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well equipped with the chall enging role in a complex environment. The complex environment is characterized w ith uncertainty in the world markets, as organizations today are affected with g lobalization. The HR role in the past was administrative, but today in South Afr ica organizations have realized that in order a company to gain a competitive ad vantage, an employee s uniqueness should be considered, with reference to what the company intends to achieve. The past decade has also seen dramatic increases in the understanding of the rel ationship of Human Resources Management practices and firm performance. Conseque ntly, Human Resource Management in South Africa is now seen as a major competiti ve advantage that cannot be copied readily by one s competition. To win competitiv e advantage, companies invest in HR activities hoping to get better results from the overall performance of the business. In his way, companies would have to fi nd ways to measure the contribution of Human Resources. Senior executives once considered HR a soft, unavoidable cost of doing business, r esponsible for compensation, employee transactions, company functions, workforce problems, and legal issues. Three factors changed this perception: the signific ant impact of high-performance Human resources management, the implications of p oorly performing HR, and soaring HR operating expenses. These factors have led t o an increased demand and focus on HR metrics. Urich (1997) asserts that the role of the Human Resource Practitioners has shift ed to that of a strategic partner, a change agent and an employee champion. Pages: 1 2 3