
| systematic, policy-related or administrative. | | | | away from the old shell. |
| Some automatically think that a Human | | | | |
| Resources Program will proceed with | | | | Providing services to the other departments |
| psychology or endeavor to inculcate any of | | | | of an organization will make the HR |
| the three mentioned above. | | | | Department a more dynamic entity. It could |
| | | | help in determining some processes to realize |
| This traditional method puts emphasis on | | | | the vision of a particular department. |
| leadership, cohesiveness and loyalty in an | | | | |
| organization. It emphasized on collectivism. | | | | • Human Resources Education |
| | | | |
| There is nothing completely bad in such | | | | The academe can make a big difference in |
| traditional view. However, it was criticized | | | | changing the perception. |
| for focusing too much on the economic factors | | | | |
| of an organization. | | | | Improving and developing the literature and |
| | | | the present theories will be helpful in |
| This had been confronted further by different | | | | addressing the concerns and the needs of any |
| aspects and needs. Thus, the field of human | | | | organization. This is in light of the |
| resources was also shaped as it adapted to | | | | constantly changing society that concerns the |
| the social or political environment. | | | | human resources experts and people. |
| | | | |
| Transitional Phase | | | | Further studies in the Human Resources can |
| | | | help shape and improve the theories. However, |
| Times are changing now. The traditional | | | | pursuing a career in the Human Resources is |
| perception must be taken out of the picture. | | | | expected to contribute to the developments in |
| The modern trend now in Human Resources | | | | practice and implementation. |
| Management is to be more strategic, | | | | |
| consultative and interactive. | | | | There are initiatives also to spread the |
| | | | knowledge within the organization, down to |
| Human Resources of the 21st Century | | | | the most ordinary members. The best way to |
| | | | empower them is to give out Human Resources |
| It is definitely a desirable change. However, | | | | software that provides an orientation and |
| this may not come easily to those who have | | | | comprehensive discussion of organizational |
| gotten used to the 'old school.' | | | | policies. |
| | | | |
| The social climate of the organization is now | | | | • Human Resources and the Law |
| addressed, rather than being limited to the | | | | |
| economic factors. This time the behavior of | | | | There are Human Resources laws provided |
| the individual is given as much importance as | | | | nowadays. This fact is beneficial to most |
| the economic structures. | | | | people in the workplace. It establishes the |
| | | | foundations that must be present in any firm |
| This time around, Human Resources Department | | | | or organization. It also sets limits the |
| pushes even more the firm into performance as | | | | extent of what human resources will cover, so |
| each member now is driven by the attention | | | | as not to deprive any person of any basic |
| given. | | | | right or privilege. |
| | | | |
| What Should One Expect in the Human Resources | | | | There are even some who now implement a Human |
| Department Now? | | | | Resources Program that allows active |
| | | | participation of the employees. They are made |
| 1. The department must show that it | | | | part of decision making and the HR Department |
| contributes to fulfilling all the goals of | | | | is tasked to come up with methods and venues |
| the whole organization. It is not anymore | | | | to make this endeavor feasible. |
| limited to the department. | | | | |
| | | | Leadership is undeniably important in any |
| 2. It should provide also bases and | | | | organization. It grounds the responsibility |
| dimensions to measure the success of the | | | | and accountability on a single source. |
| human resources initiative and the processes | | | | However, for any whole to work, its parts |
| applied. | | | | must be recognized. That is why the |
| | | | developments in the field of Human Resources |
| 3. All the members of the organization are to | | | | are very much welcomed. Human Resources |
| be treated and recognized as clients. | | | | Management must focus on its real strength, |
| | | | on its real resources, the human resources. |
| 4. Finally, it will not hurt to also change | | | | |
| the perception of the people with regard to | | | | Article may be freely distributed as long as |
| the role of the Human Resources Department. | | | | content is not altered and Author's resource |
| | | | box and link remains intact and active. |