In alliance to this perspective, the HR strategy and management structures are the techniques and instruments to carry out all the work aspects to safeguard the high level of productivity of labor and subsequently profitability level. This emphasis on controlling and monitoring the behavior of employee is on the basis of differentiating the HR strategies. The beginning of this framework is the analysis done by Marx on capitalist labor process and is known as change of labor power into the labor work. In simple terms, at the time of recruitment organizations have a capacity or potential to work. To make sure that each worker exercises her or his full capability, managers must take into consideration the space, tasks, time, and movement when the workers function.However the workers have different interests in time of work pace, job security, and rewards, and also keep in trade unions (formal) and the restrictions of disruption or output (informal) behaviors to offset the management job controls. The counter management of the behavior which calls for the managers to discipline and control the organization’s interior. The substitute of the HR strategies has held the managers to provide the employees with predictable and measurable behavior. The early system of individual control by the employers ruling over the direct autonomy was reinstated by an intricate structural control forms such as bureaucratic control and the technical control.The second approach to HR strategy is based on reward-effort exchange system on the nature of it and the degree which implies the view of managers on human resource management and an asset as compared to the variable cost. High performance via workers is also underscored when the technological advancement and other issues are available to most firms. This sum of people’s expertise and knowledge and also social relationships has the potential to give non-alternative capacities that are a basis of competitive advantage. The different perspectives are part of competitive advantage. This ‘mobilization’ of the consent of employees via strategies learning and competitive advantage is vital for any firm. The workplace learning is also important and this model must be examined in detail. The organizations performing on resource-based models have differentiated that enables them
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