Human Resource Management in Business

Running Head: HUMAN RESOURCE MANAGEMENT IN BUSINESS

Human Resource Management in Business
Sylvan R. Wilcox
Warner Southern College

Abstract
Human Resource Management (HRM) is no longer a personnel office that is simply a record-keeping and maintenance function. Huselid (1995) points out that there is a positive correlation that has developed between HRM as a strategic ally and company performance. HRM research has grown from an atheoretical origin to view organizational activities from an interdisciplinary perspective (Jennings, 1994) that is concerned with a movement toward methodological and theoretical development (Ferris & Judge, 1991). This review will look at the different ways HRM plays into the overall scheme of providing an organization with a more sustainable competitive edge. Table of Contents
Introduction………………………………………………………………………………………..4
Background…….……………………………………………………………………………….…4
Strategic Human Resource Management………………………………………………………….6
Multicultural Knowledge Transfer………………………………………………………………..8
HRM in the Public Sector…………………………………………………………………………9
Conclusion……………………………………………………………………………………….11
References………………………………………………………………………………………..13

Human Resource Management in Business
The fast paced area of HRM as seen many new developments in the science and practice of the field over its roughly 80-year history (Ferris et al., 1999). One of the earlier developments in HRM research that still has significance today was, at the time, a theoretical foundation that challenged researchers to design measures to assess the relationship between "individual personalities" and "company personalities" (Gilmer, 1960). This field of inquiry led to the research that has come to be known as strategic human resource management (SHRM), a field that attempts to align HRM functions and activities with the strategic goals of the organization (Butler, Ferris, & Napier, 1991).
Another aspect of this review takes a look at HRM from an

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