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Journal review


This assignment sustains a fundamental refrain of human resource management and its implication in Australia. This assessment is an all-embracing study of human resources management and its practices in Australia. It reviews the journal by authors Jie Shen and John Benson on “How socially responsible human resource management affects employee work behaviour”. This study is branched into five major sections; the initial section of the study emphasizes practices of human resource management in Australia. This section specifically lays emphasis on the industrial sector. The subsequent segment of the study brings forwards a portrait of strategic human resource administration in the country. The third section of the study iterates around the legal context of human resource management. The fourth section lays prominence on performance management in terms of key performance indicator, a comparative analysis of quality and quantity and skill knowledge attributes. The fifth section of the study will emphasize on managing diversity and work-life balance in human resource management. It will stress on cross-cultural communication and emotional intelligence in organizations.

Human resource management in Australia

Human resource management is a curriculum adopted by the organization to manage its employees to gain advancement in the working module. Australian organizations have their own set of standards regarding HRM policies. It comes under the duty of an HR to ensure the require incrimination needed for the development of employees for the betterment of their working. The organization implements all the possible approaches comes along with an economic, climatic and social scenario of working. Additionally, the research focuses on the relationship between employees of different department and the HR department externally. It is also observed that the activities of HRM directly affect the performance of an individual in an organization. The HRM practices follow the perception of theories made in concern with the development program of employees. The theories are cultured in such a way that the implementation of HRM practices never leads the performance employees in a negative direction. Due to a different set of standards Australia follows under HRM, many consequences are being faced form past few years. Australia is lacking in approaching most of the practices that are known to other countries because of the traditional management tactics followed by the government of Australia. Employees of the public sector do not cooperate with the organization in adopting new practices and therefore many challenges are remained unsolved for the organization in the current situation of working. However, most of these practices are known to the HR of other countries and also working successfully in reaching to the peak of performance. The problem arose because of an unbalanced relationship between politics and authorities. In additions to this, the article also discusses the engagement of employees to contribute in increasing success ratio of the organization and to take the HRM in action to capitalize the promotional growth globally is set as a goal presently.

Strategic human resource management

In contrast to HRM, The SHRM is an active approach of managing employees. SHRM aims to work on the process adopted for meeting the expectations of future and can be defined as a cycle of planned human resource development and encourages the organization to achieve the required goals in working performances of employees. SHRM works as a well-planned approach for long term operation. The SHRM aims to ensure the benefits of any human resource practice concerning the outcomes instead of approaching time. It generally emphasizes in defining and solving the crisis which affects the human development curriculums in the distant future in both perception internal well as external. Hence the priority goal of SHRM is to examine the barriers acknowledged exterior of human resources. The primary step takes by strategic human resource manager is to identify the area of HR for the implementation of development programs in the long period to increase the comprehensive motivation of employees and to enhance their efficiency of working. Additionally, SHRM simultaneously experiences the barriers in approaching strategies of change as the changes directly affect the mission and vision of the organization and also the statement committed by the management team. 

Legal context of human resource management

The journal has shed light on the interaction of law and management in human resources management. This interaction is majorly governed by federal legislation and federal law enforcement agencies functioning in Australia. These agencies involve equal employment opportunities commission and equal opportunities in workplace commission. These policies have defined the way human resource management operates in the country. In terms of legal laws, there are many defining frameworks in Australia that define operations of the department of human resources. Anti-discrimination laws are one of those laws that direct the practices of human resource management. This law forbids the practice of discrimination at any point of human resource management involving recruiting, training, compensation, promotion and discrimination on the basis of origin, colour, creed, nationality or language. As per the legal laws, corporate social responsibility is one of the integral parts of any organization and the organization must function in a way that all the corporate social responsibility practices are incorporated. It is legally a cardinal for industries operating in Australia to abide by the process of corporate social responsibility. 

Performance management

Performance management encompasses a set of activities that aid an organization in effectively managing its performances by ensuring that the goals of organizations are met. In the context of human resource management, it is a tactic adopted by the department of human resource management in understanding how each individual contributes to the organisation.

Key performance indicator

As indicated in the journal, the most effective key indicator that aids in assessing the performance of an individual is the ability to go beyond job post and description and work cooperatively with other workers. Distinct dimensions of the employee behaviour are highlighted in the research that undertakes task performance and extra role-playing. For the human resource department, key performance indicator in the successful integration of the team and application of operational metrics including corporate social responsibility practices.   

Quality v/s quantity

Employees that deliver quality services and perform allocated tasks within the defined period are always on top of the to-do-list of the human resources team. In Australia, human resources team of big giants usually look for the quality employee that integrate quality work with speed and align their goal with that of the organization, whereas, in case of mid-sized and small organizations, quantity is preferred over quality. In the case of human resource department, organizations look for a highly skilled team and a concise team that can recruit those employees that can contribute to the profitability of the organization.

Skill knowledge attribute

In Australia, human resource management is characterized by the ability to integrate the team and amalgam the practices of corporate social responsibility and ethical considerations. It incorporates multitasking, the ability to deal with shady situations and employees from different and diverse cultural backgrounds (Shen & Benson, 2016). Strong sense of ethics, leadership abilities and compunction skills are some of the cardinal expertise required in human resource managers for the efficient functioning of an organisation. Apart from ensuring safe work-culture, it is also the duty of the human resources management to make sure that the employees abide by the norms of social responsibility. 

Managing diversity and work-life balance

Diversity at a workplace is pigeonholed by background and cultures people belong to. In an organisation, Human resources ensure that the organisation identity is perceived with the sense of unity and with the feeling of belongingness. As per the research, self-esteem of the employees is elevated when they learn about the adherence of the organization to social practices. 

Cross-cultural communication

Human resource management is deemed to interact with the employees and ensure that they are motivated and satisfied with the work. Cross-cultural communication in human resource management enables the mangers in understanding the diverse opinions of individuals. It is integral in recruiting individuals from different background and developing a competitive advantage at the workplace. 

Emotional intelligence

Authors have also stated that on performing a meta-analysis, human resource practices impact the behaviour of the employees by motivation and human capital. As mentioned in the research, social exchange theory demonstrates the behaviour of employees, staff and the human resource department at the workplace. Individuals perform a task when they are assured that they will perform their tasks. Voluntary actions are motivated by the fact that they will get a return reward in turn of the action. Emotional intelligence in the human resource department aids them to intuitively facilitate enhanced performance of staff and employees.


This study has underlined all the significant aspects related to human resource management in Australia. This study has efficaciously shed light on all the associated facets and has critically analysed the journal. Initial section of the study has built a context of human resource management in Australia. The following sections of the study have analysed strategic human resource management, the legal context of human resource management, performance management and management of diversity and balance of work and life in human resource management in organizations.


Shen, J., & Benson, J. (2016). When CSR is a social norm: How socially responsible human resource management affects employee work behavior. Journal of Management, 42(6), 1723-1746.


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