華南理工大學(xué)廣州學(xué)院本科生畢業(yè)設(shè)計(jì)（論文）翻譯本材料封面單面打印，其余部分雙面打印。本材料封面單面打印，其余部分雙面打印。本頁各模塊在本頁位置不能隨意挪動。英文原文名TrendsinAustralianhumanresourcemanagement:whatnext?小二號TimesNewRoman小二號TimesNewRoman。（當(dāng)論文題目過長一行顯示不完時，當(dāng)論文題目過長一行顯示不完時，可回車，左對齊）漢字譯名小二號宋體（當(dāng)論文題目過長一行顯示不完時，當(dāng)論文題目過長一行顯示不完時，可回車，左對齊）澳大利亞人力資小二號宋體（當(dāng)論文題目過長一行顯示不完時，當(dāng)論文題目過長一行顯示不完時，可回車，左對齊）趨勢：下一步是什么？學(xué)院“專業(yè)班級”、“姓名“專業(yè)班級”、“姓名”、“指導(dǎo)教師”欄輸入文字字體字號與欄目名字體字號保持一致，并使各下劃線長短必須保持一致，各欄目標(biāo)內(nèi)容必須對齊專業(yè)班級寫“行政班”，如09級工商管理1班寫“行政班”，如09級工商管理1班學(xué)生姓名陳鈺芳學(xué)生學(xué)號30932029指導(dǎo)教師“導(dǎo)師姓名職稱”，姓名與職稱之間用空格隔開，如“黃佳圳講師”“導(dǎo)師姓名職稱”，姓名與職稱之間用空格隔開，如“黃佳圳講師”；假如是雙導(dǎo)師，采取“第一導(dǎo)師姓名職稱、第二導(dǎo)師姓名”，第一導(dǎo)師職稱與第二導(dǎo)師姓名之間用“，”隔開。是雙導(dǎo)師，相關(guān)指導(dǎo)老師會通知學(xué)生本人。填表日期統(tǒng)一填寫“5月15日”5月15日統(tǒng)一填寫“5月15日”五月五月五月英文原文版出處：亞太地域人力資源雜志（）50，133-150doi:10.1111/j.1744-7941..00009.x譯文成績：指導(dǎo)教師（導(dǎo)師組長）署名：譯文1、“英文原文版出處”是指所翻譯英文文章原始出處，而不是該文從哪里取得，比如從某期刊網(wǎng)下載了一篇英文文章進(jìn)行翻譯，出處不是填“該網(wǎng)站”或“1、“英文原文版出處”是指所翻譯英文文章原始出處，而不是該文從哪里取得，比如從某期刊網(wǎng)下載了一篇英文文章進(jìn)行翻譯，出處不是填“該網(wǎng)站”或“該網(wǎng)站網(wǎng)址”，而是填寫該文章所發(fā)表雜志以及相關(guān)信息，詳細(xì)見后面?zhèn)渥ⅰＷg文部分必須先寫出漢字題目。譯文與原文（全部）裝訂在一起，但頁面需要各自單列。外文翻譯3000漢字左右5、英文原文出處包含出版社、出版時間、期刊刊名、刊號、刊期。6、英文翻譯在左邊裝訂。7、附上英文原文，用A4紙。全部上交材料中英文以及阿拉伯?dāng)?shù)字非特殊情況全部用TimesNewRoman字體電腦打印，用A4紙；漢字譯名用小二號黑體加粗，正文用小四號宋體，行距固定值20磅，其余用小四號宋體。澳大利亞人力資源管理發(fā)展趨勢：下一步是什么？羅賓克拉馬爾：工商管理學(xué)院，澳大利亞天主教大學(xué)，北悉尼，澳大利亞新南威爾土州本文研究了澳大利亞近50年人力資源管理在政策上發(fā)展趨勢。簡明說明從20世紀(jì)60年代到90年代初做法，并提供了戰(zhàn)略性人力資源管理概念，然后對1996年和-09之間由四個調(diào)查協(xié)調(diào)對結(jié)果進(jìn)行檢驗(yàn)。調(diào)查結(jié)果顯示有些人力資源管理政策強(qiáng)烈趨勢已變得愈加精明與獨(dú)特，經(jīng)過一些人力資源管理政策，降低集體經(jīng)濟(jì)組織，視為更有效作用。越來越多地使用靈活工作方式，更多地利用績效考評，如職業(yè)生涯規(guī)劃方法，職業(yè)暫休計(jì)劃和針對老年工人和政策婦女。關(guān)鍵詞：澳大利亞，cranet研究，人力資源管理，人力資源管理者人力資源管理、福利與勞資關(guān)系澳大利亞發(fā)展進(jìn)程已經(jīng)改變，廣泛包括經(jīng)濟(jì)結(jié)構(gòu)改變，規(guī)范安排勞動體制，人口組成和勞動力，參加各種利益相關(guān)者管理，家庭和社會角色負(fù)責(zé)管理影響過程。在第二次世界大戰(zhàn)結(jié)束后，澳大利亞經(jīng)濟(jì)發(fā)展從一個依賴于農(nóng)業(yè)國家，現(xiàn)已是一個比較成熟工業(yè)基地之一。在二戰(zhàn)之前，美國、英國和歐洲經(jīng)濟(jì)發(fā)展愈加系統(tǒng)化勞動管理，不過，在澳大利亞雇主依靠主要專案由車間主管進(jìn)行指揮控制管理。在小企業(yè)雇主依靠個人用嚴(yán)格紀(jì)律和個人動機(jī)，與工作接觸。在較大制造工作工頭通常形式獨(dú)裁統(tǒng)治，欺凌和強(qiáng)制控制。有少數(shù)與一些群眾生產(chǎn)企業(yè)引進(jìn)科學(xué)管理方法（賴特1995，1-66）。在其余部門，如銀行，零售和工程組織開發(fā)一些系統(tǒng)化就業(yè)政策。這些業(yè)主往往提供福利（如社會活動，醫(yī)療福利，企業(yè)提供服務(wù)）忠誠和良好服務(wù)回報(bào)他們工人。被稱為“福利”，這一政策被看作是增加生產(chǎn)關(guān)鍵。一些工業(yè)界人士認(rèn)為，精神和員工身體健康人進(jìn)行治療更有成效。然后，這種方法管理人是一個特例（賴特1995，61-4）。雇主沒有單方面控制管理勞動力，仲裁制度要求雇主必須認(rèn)可貿(mào)易工會和一些行業(yè)，決定法院和工資委員會做了限制雇主權(quán)力，以建立就業(yè)政策基本工資和條件。經(jīng)過引進(jìn)自動季度工資調(diào)整與商品零售價格指數(shù)和決心改變，這反應(yīng)了就業(yè)技能水平利潤率雇主具備法律約束力。用人單位對勞動力需求管理有深刻影響，這強(qiáng)調(diào)以下不一樣方式，在第二世界大戰(zhàn)期間，許多在戰(zhàn)后時期在20世紀(jì)70年代和80年代經(jīng)濟(jì)不確定性。第二次世界大戰(zhàn)迎來了經(jīng)濟(jì)發(fā)展新階段。澳大利亞建立了制造工廠，出口電器、化工、橡膠、汽車和機(jī)械制造商品。以滿足國內(nèi)需求。當(dāng)代經(jīng)濟(jì)是由多個政府部門協(xié)調(diào)。許多原因深深影響著這場戰(zhàn)爭勞動力管理，這些方法包含產(chǎn)業(yè)結(jié)構(gòu)不停改變性質(zhì)，在技能短缺期間，經(jīng)濟(jì)不再受到高度保護(hù)和雇主需要考慮超出合理界限。直到20世紀(jì)60年代，許多人事部門繼續(xù)把重點(diǎn)放在降低人力資本上，然而，在20世紀(jì)60年代，越來越多雇主要求深入提升員工工作效率，員工主動性，應(yīng)用科學(xué)管理方法，人與人之間關(guān)系，并組織發(fā)展方法和新組織形式成為更廣泛蔓延（1992年鄧福德；Dunphy1987年）。這些事態(tài)發(fā)展感到鼓舞。人力資源管理戰(zhàn)略概念人力資源管理學(xué)會提供語言，人員管理政策，尋求發(fā)展實(shí)現(xiàn)組織目標(biāo)，這種方法提供了一個不一樣，明確雇主管理人員概念。支持理由理由支撐人管理政策和組織戰(zhàn)略之間聯(lián)絡(luò)，目標(biāo)和結(jié)果。如整合，以資源為基礎(chǔ)價值觀念（利巴韋林），提交MENT，企業(yè)價值觀和文化，適應(yīng)性和性能，是中央一些戰(zhàn)略人力資源管理概念（1997年住客;Keenoy1990年）。雇主一直被關(guān)注經(jīng)過實(shí)踐增加員工工作效率，如工作條件，工作設(shè)計(jì)工作organisation.However，介紹了這些方法在一個專案方式，沒有明確聯(lián)絡(luò)，以實(shí)現(xiàn)組織結(jié)果。人力資源管理學(xué)會提供框架工程和語言，有系統(tǒng)地發(fā)展這個步驟。戰(zhàn)略人力資源管理框架，明確使用人管理政策，以實(shí)現(xiàn)人力資源結(jié)果，如生產(chǎn)力，員工滿意度和組織，如結(jié)果投資回報(bào)率（ROI），利潤，市場share.Various解釋已提出以解釋方式，人力資源管理實(shí)踐作出貢獻(xiàn)業(yè)績結(jié)果。人力資源管理實(shí)踐已發(fā)覺開發(fā)獨(dú)特和能力（巴尼1991），行為（舒勒和杰克遜1987年），主動員工之間心理契約或承諾（賽爾）。人力資源管理實(shí)踐也已經(jīng)發(fā)覺，以確保該組織充分利用其人，并擁有所需技能（層高1992年）。依照這種觀點(diǎn)人是要布署必要資源。戰(zhàn)略人力資源管理需要一個管理人更復(fù)雜和主動態(tài)度（層高1992年）。所以，有些人認(rèn)為，人力資源專業(yè)或經(jīng)理需要專業(yè)資格，與直線經(jīng)理和高級管理人員和工作采取角色。這些角色已被確定為雇員提倡者，人類資本開發(fā)，戰(zhàn)略合作搭檔，職能教授（烏??爾里希和Brockbank）。人力資本開發(fā)作用，認(rèn)識到建設(shè)工作主要性未來，而雇員提倡者作用，意在使雇傭關(guān)系互惠互利。功效教授指是人力資源在數(shù)量交付做法方式，如經(jīng)過技術(shù)，政策，菜單和干預(yù)。戰(zhàn)略合作搭檔作用包括多個層面，如商業(yè)教授，變革代理人，知識經(jīng)理和顧問和顧問。一個優(yōu)勢烏爾里希（1997年）Brockbank（）模型是，他們也認(rèn)可，人力資源管理包括行政活動管理法律和雇員關(guān)系問題，并在同一時間下以業(yè)務(wù)為導(dǎo)向。有這些模型人力資源管理學(xué)會許多限制。該模型是基于假設(shè)組織在一個合理方式和運(yùn)作存在著相當(dāng)大度組織和管理自主權(quán)。實(shí)際上，管理層無法控制全部發(fā)展需要完全相同。在人力資源管理學(xué)會改變反應(yīng)在企業(yè)改變反應(yīng)外部環(huán)境（薩頓等al.1994）和體制環(huán)境（迪馬吉奧鮑威爾1983）。舉例來說，尤其是人力資源管理捆綁使用及賠償裝置性質(zhì)已發(fā)覺優(yōu)勢（Stavrou，布魯斯特，和Charalambous）CON-地理環(huán)境。協(xié)同人力資源管理已被發(fā)覺與優(yōu)異企業(yè)業(yè)績，是最強(qiáng)國家體制和規(guī)范設(shè)置支持它。還發(fā)覺一個微弱步驟之間聯(lián)合評議會（江銅）和集體支付方法和性能（Rizov和裘槎基金會）。在另外，人力資源管理做法和績效結(jié)果之間聯(lián)絡(luò)，包含黑色盒這是無法解釋鏈接機(jī)制（貝克爾和Huselid）。雇員/雇主依然能夠有不一樣利益沖突，但管理重點(diǎn)對員工是由他們關(guān)注，實(shí)現(xiàn)（范Bureen組織結(jié)果第三，格林伍德和希恩）。最終，有沒有確保，正式政策實(shí)施場所（Kramar1992）。在調(diào)查進(jìn)行期間，有相當(dāng)大改變在人力資源管理在澳大利亞工業(yè)調(diào)控。在1996年勞資關(guān)系法“1996年制訂這項(xiàng)法律在大幅修訂，發(fā)生，這些都是被稱為在工作選擇amendments.ThenFairWork法頒布。但這篇文章目標(biāo)，這條法例影響可能并不顯著關(guān)于人力資源管理，在-度調(diào)查時間。從1996年一個重大發(fā)展法“和修訂了激勵企業(yè)在談判個體水平上，而不是在集體層面。也是這一時期大部分時間，澳大利亞經(jīng)歷了可觀經(jīng)濟(jì)增加，尤其是在一些部門。礦業(yè)在1993-94年度增加約4.5％GDP，近8％財(cái)產(chǎn)，服務(wù)業(yè)也大幅增加，在-07；尤其是從10％至14.5％，占國內(nèi)生產(chǎn)總值增加商務(wù)服務(wù)。在同一時期從剛才超出GDP15％，國內(nèi)生產(chǎn)總值12％（ABS制造業(yè)收縮）。以下各節(jié)探討四種人力資源管理實(shí)踐調(diào)查結(jié)果1996年和之間進(jìn)行Cranet國際人力資源管理學(xué)會調(diào)查一部分。下一節(jié)簡明介紹方法，并概述了一些關(guān)鍵在前面幾節(jié)討論結(jié)果，并解釋在這些方面文件文章。人力資源管理趨勢，1993-四個調(diào)查結(jié)果基礎(chǔ)上確定，并在本節(jié)中所討論趨勢在澳大利亞進(jìn)行主持下Cranet網(wǎng)絡(luò)。這個網(wǎng)絡(luò)包含在40個國家研究人員調(diào)查在大中型組織中人力資源管理實(shí)踐等提供適宜數(shù)據(jù)和縱向比較分析。Cranet調(diào)查在澳大利亞進(jìn)行1996年，1999年，和-09。對于全部四個調(diào)查，公營及私營機(jī)構(gòu)數(shù)據(jù)庫雇用100多名員工取得了從咨詢機(jī)構(gòu)：普華永道1996價格1999和Dunn和Bradstreet和-09。人口這四個調(diào)查范圍從1700到多組織依照在特定一年。在紙本問卷被送到最高級人力資源經(jīng)理組織和最新調(diào)查顯示更多數(shù)據(jù)，取得使用電子調(diào)查文書。有足夠回應(yīng)率在每次調(diào)查中，21％，18％，21％和于1996年，1999年，和-度分別為13％。調(diào)查受訪者代表組織人口公共和私營部門。他們還充分組織代表各個行業(yè)。更多細(xì)節(jié)方法和樣品細(xì)節(jié)可發(fā)覺Kramar和湖（1997）和Kramar（，），麥格勞（），麥格勞佩雷茨（）和佩雷茨和麥格勞（）。1993年和-09之間有用于管理做法是一致趨勢人。首先，這些人管理實(shí)踐出現(xiàn)被利用來實(shí)現(xiàn)組織是更多地使用適合業(yè)務(wù)工作時間，提升員工控制，制訂政策，以應(yīng)付勞工短缺，和更廣泛使用績效工資。第二，有一個趨勢個體化就業(yè)政策，并在識別和作用大幅下降工會。第三，它似乎越來越多組織，采取更有效在-度做法，于1996年，如招聘和績效考評。第四，最高級人力資源經(jīng)理角色變得更具備戰(zhàn)略性和專業(yè)在這些年來。人力資源管理和組織結(jié)果人力資源管理實(shí)踐中出現(xiàn)被利用，以實(shí)現(xiàn)組織結(jié)果。有利用靈活工作方式和愈加好地控制員工增加，經(jīng)過廣泛使用做法，如演出評選和發(fā)展政策等職業(yè)生涯規(guī)劃方法，職業(yè)暫休計(jì)劃和針對老年人和婦女。那里還增加使用特定性能為基礎(chǔ)薪酬安排它連接員工績效組織績效。調(diào)查問組織提名整體人員百分比是十二個不一樣類型靈活工作安排。這些方法包含周末工作，輪班工作，加班，協(xié)議每年小時，兼職員作，工作分享，彈性工作時間，休閑人員編制，固定時限勞動協(xié)議，以家庭為基礎(chǔ)工作，遠(yuǎn)程辦公和壓縮工作周。結(jié)果表明：在八個靈活使用顯著增加超出50％員工受到工作安排這些伴隨時間推移在09.These靈活做法安排周末加班，輪班工作，加班，每年小時合約，兼職員作，暫時協(xié)議，固定時限勞動協(xié)議，壓縮工作周。值得注意是，利用周末和年度工作小時合約急劇增加。跌幅在使用彈性工作時間，分擔(dān)工作，并以家庭為基礎(chǔ)工作。遠(yuǎn)程工作方面反應(yīng)是任何方式。總體而言，伴隨時間推移數(shù)據(jù)表明對方法一招，西裝組織靈活性和遠(yuǎn)從雇員為中心技術(shù)要求意在提升工作生活質(zhì)量。績效考評掛鉤，員工貢獻(xiàn)一個伎倆，以組織結(jié)果。使用正規(guī)績效考評關(guān)于數(shù)據(jù)為四類工作人員表明1996年期間使用管理和專業(yè)工作人員堅(jiān)持高-度（各個時期超出90％），增幅為文書使用（78％91％）和手動（55％至68％）在此期間。投入性能apprais-ALS頂頭上司是一貫大于90％和員工，自己貢獻(xiàn)超出80％，在全部四個調(diào)查機(jī)構(gòu)。輕微增加匯報(bào)（14％下屬（14％至19％），同行投入使用21％）和客戶（14％至16％）。最終，在1996年和-度，從數(shù)據(jù)考績被越來越多地使用在關(guān)鍵人力資源領(lǐng)域決定通知付（58％至79％），培訓(xùn)和發(fā)展（85％至92％），職業(yè)生涯規(guī)劃（79％至84％）人力規(guī)劃（58％至67％）。調(diào)查還顯示，在1996年至-期間，其中一個組織一組企業(yè)/部門/機(jī)構(gòu)有一部分增加控制施加由全國總部。結(jié)論管理人們在澳大利亞政策已經(jīng)改變，在過去五十年。在Cranet在1996年，1999年，和-進(jìn)行調(diào)查顯示，許多人力資源政策，人力資源經(jīng)理和集體經(jīng)濟(jì)組織作用顯著改變。人力資源管理政策在越來越多組織使用，以實(shí)現(xiàn)組織目標(biāo)經(jīng)過使用績效評定，靈活工作實(shí)踐和短期績效工資。他們也被用來實(shí)現(xiàn)在長久組織結(jié)果經(jīng)過事業(yè)發(fā)展實(shí)踐來看，行動計(jì)劃針對婦女回返者和年紀(jì)較大工人和人力資源部性能評價。這些改變表明，工會影響力下降，缺乏認(rèn)識；工會下降，使用薩拉熱窩聯(lián)合民事委員會支持這一趨勢。除了使用績效工資，績效考評和直接溝通，經(jīng)過主管經(jīng)理加強(qiáng)個人誰都有一個共同利益看法與雇主。然而，令人詫異是擁有員工共享信息下降。TrendsinAustralianhumanresourcemanagement:whatnext?RobinKramarArticlefirstpublishedonline:20JANDOI:

10.1111/j.1744-7941..00009.xKeywords:Australia；Cranetstudy；HRM；HRmanagersAbstractThisarticleexaminesthetrendsinAustralianhumanresourcemanagement(HRM)policiesinthelastfiftyyears.Itbrieflyreportsonthepracticesusedintheperiodfromthe1960stotheearly1990sandprovidesabriefdescriptionofthecharacteristicsoftheconceptofstrategichumanresourcemanagement(SHRM).Thearticlethenexaminestheresultsoffoursurveysco-ordinatedbytheCranetNetworkandconductedinAustraliabetween1996and–09.ThesesurveysshowtherehavebeenstrongtrendsofHRMpoliciesbecomingmorecalculativeandindividual,areductionintheroleofcollectiveorganisations,theadoptionofsomeHRMpoliciesregardedasmoreeffectivethanothersandthedevelopmentoftherolesofHRMmanagersandHRMdepartments.Therewasincreasinguseofflexibleworkingpractices,greateruseofperformanceappraisals,thedevelopmentofpoliciessuchascareerplanningmethods,careerbreakschemesandtargetingolderworkersandwomen.Therepresentationofhumanresourcemanagersonboardsincreasedbetween1996and–09.Theapproach,language,organisationandthemethodsusedtomanagepeoplehaveostensiblyaltereddramaticallyinthelastfiftyyears.Inthe1960spersonnelmanagementwaswidespread.Therewasincreasingformalisationofemploymentpractices,thepromotionofindustrialwelfareandthedevelopmentofmanagementtraining.Inaddition,relationshipsanddealingswithtradeunionswerevaried,butinmanylargeorganisationstheywerefrequently‘legalistic’andformal.Personnelmanagementandindustrialrelationsactivitieswithinorganisationswereusuallydistinctfunctions.Inthetwenty-firstcenturythepictureofmanagingpeopleisverydifferent.Theterm‘humanresourcemanagement’(HRM)isnowalmostuniversallyusedbypractitionersandacademics.AtitscorethisHRMapproachhasastrategicelementwhichseekstolinkHRMtostrategyinordertofurtheranorganisation'scompetitiveadvantage.JustasthetermHRMhasbeenusedtoreplacepersonnelmanagement,thetermindustrialrelationshasbeenreplacedbyemployeerelations.ThisarticlereviewsdevelopmentsinmanagingpeopleinAustraliainthelastfiftyyears.Itbrieflyreviewsthedevelopmentsduringthe1960s,1970sand1980sandhighlightsthechangingcontextofworkorganisations.ThepaperthenprovidesanoverviewofdevelopmentsinHRMduringthe1990sands.ThedataforthisoverviewispredominantlyprovidedbytheCranetsurveysconductedduringthisperiod,specificallyin1996,1999,and–09.Thesurveysprovideindicationsofanumberofcleardevelopmentsinstrategichumanresourcemanagement(SHRM).However,itappearsthattherearesomeinstancesofdevelopmentswhicharecontrarytothemajortrends.Inaddition,theCranetsurveyisabletohighlighttheformalpolicies,thatis,theintentionofmanagementregardingHRMactivities.ItisunabletoprovideevidenceabouttheimplementationoftheHRMpolicies.Personnelmanagement,welfarismandindustrialrelationsTheprocessesofmanagingpeoplehavechangedasAustraliahasdeveloped.Wide-rangingchangesinvolvingthestructureoftheeconomy,theinstitutionalarrangementsregulatinglabour,thecompositionofthepopulationandtheworkforce,theinvolvementofvariousstakeholdersinmanagement,andideasaboutmanagement,familiesandsocialroleshaveallinfluencedtheprocessesformanagingpeople.TheAustralianeconomydevelopedfromonereliantonagricultureinthepre-WorldWarIIyearstoonewithamorematureindustrialbaseafterthewar.TheeconomiesoftheUnitedStates,BritainandEuropealldevelopedmoresystematiclabourmanagementpracticespriortothewar;however,employersinAustraliareliedpredominantlyonadhoccommandandcontrolmanagementbyshopfloorsupervisors/foremen.Insmallfirmstheownerorsupervisorreliedonpersonalcontactwiththeworkers,usingstrictdisciplineandpersonalmotivation.Inlargermanufacturingplantstheforemencommonlyexercisedcontrolthroughauthoritarianrule,bullyingandcompulsion.Therewereafewexceptionstothis,withsomemassproductionfirmsintroducingscientificmanagementpractices(Wright1995,1–66).Organisationsinothersectorssuchasbanking,retailandengineeringdiddevelopsomesystematicemploymentpolicies.Theseownersoftenprovidedwelfare(suchassocialactivities,sickbenefits,companyprovidedservices)inreturnfortheloyaltyorgoodserviceoftheirworkers.Knownas‘welfarism’,thispolicywasseenasakeytoincreasedproduction.Someindustrialistsbelievedmentallyandphysicallyhealthyemployeeswhoweretreatedfairlywouldbemoreproductive.However,thisapproachtomanagingpeoplewasanexception(Wright1995,61–4).Employersdidnothaveunilateralcontroltomanagelabour.Thearbitrationsystemrequiredemployerstorecognisetradeunionsandinsomeindustries,thedecisionsofthecourtsandthewagesboardsdidlimitemployers'powertoestablishemploymentpoliciesandconditions.Theadoptionofthebasicwage,theintroductionoftheautomaticquarterlywageadjustmentslinkedtochangesintheretailpriceindexandthedeterminationofmarginswhichreflectedskilllevelofjobswerelegallybindingonemployers(DabscheckandNiland1981).Employerdemandforlabourhadaprofoundinfluenceonpeoplemanagement.ThiswashighlightedindifferentwaysduringWorldWarII,duringmuchofthepostwarperiodandduringtheyearsofeconomicuncertaintyduringthe1970sand1980s.WorldWarIIusheredinanewperiodofeconomicdevelopment.NolongercouldAustraliaimportmanufacturedgoodssuchaselectricalgoods,chemicals,rubber,vehiclesandmachinery.Manufacturingplantswereestablishedtomeetwartimeanddomesticneeds.Themodernisationoftheeconomywasco-ordinatedbyanumberofgovernmentdepartments.Thesedepartmentswereengagedinseekingsufficientworkersformunitionsplantsandregulationsestablishedworkingconditionsandwagerates.Duringthe1950spersonneldepartmentswereincreasinglyestablished(Wright1995,38–43).Anumberoffactorshadafar-reachingimpactofthemanagementoflabourafterthewar.Theseincludedthechangingnatureofindustrystructure,urgencyofsecuringsufficientlyskilledworkers,therequirementsofmanagingaworkforceinwhichwomenweredoingworkpreviouslydonebymenandaconcernwithestablishingworkingconditionswhichincreasedlabourproductivityinatimeofskillshortage.Theeconomywasnolongerhighlyprotectedandemployersneededtothinkbeyondtherationalbureaucraticapproachwhichhadpreviouslybeenadopted(DunphyandGriffiths1998;Mathews1994).Untilthe1960smanypersonneldepartmentscontinuedtofocusonreducinginefficiencies.Bucklow(1961)claimedpersonnelmanagementhadlargelyatrophiedduringthepreviousdecade.However,duringthe1960sincreasingnumbersofemployerssoughttofurtherincreaseemployeeproductivity,employeemotivation,andoperationalreliabilityandefficiency.Theapplicationofscientificmanagementtechniques,humanrelationsandorganisationaldevelopmentmethods,andneworganisationalformsbecamemorewidespread(Dunford1992;Dunphy1987).Thesedevelopmentsencouragedtheexpansionandtheformalisationofthepersonnelfunction.Atthesametime,tradeunionscontinuedtobeactiveinpursuingminimumwageincreasesandworkingconditions.Althoughemployersadoptedavarietyofapproachestounions,itisnoteworthythatthetribunalsmaintainedtheprincipleofmanagerialprerogative.Thisensuredpersonneldepartmentshadunilateralcontroloverawiderangeofemploymentmatters(DabscheckandNiland1981).Inthemid-1960sthemassmediareportedtheprogressofmajorhearingsinthefederalindustrialtribunals‘withthebreathlessenthusiasmwemightexpectduringthebuild-uptofootballfinals’(Kitay1997,1).Allthischangedinthe1970s.Thechallengesfacingemployersbecamemoreintense.Considerableindustrialrestructuringoccurredandtheeconomyexperiencedbothinflationandunemployment.Inaddition,competitionincreasedasthegovernmentderegulatedfinancialmarketsandreducedtariffs.Thesearchcontinuedfornewwaysofsolvingthelabourproblem.Butthesolutionsexploredinthiscontextinvolvedadifferentrhetoric.Thesesolutionsincludedtheapplicationofstrategicplanningandmanagementtoemployeemanagement(strategichumanresourcemanagement),experimentswithemployeeparticipationorindustrialdemocracy,searchesforbestpracticemanagementandindustrialrelationsreform.Althoughthesesolutionsvaried,theywerebasedonassumptionsthatmanagementandemployeessharedacommoninterestandthatpoliciesshouldbedeterminedatthelocalorganisationallevel.Strategichumanresourcemanagementarguedthatorganisationscouldmosteffectivelydealwiththeuncertaineconomicconditionsbyintegratingpeoplemanagementpracticeswithcorporatestrategyandenhancingmanagerialprerogative.Atthesametime,governmentsandthetradeunionmovementweresearchingfornewtypesofrelationships.ThePricesandIncomesAccordprovidedamechanismfortradingoffwageincreasesforimprovementsinthesocialwageandpoliciesforimprovingindustrialcompetitiveness.In1991,theemployerpushforanenterprisefocusforemployeemanagementwasachievedwiththeAustralianIndustrialRelationsCommission(AIRC)determiningthatenterprisebargainingwouldbethemainmethodofwagedetermination.Anewapproachtothemanagementofpeoplehademerged.ThenextsectionexplorestheconceptofSHRM.TherearedefinitionalissuesaboutthetermsSHRMandHRM.ForthepurposesofthisarticleHRMreferstothe‘managementofworkandpeople’inorganisations(BoxallandPurcell,5).SHRMexplicitlyreferstoorganisationalstrategyprovidingtheframeworkforthedevelopmentofhumanresourcemanagementpractices(Guest1987).SHRMconceptSHRMprovidedalanguagefordevelopingpeoplemanagementpolicieswhichsoughttoachieveorganisationalgoals.Thisapproachprovidedemployerswithadifferent,explicitrationaleformanagingpeopleandanumberofconceptswhichsupportedtherationaleunderpinningthelinkbetweenpeoplemanagementpoliciesandorganisationalstrategy,goalsandoutcomes.Conceptssuchasintegration,resource-basedvalue(RBV),commitment,corporatevaluesandculture,adaptabilityandperformancearesomeofthecentralconceptsofSHRM(Guest1997;Keenoy1990).Employershadalwaysbeenconcernedwithincreasingemployeeproductivitythroughpracticessuchasworkingconditions,jobdesignandworkorganisation.However,thesemethodswereintroducedinanadhocwayandwerenotexplicitlylinkedtoachievingorganisationaloutcomes.SHRMprovidedtheframeworksandlanguagetodevelopthislinkinasystematicway.TheframeworkforSHRMexplicitlyusespeoplemanagementpoliciestoachieveHRoutcomes,suchasproductivity,employeesatisfactionandorganisationaloutcomessuchasreturnoninvestment(ROI),profit,marketshare.VariousexplanationshavebeenproposedtoexplainthewayHRMpracticescontributetoperformanceoutcomes.HRMpracticeshavebeenfoundtodevelopuniqueandcompetencies(Barney1991),behaviours(SchulerandJackson1987),positivepsychologicalcontractsorcommitmentamongemployees(Purcell).HRMpracticeshavealsobeenfoundtoensuretheorganisationfullyutilisesitspeopleandhastheskillsrequired.(Storey1992).Accordingtothisviewpeopleareresourcestobedeployedasnecessary.SHRMrequiresamorecomplexandproactiveapproachtomanagingpeople(Storey1992).Therefore,itisargued,thehumanresourceprofessionalormanagerwouldneedtobeprofessionallyqualifiedtoworkwithseniormanagementandwithlinemanagersandtoadoptanumberofroles.Theseroleshavebeenidentifiedasemployeeadvocate,humancapitaldeveloper,strategicpartnerandfunctionalexpert(UlrichandBrockbank).Thehumancapitaldeveloperrolerecognisestheimportanceofbuildingaworkforceforthefuture,whiletheemployeeadvocateroleseekstomaketheemploymentrelationshipmutuallybeneficial.ThefunctionalexpertreferstoHRpracticesdeliveredinanumberofways,suchasthroughtechnology,policies,menusandinterventions.Thestrategicpartnerroleinvolvesmultipledimensionssuchasbusinessexpert,changeagent,knowledgemanagerandbeingaconsultantandadviser.OneadvantageoftheUlrich(1997);UlrichandBrockbank()modelisthattheyacknowledgethatHRMinvolvesadministrativeactivities,managementoflegalandemployeerelationsissuesandatthesametimeundertakesbusiness-oriented,strategicactivities.TherearemanylimitationstothesemodelsofSHRM.Themodelsarebasedonassumptionsthatorganisationsoperateinarationalwayandthatthereisaconsiderabledegreeoforganisationalandmanagerialautonomy.Infact,managementcannotcontrolalldevelopmentexactlyasdesired.ChangesinSHRMreflectresponsestochangesinthefirm'sexternalenvironment(Suttonet?al.1994)anditsinstitutionalenvironment(DiMaggioandPowell1983).Forinstance,theuseofparticularHRMbundlesandthenatureofcompetitiveadvantage(Stavrou,Brewster,andCharalambous)havebeenfoundtobecontingentongeographiccontext.CollaborativeHRMhasbeenfoundtobeassociatedwithsuperiorfirmperformanceandisstrongestwhennationalinstitutionalandnormativesettingssupportit.Aweaklinkhasalsobeenfoundbetweenjointconsultativecouncils(JCC)andcollectivepaymentmethodsandperformance(RizovandCroucher).Inaddition,thelinkbetweenHRMpracticesandperformanceoutcomesconsistsablackboxwhichisunabletoexplainthemechanismsforthelink(BeckerandHuselid).Employees/employerscanstillhavedifferent,conflictinginterestsbutmanagement'sfocusonemployeesisdrivenbytheirconcerntoachieveorganisationaloutcomes(VanBureenIII,GreenwoodandSheehan).Finally,thereisnoguaranteethattheformalpoliciesareimplementedintheworkplace(Kramar1992).DuringtheperiodinwhichthesurveyswereconductedtherewasconsiderablechangeintheindustrialregulationofHRMinAustralia.In1996theWorkplaceRelationsAct1996wasenacted,insubstantialamendmentstothislegislationoccurredandthesewereknownastheWorkChoicesamendments.TheninTheFairWorkActwasenacted,butforthepurposesofthisarticletheimpactofthislegislationwasprobablynotevidentonHRMatthetimeofthe–09survey.Amajordevelopmentresultingfromthe1996actandtheamendmentswastheencouragementofnegotiationsattheenterpriseandtheindividuallevel,ratherthanatthecollectivelevel.AlsoformuchofthisperiodAustraliaexperiencedconsiderableeconomicgrowth,andparticularlyincertainsectors.Mininggrewfromaround4.5%ofGDPin1993–94,toalmost8%in–07;theservicessectorhasalsogrownconsiderably,withpropertyandbusinessservicesinparticulargrowingfrom10%to14.5%ofGDP.Duringthesameperiodthemanufacturingsectorcontractedfromjustover15%ofGDPto12%ofGDP(ABS).Thefollowingsectionsexplorethefindingsoffoursurveysofhumanresourcepracticesundertakenbetween1996andaspartoftheCranetsurveyoninternationalSHRM.Thenextsectionverybrieflydescribesthemethodologyandoutlinessomeofthekeyfindingsandinterpretstheseintermsoftheliteraturediscussedintheprecedingsectionsofthearticle.HRMtrends,1993–ThetrendsidentifiedanddiscussedinthissectionarebasedonthefindingsoffoursurveysconductedinAustraliaundertheauspicesoftheCranetnetwork.Thisnetworkinvolvesresearchersin40countrieswhosurveyHRMpracticesinmediumandlargeorganisationsandsoprovidedatasuitableforlongitudinalandcomparativeanalysis.TheCranetsurveywasundertakeninAustraliain1996,1999,and–09.Forallofthefoursurveys,databasesofpublicandprivateorganisationsemploying100+employeeswereobtainedfromconsultingorganisations:Pricewaterhouse1996,PricewaterhouseCoopers1999,andDunnandBradstreetand–09.Thepopulationsforthesefoursurveysrangedfromabout1700tomorethanorganisationsdependingontheparticularyear.PaperquestionnairesweresenttothemostseniorHRManagerintheorganisationandinlatestsurveyadditionaldatawasobtainedusinganelectronicsurveyinstrument.Theresponserateswereadequateineachsurvey,being21%,18%,21%and13%in1996,1999,and–09respectively.Therespondentstothesurveywererepresentativeofthepopulationoforganisationsinthepublicandprivatesector.Theywerealsoadequatelyrepresentativeoforganisationsacrossindustries.MoredetailsaboutthemethodologyandthedetailsofthesamplescanbefoundinKramarandLake(1997)andKramar(,),andMcGraw(),McGrawandPeretz()andPeretzandMcGraw().Between1993and–09therewereconsistenttrendsinthepracticesusedtomanagepeople.First,thesepeoplemanagementpracticesappearedtobeharnessedtoachieveorganisationalobjectives.Therewasgreateruseofworkinghourswhichsuitedthebusiness,increasingcontrolofemployees,thedevelopmentofpoliciestomeettheshortageoflabour,andmorewidespreaduseofperformance-basedpay.Second,therewasatrendtotheindividualisationofemploymentpoliciesandamajordeclineintherecognitionandroleoftradeunions.Third,itappearedthatmoreorganisationswereadoptingmoreeffectivepracticesin–09than1996,suchasrecruitmentandperformanceappraisal.Fourth,theroleofthemostseniorHRmanagerbecamemorestrategicandprofessionalduringtheseyears.HRMandorganisationaloutcomesHRMpracticesappearedtobeharnessedtoachieveorganisationaloutcomes.Therewasincreasinguseofflexibleworkingpracticesandgreatercontrolofemployees,throughthewideruseofpracticessuchasperformancesappraisalsandthedevelopmentofpoliciessuchascareerplanningmethods,careerbreakschemesandtargetingolderandwomen.Therewasalsoincreasinguseofparticularperformance-basedpayarrangementswhichlinkedemployeeperformancetoorganisationalperformance.Thesurveysaskedorganisationstonominateproportionsoftheiroverallstaffwhowereontwelvedifferenttypesofflexibleworkarrangements.Theseincludedweekendwork,shiftwork,overtime,annualhourscontracts,part-timework,jobsharing,flexitime,casualstaffing,fixed-termcontracts,home-basedwork,teleworkingandcompressedworkingweeks.Theresultsindicateapronouncedincreaseintheuseofeightflexibleworkarrangementsovertimewithmorethan50%oftheworkforcebeingsubjecttothesearrangementsin–09.Theseflexiblepracticeswereweekendwork,shiftwork,overtime,annualhourscontracts,part-timework,temporarycontracts,fixed-termcontractsandcompressedworkingweeks.Itisnoteworthythattheuseofweekendworkandannualhourscontractsincreaseddramatically.Declineswerereportedintheuseofflexitime,jobsharing,andhome-basedwork.Responseswithregardtoteleworkingwerenotconclusiveeitherway.Overall,thedataovertimesuggestamovetowardsmethodsthatsuittherequirementfororganisationflexibilityandawayfromemployee-focusedtechniquesdesignedtoimprovequalityofworkinglife.Performanceappraisalsareameansoflinkingemployeecontributiontoorganisationaloutcomes.Datarelatingtotheuseofformalperformanceappraisalforfourcategoriesofstaffshowsconsistentlyhighuseformanagerialandprofessionalstaffovertheperiod1996to–09(morethan90%forallperiods)andanincreaseinusageforbothclerical(78%to91%)andmanual(55%to68%)duringthisperiod.Inputintotheperformanceappraisalsfromtheimmediatesupervisorwasconsistentlygreaterthan90%andemployees,themselves,contributedinmorethan80%oforganisationsinallfoursurveys.Slightincreaseswerereportedintheuseofinputsfromsubordinates(14%to19%),peers(14%to21%)andcustomers(14%to16%).Finally,between1996and–09,thedatafromperformanceappraisalswasincreasinglyusedtoinformdecisionsinthekeyHRareasofpay(58%to79%),traininganddevelopment(85%to92%),careerplanning(79%to84%)andworkforceplanning(58%to67%).Thesurveysalsoindicatethatduringthe1996to–09period,whereanorganisationwaspartofagroupofcompanies/divisions/agenciestherewasincreasingcontrolexertedbythenationalheadquarters