The model was chosen because it covers the SWOT analysis, a focus on the training on teams for fostering a more participatory organizational culture, Training programs for the HR group Promotion & recruitment within the company, Performance related pay (PRP) & Annual bonus which is related to company performance, Individual Development and feedback, and finally Performance Appraisals. These points were the recommendations made to address the HRM problems identified in the case. The recommendation was adapted from the work of existing scholars such as Kotter, and Gilbreath.
The field of human resource (HR) management is one of the many interesting area of research that has witnessed a paradigm shift within the last few decades (Huselid, A. M., 1995Doty &Delery 1996). Within this area of research, an increasing body of literature contains the argument that, high performance work practices, including comprehensive employee's recruitment, selection procedures, incentives compensation and performance management systems, and extensive employee's involvement and training can improve the knowledge, skills and abilities of firms (Huselid, A. M., (1995), Doty &Delery (1996).
Today, with the increasing researchers desires to demonstrate the importance of an effective human resource policy on organisation performance research has shifted from a micro level that previously dominated research interest to a more general, strategic macro level (Huselid, A. M., 1995, Doty &Delery 1996). The term human resource management is not new. It has been widely used by scholars and managers to refer to the set of policies designed to maximize organizational integration, employee commitment, flexibility and quality of work (Huselid, A. M., 1995, Doty &Delery 1996)
Jackson & Shuler (2002) referred to it as an umbrella term that encompasses (a).specific human resources practices such as recruitment, selection and appraisal and (b). formal human resource policies which directs and partially constrain the development of specific
practices and in all, it comprise a system that attracts develops, motivates and retains those employees who ensure the effective functioning and survival of the organisation and its members (Jackson & Schuler 2002).
Cobb Gnyawali & Offstein (2006:315) argued that while effective human resource management and policies have, indeed, been linked to strategic outcomes, human resource management theory has yet to link human assets and HR practices directly to the building blocks of strategy and competitive behavior. Accordingly, their model of strategic human resources links both micro and macro literature streams.
1.1 Structure of Work
This paper is aimed at analyzing the case study of the absentee bus crews. The Coal Valley Company where absence seems to be a more acute problem. Absence and lateness are the regular cause of disrupted bus services and are rated as the chief concern of local management. This paper is therefore going to analyse the case thoroughly by looking at the main issues discussed in the case study in section 2 below; evaluating the management control system as described in the case study in section 3 below; analyzing the case using agency and contingency theories in section 4; comparing and contrasting agency and