Human Resource Strategies

Human Resource(HR) strategies that means the successful outcome of these processes is vital for job performance and organizational competitiveness. A failure to approach this function effectively will have consequences for future job performance. Jobs change accordingly as organizations respond to economic and technological pressures (Nankervis, Compton & McCarthy, 1999, p.190). In other words, the organization's external environment directly affects the organizational context (Irwin, 2003, pp.6-7). For instance, the structure of the organization may change and jobs redesigned to adapt to new technology or comply with legislative requirements, if it fails to put its staff in correct post, then employees will be inevitable failing to perform.

A further influence on organizational performance is that the slow response of increased globalization results in "work intensification" which has consequences for the organization (ACIRRT, 1999, pp.31-33). With the development of the global economy, the high demand for specialized worker has met a worldwide shortage of skilled workers and this trend continues as the result of organizationsЎЇ competition in the labour market (author unknown, 2000, p.66). This has brought on a need for organizations to develop Human Resource(HR) policies and an effective recruitment process to make sure that it can get the most qualified pool of applicants. Management must seek to deal with this competition for skilled workers in the labour market as well as abiding by anti-discrimination legislation, labour laws and a deregulated industrial relations system (Irwin, 2003, pp.1-5).

Then, one of the key factors of success in recruitment comes out, that is job analysis and job design. Compton, Morrissey & Nankervis (2002, p.27) acknowledged that this activity should be responsive to "changes in organizational structures and strategies, employee skills, competencies...it is the main source of information about the position to be filled and type of person to fill it". Further, intensified competitive pressures, changing technology and market uncertainty has made the employment decision more complex (Allan, 2000, p.189). Difficulties faced by organizations and management also include what Nankervis, Compton & McCarthy describe as 'mechanical and political inaccuracies' about the job by exaggerating the difficulty of performing the job due to job loss fears (1999, p.203). In addition, the methods for gathering information are crucial for the accuracy of the job analysis (Compton, Morrissey & Nankervis, 2002, p.30).

Management may have experience failure in effectively sourcing