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Author: Tamer K. Darwish
Publisher: Cambridge Scholars Publishing
ISBN: 1443849014
Category : Business & Economics
Languages : en
Pages : 101
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Book Description
The purpose of this book is to contribute to the understanding of the debate surrounding strategic human resource management (SHRM) and organisational performance. The relationship between SHRM and organisational performance has been a heavily deliberated issue over the last decade. A survey of literature on SHRM and its impacts in terms of performance reveals that empirical results on this topic are, as yet, inconclusive. Whilst some studies have found the impact to be positive, the results from several other studies cast doubts concerning the overall efficacy of (positive) HR practices on firms’ performance. This book critically discusses the theoretical and empirical aspects of the relationship between strategic HRM and organisational performance. Ostensibly, when compared to earlier forms of people management, the essence of HRM was a closer alignment of the procedures and processes concerned with work and employment relationships to overall organisational objectives. Much of the HRM literature holds that specific HRM practices are likely to serve as a major source of competitive advantage. This belief has led to research into the link between HRM and performance. However, somewhat less clear is what specific HR practices are most likely to enhance performance, and, indeed, how performance may best be measured. This book, accordingly, seeks to explore which HR practices are most closely associated with better organisational performance according to subjective and objective measures. It also seeks to shed new light on the relationship between subjective and objective measures of organisational performance, and the relative reliability of the former in assessing the effectiveness of specific HR practices. The book also explores other important HR issues such as the role of the HR director, strategic HR involvement, and HR devolvement. Moreover, it has been argued that it is an interrelated system of HR practices or HR complementarities that enhance performance, with one practice encountered on its own not having the same result as when encountered in combination with others. This particular issue is also discussed in depth in this book.
Author: Tamer K. Darwish
Publisher: Cambridge Scholars Publishing
ISBN: 1443849014
Category : Business & Economics
Languages : en
Pages : 101
Get Book Here
Book Description
The purpose of this book is to contribute to the understanding of the debate surrounding strategic human resource management (SHRM) and organisational performance. The relationship between SHRM and organisational performance has been a heavily deliberated issue over the last decade. A survey of literature on SHRM and its impacts in terms of performance reveals that empirical results on this topic are, as yet, inconclusive. Whilst some studies have found the impact to be positive, the results from several other studies cast doubts concerning the overall efficacy of (positive) HR practices on firms’ performance. This book critically discusses the theoretical and empirical aspects of the relationship between strategic HRM and organisational performance. Ostensibly, when compared to earlier forms of people management, the essence of HRM was a closer alignment of the procedures and processes concerned with work and employment relationships to overall organisational objectives. Much of the HRM literature holds that specific HRM practices are likely to serve as a major source of competitive advantage. This belief has led to research into the link between HRM and performance. However, somewhat less clear is what specific HR practices are most likely to enhance performance, and, indeed, how performance may best be measured. This book, accordingly, seeks to explore which HR practices are most closely associated with better organisational performance according to subjective and objective measures. It also seeks to shed new light on the relationship between subjective and objective measures of organisational performance, and the relative reliability of the former in assessing the effectiveness of specific HR practices. The book also explores other important HR issues such as the role of the HR director, strategic HR involvement, and HR devolvement. Moreover, it has been argued that it is an interrelated system of HR practices or HR complementarities that enhance performance, with one practice encountered on its own not having the same result as when encountered in combination with others. This particular issue is also discussed in depth in this book.
Author: Jaap Paauwe
Publisher: Oxford University Press
ISBN: 0198808593
Category : Business & Economics
Languages : en
Pages : 256
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Book Description
The book explores how strategic human resource management has implications for performance, through underlying theory, research evidence, examples from practice, and tools for practitioner application. The book presents not only details of how a strategic human resource management system might be effective in an organization, but also why.
Author:
Publisher:
ISBN: 9780357986417
Category :
Languages : en
Pages : 0
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Book Description
Author: Ashok Chanda
Publisher: SAGE Publications Pvt. Limited
ISBN: 9788132100751
Category : Business & Economics
Languages : en
Pages : 0
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Book Description
Human Resources Management (HRM) has a very important facilitative and strategic role in organizational success. Several financial and non-financial performance measures of an organization are positively related to its levels of HRM Strategic Integration (HRMSI). HRM Strategic Integration and Organizational Performance develops a better understanding of strategic HRM and its impact on organizational performance.
Author: Ananda Das Gupta
Publisher: CRC Press
ISBN: 1000053695
Category : Business & Economics
Languages : en
Pages : 99
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Book Description
The concept of strategic human resource management has developed widely in the last couple of years, especially because of the impact of human resources on the competitiveness of organizations. The development of human resource strategies involves taking into account their multiple mutual dependencies and the fact that they must be vertically integrated with the business strategy. These strategies define the intentions and plans related to the overall organizational considerations, such as organizational competitiveness, effectiveness or image, and to more specific aspects of human resources management, such as resourcing, motivating, valuating, learning and development, reward and employee relations. Strategic management of human resources provides a large perspective on the way critical issues or success factors related to people can be addressed and how different concepts of strategic decisions are made, with long-term impacts on the behavior and success of the organization. The fundamental objective of human resource strategic management is to generate strategic capabilities by ensuring that the organization has the high-qualified, committed and well-motivated employees it needs to achieve and sustain the competitive advantage. The emergence of strategic human resource management (SHRM) is influenced by global competition and the corresponding search for sources of a sustainable competitive advantage. SHRM has achieved its prominence because it provides a means by which business firms can enhance the competitiveness and promote managerial efficiency. It facilitates the development of human capital that meets the requirements of a competitive business strategy, so that organizational goals and the mission of the organization will be achieved. The HRM system is defined as "a set of distinct but interrelated activities, functions and processes that are directed at attracting, developing, and maintaining (or disposing of) a firm’s human resources." Many agree that HRM is the most effective tool which contributes to the creation of human capital, and in turn, contributes to organizational performance and the competitive advantage. This book puts emphasis on understanding the role of HRM between organizations and people and provides an analytical approach toward encompassing HRM, employment relations, and organizational behavior. As a management discipline, HRM draws insights, models and theories from cognate disciplines and applies them to real-world settings. Further, this book discusses how current theoretical perspectives and frameworks (e.g., those related to strategic competitiveness, knowledge management, learning organization, communities of practice, etc.) can be applied by reflective practitioners to create an eco-friendly organizational culture.
Author: Laura Empson
Publisher: OUP Oxford
ISBN: 0191504947
Category : Business & Economics
Languages : en
Pages : 620
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Book Description
Over the past three decades the Professional Service Firm (PSF) sector has emerged as one of the most rapidly growing, profitable, and significant in the global economy. In 2013 the accountancy, management consulting, legal, and architectural sectors alone generated revenues of US$ 1.6 trillion and employed 14 million people. PSFs play an important role in developing human capital, creating innovative business services, reshaping government institutions, establishing and interpreting the rules of financial markets, and setting legal, accounting and other professional standards. The study of PSFs can offer insights into the contemporary challenges facing organizations within the knowledge economy, and deepen understanding of more conventional organizations. Despite their significance, however, PSFs have until recently remained very much in the shadows of organizational and management research. The Oxford Handbook of Professional Service Firms marks the coming of age of PSF scholarship with a comprehensive and integrative exploration of current research and thinking on PSFs, featuring contributions from internationally renowned scholars in the fields of organizational and management studies. It is divided into three distinct sections - the professions, the firms, and the professionals that work within them - and covers subjects from governance and leadership to regulation, entrepreneurship, and diversity. Bringing together a broad range of empirical and theoretical perspectives, the Handbook offers many potentially important insights into the contemporary challenges of organizations in the knowledge economy and suggests new lines of inquiry that may shed further light on the activities and performance of PSFs and the professionals who work within them.
Author: Alex Vanderstraeten
Publisher: Bloomsbury Publishing
ISBN: 1137605014
Category : Business & Economics
Languages : en
Pages : 303
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Book Description
Strategic HRM and Performance is an advanced level textbook that examines the role that HRM and HR managers play in developing processes and practices for high-performance organisations. It is built around a unique conceptual framework that provides a clear and coherent structure for the book. Underpinned by recent research in the field and the author’s well-established expertise, the book provides an historical overview of the development of strategic HRM as an area of study before bringing the discussion up to date by examining contemporary topics such as sustainable HRM, e-HRM and high-performance work systems. The book extends the focus beyond the firm to include discussions about the role of multiple stakeholders, such as trade unions and governments, to encourage a deeper understanding of the role of national, institutional and cultural issues, as well as other external influences. Key features include: A conceptual framework that guides students of strategic HRM through four key areas: the Instrumental, People, Strategic, and Organisational dimensions A companion website featuring teaching and learning materials for students and lecturers, including PowerPoint slides, extra study cases and assignments Grounded in the latest academic research to help students develop an evidence-based HR practice An array of real-world examples, learning objectives for each chapter, explanations of key concepts and other pedagogical features throughout that enable students to fully understand the link between HRM and organisational success A managerial approach to developing strategic HR policies and practices Examples from a wide range of organisations – private, public and non-profit – that bring the theoretical content to life. This is an essential text for postgraduate and MBA students studying modules on Strategic HRM, Advanced HRM, or HRM and Performance Management. It is also an ideal companion for final-year undergraduate modules on specialist HRM degree programmes.
Author: Michael Lounsbury
Publisher:
ISBN: 0762313021
Category : Associations, institutions, etc
Languages : en
Pages :
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Book Description
Author: Michael Armstrong
Publisher: Kogan Page Publishers
ISBN: 1789661730
Category : Business & Economics
Languages : en
Pages : 313
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Book Description
Armstrong's Handbook of Strategic Human Resource Management is a complete guide to integrating HR strategies with wider organizational goals and objectives approaches to achieve sustained competitive advantage. Supported by key learning summaries, source reviews and practical real-life examples from organizations including UNICEF and General Motors (GM), this book provides coverage of HRM strategies in key areas of the function such as employee engagement, talent management and learning and development, as well as strategic HRM approaches in an international context. This fully revised seventh edition of Armstrong's Handbook of Strategic Human Resource Management contains new chapters on evidence-based strategic HRM, employee wellbeing strategies and HR analytics, as well as additional case studies and updated wider content to reflect the latest research and thinking. It remains an indispensable resource for both professionals and those studying HR qualifications, including undergraduate and masters degrees and the CIPD's advanced level qualifications. Online supporting resources include lecture slides and comprehensive handbooks for lecturers and students which include self-assessment questions, case study exercises, and a glossary and literature review.
Author: Michael Armstrong
Publisher: CIPD Publishing
ISBN: 9780852929230
Category : Business & Economics
Languages : en
Pages : 284
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Book Description
How can strategic HRM make a significant impact on bottom-line performance? The authors have drawn on previously unpublished research to provide authentic voices from real-life managers discussing how they set about developing and implementing HR strategies. The research includes interviews with HR Directors and Chief Executives from a variety of organisations including The Childrenâ¬"s Society, Homebase and Lloyds TSB. Overall the text demystifies the concept and practice of â¬Sstrategic HRM⬠, placing it firmly within the context of the wider organizational strategy and business goals.
