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Hr Role

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Sheehan, C. & De Cieri, H. (2012). Charting the strategic trajectory of Australian HR professional. Asia Pacific Journal of Human Resources. 50, 151-168 doi: 10.1111/j.1744-7941.2011.00011.x
Summary of the article
“Over the past five decades, the nature and role of the Australian HR function has changed dramatically, mirroring developments in the U.S and in Britain. The most significant change for the HR profession has been shifted from reactive to strategic focus” (Sheehan & Cieri, 2012). This research explores that some key issues which is essentially relevant with HR to success its strategic roles. These are collaboration between non-executives and board of directors, new opportunities as a relationship manager.
It is comprehensible that from the article how the shifting and its effects from the emergence strategic evolution in HR gives its background to readers in order to understand consequences of the survey. One of the result from the article is to show how companies do recruitment process recently. It is important to emphasize that articles revel out how changes of companies’ choices against the phenomenon such as scanning for talented. Broadly speaking, I agree with this result because identifying talented, even retaining them in the waves of globalization is key point to keep strategic advantages of a company.
The authors also highlight the source of HR influence. This article address that the way delivering strategic management to the organization successfully is to interact between top management team members and non-executives. I can see the authors’ point but disagree with this approach because information exchange or collaboration behaviour among the member may create potential conflict, although it has advantages. From

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