Human Resource in context

Instead, it should be understood that changes with respect to the way in which businesses integrate with one another and with respect to how they manage the necessary inputs that are required for producing a given good or service have also shifted dramatically. As a function of seeking to apply this to a relevant understanding of human resources, the following analysis will engage in a discussion that is focused on the growth and evolution that human resource management has taken over the past several decades. Ultimately, the following analysis will be split into two main parts. The first part will provide a running commentary in brief history with respect to the growth and development of strategic human resources as compared to traditional human resource management. Likewise, the second section of the analysis will be concentric upon analyzing the following three models: the Bach model, the Ulrich model, and the Guest model. By analyzing and discussing each of these three models of human resource integration, the analysis will seek to provide the reader with a running commentary regarding the proscriptions that these analysts denote as well as potential criticisms that are inherent within their approach.Before delving in to an interpretation of these three theorists that were listed within the introduction, it is necessary to engage with a primary understanding for why a gradual shift between human resource management towards strategic human resource management has been evidenced over the past several decades. As was at alluded to within the introduction, the underlying rationale behind this has to do with the fact that human resources, as a general practice throughout the globe, has slowly shifted from seeking to promote the best interests of the individual employee towards seeking to promote the best interests of the firm and strategic goals that it hopes to accomplish (Ananthram amp. Nankervis, A 2013). This is not to say that

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