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Major Challenges That Face Human Resources Practitioners in the Australian Economy During 2007 and Analysis of How Such Practitioners Can Contribute to Achieving a High Performance Workplace Culture.

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Major Challenges That Face Human Resources Practitioners in the Australian Economy During 2007 and Analysis of How Such Practitioners Can Contribute to Achieving a High Performance Workplace Culture.
Human Resource Management is a vast field and there are infinite issues related to it, this paper will focus only on core issues faced by Human Resource Practitioners in Australia and thus analyse how such practitioners can contribute to achieve high performance workplace culture. It is indeed necessary to identify these challenges faced by Human Resource Practitioners in Australia in order to implement and develop effective HR practices & policies and thus enable the Human Resource Practitioners to achieve a high performance workplace culture which would be beneficial to the organization. The Human Resource Practitioners need to identify the external as well as internal influences that will impact the organization and formulate a strategy to overcome the influences or at least nullify them. (Stone, 2002). The major challenges that are being faced by Human Resource Practitioners in Australia are mainly due to the composition of the work force (De Cieri and Kramar, 2005). The Function of the Human Resource Manager is developing with the change in aggressive market environment and also emphasizing that Human Resource Management must play a more strategic role in the success of an organization

The major challenges that are being faced by the Human Resource Practitioners in the Australian economy are the ageing workforce; Trans gender issues in the workforce, cultural diversity, globalization and change in technology, skilled labour force shortage and efficiency. (Baker and McKenzie, 2002, De Cieri and Kramer, 2005) Human Resource Practitioners toughest challenge is to try and be flexible and adaptable in the corporate environment. (Kramar, 2002) These challenges have been faced by the Human Resource Practitioners not only during 2007 but for almost last decade. In the coming pages the paper will attempt to discuss these challenges in detail and will try to throw light on important issues.

Ageing workforce has been an ongoing problem for Human Resource



References: Asia Pacific Journal of Human Resources, 2007, August issue. pp 164 Baker and McKenzie, 2002, Australian Human Resources Guide, Vol 1, Cope, B, A. Pauwels, D. Slade, D. Brosnan, and M. Kalantzis. 1994. Local diversity, global connections. Canberra: AGPS De Cieri, H., Kramer, R., Noe, R., Hollenback, J, Gerhart, B, and Wright, P Capelli, P. & Crocker-Hefter, A. (1996). Distinctive human resources are firms’ core competencies. Organizational Dynamics, Vol. 24 No.3, pp 7-22. Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance preconditions. Academy of Management Journal, 39: p802-835. Ferris, G. R., Hochwarter, W. A., Buckley, R. M., Harrell-Cook, G. & Frink, D. D. (1999). Human Resources Management: Some New Directions. Journal of Management v25 no3 p385-415. Kitay , J. and Lansbury, R (Eds) (1997). Changing Employment Relations in Australia, Oxford University Press, Melbourne. Kramar, R. 2002. Scenarios, organizations and people management in 2010.Macquarie Graduate School of Management Working paper no. 2002–6. Leonard, B. 1999. Growing number of older workers stay on in the job. HR Magazine February: 28 Pfeiffer, J Rooke, D. and Keeley, J. (1994). William Blake’s fourfold vision and consciousness in organizations, in Burgoyne, J., Peddler, M and Boydell, T., Towards a Learning Company, McGraw-Hill International, Maidenhead. Stone.R. 2002, Human Resource Management, Factors affecting the external supply of Human Resources, 4th ed, pp 57 Tabakoff, N., and R

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