Attraction and Retention of Employees

Human resources are deemed to be seen as vital for an institution and the framework with which it is engulfed is necessary for its performance in that ‘… while extraordinary products and unique services still afford a competitive advantage, the one advantage that stands the test of time…is people’ (Salsbury 2013, p. 1). Hence, industrial relations are paramount to nurture an environment of work that attracts and retains employees in distinctive, elating experiences and characteristics. In the article ‘Employee Attraction and Retention in the Australian Resources Sector’ there is a conceptualisation of the outer spectrums of the work place, in which employers initiate certain systems of work that are substantiated to increase productivity and efficiency in employment while establishing agendas to outweigh the complexities which cause a diminution of labour. Moreover, while trying to explain the multiple techniques of employment practices, Hutchings, De Cieri and Shea (2011) centralises arguments of work systems and various strategies to enhance performance. To validate its case, the article also uses various forms of methodology in order to portray a range of perspectives from the views of selected Human Resource Managers (HRM). Finally, an analytic view of the stated findings is provided taking into account the findings and conclusions from the cited article.

Human Resource Managers have different views on how an institution can attract and retain employees. As time changes, so does the political aspect of the legislations that govern the interests of employees and employers. The Fair Work Act that was ratified in 2009, illustrated changes in union input, the emergence of modern methods of employment systems and the decentralisation of directive procedures (Bray, Waring and Cooper 2011). However, there were numerous critics