Anyone who is familiar with the major organizations in their area probably has observed firsthand how dramatically the business environment has changed in recent years. These changes have had a significant impact on organizational efforts to be successful. In practically every instance organizations have tried to more clearly identify and then focus on factors that impact their success. One factor that seems to be receiving more attention than any other are the people who work for organizations. What organizations are realizing is that their likelihood of sustained success is most dependent on learning to get the maximum out of their employees. Such a realization has had a significant impact on the practice of human resources management (HRM). What's more, business forecasters predict that the role of employees, managers, and HRM personnel are likely to see more changes in the decades ahead. Thus, individuals entering the business environment today (and tomorrow) require both an understanding of the importance of human resources and effective HRM to organizational success. .

             As we move further into the twenty-first century, it's becoming absolutely clear that the effective management of an organization's human resources is a major source of competitive advantage and may even be the single most important determinant of an organization's performance over the long term. .

             Organizations have started to realize that their success is dependent on their ability to attract, develop, and retain talented employees. Robert Reich emphasizes this point when he suggests that in the future, the organization's ability to attract, develop, and retain a talented workforce will be a critical factor in developing a high-performance organization. The long-term, sustained success of an organization in today's changing and challenging business environment involves top management's commitment to designing and implementing HRM programs geared to developing both high-performing employees and organizations.