Following the example of other functions of the organization, the human stock management has to create value by adhering to the reinforcement key competences likely to generate products or services innovating and competitive. The role of the Human Resources Management (HRM) is not only to ensure an adjustment in the short and medium term between requirements and resources labour…
A case study near a large business company shows the difficulty in evaluating this contribution being given the strategic lack of legitimacy of the HRM and the absence of tested criteria of evaluation of its results. In this line, we will discuss the approach exposed by De Cieri and al. (2003) which deals with the problem of HRM in Australia, in term of strategy, people and performance.
The approach by the resources constitutes one of the theoretical bases of the strategic human resources management (SHRM) which aims at developing the collective effectiveness of the employees in order to achieve the goals of the company (De Cieri et al. 2003; Truss and Gratton, 1994; Wright and McMahan, 1992). This approach seems relevant to clarify the bond which exists between the human capital, the practices in human resources and the performance of the firm (Delery and Shaw, 2001; McMahan and al, 1999). It supports the renewed interest for the personal element as a source of durable competing advantage while placing the immaterial resources with the row of the strategic credits, making it possible the company to acquire an advantage with respect to its rivals (Boxall, 1996, 1999; Coff, 1997; Gratton, 1999; Kamoche, 1996; Truss, 2001).
The perennially and the success of the company constitute the interest shared by all the agents of stakes in the company (Louarn and Wils, 2001). According to the approach by the resources, the organisational performance appears through the creation of a durable competing advantage founded on a human capital highly qualified and highly implied, regarding to a whole HR practices, and through the formulation and the placement of a dynamic HR strategy and futurology (Bamberger and Meshoulam, 2000; Hagan, 1996; Lado and Wilson, 1994; Snell and al, 2000), allowing to have knowledge and competences necessary to face the current and future challenges, and at the favourable time. Thus, any choice judicious of the HR practices to be created and their coherence with the strategy of the company can confer a better performance (Delery and Doty, 1996; Kamoche, 1996). On this subject, numbers empirical studies tried to prove the bond between on the one hand systems the not easily imitable HR practices and on the other hand the organisational performance (Arthur, 1994; Becker and GeHRart, 1996; Delaney and Huselid, 1996; Gardner and Al, 2000; Huselid, 1995; MacDuffie, 1995). Some of these studies led to detect this bond, and approved it in spite of some methodological limit and of recognized errors of measurement (Boudreau and Ramstad, 1999; Wright and al, 2001).
Moreover, one will try through this article to discuss the approach of De Cieri and al. (2003) which deals with the problem of HRM of resources in Australia, in term of strategy, people and performance.
If one refers to the works of De Cieri and al. (2003), it seems to be important to announce that the goal of the text is to give a clear and methodical vision of an intellectual, strategic and practical approach of the human stock management. It is significant to assign also that the work is based on a major academic study as well of theoretical as empirical point, through concrete example cases. Indeed, the work ...
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This paper will describe the importance of theory in analysis of human resource strategy in this dynamic environment and will analyse whether the role played by theory in human resource strategy is irrelevant or vice-versa. The managerial theory is vital for supervising the employees in enterprises with complex organisational structure.
In the contemporary market characterised with intense competition, most organisations have diverted from conventional perception of human resource as passive resource that can be manipulated to get things done.
Human resource management involves setting policies and values that are important in the processes of recruiting employees, training them in their individual fields of practice, and evaluating their overall performance in the organization. The process of human resource management adopts a model of personnel management whereby each individual is addressed individually.
Benefits of Effective Human Resource. Human resource management essentially entails managing of people in an organization where focus is on people as the key resource. The process of human resource management includes acquisition, development, motivation then maintenance.
According to Fitz - enz (2001), "The most significant human capital management change is the move towards collaboration" (p. 13). It is no longer feasible for departments or individuals to play the lone-wolf in today's organizational setting. It is the responsibility of the HR department to drive the point home and to see that resources are pooled for enhanced productivity.
However, despite growing interest in IHRM, there is still much room for better understnding of successful HRM prctices in n interntionl context, s mny reserchers hve rgued (see, for exmple, Scherm 1995). The world of interntionl business my, of course, not involve IHRM: it is not relevnt in, for exmple, the spred of frnchising opertions nd the growth of conglomertes which hve no strtegic objective of mximizing their interntionl opertions.
There fore the the cost price determines the profit. Cost price comprises the cost of material and cost of human services. Cost of material is almost the same for every competetive industry because all will purchase the material from the market at competative price.
Business owners especially the small-scale businesses must carefully design the type of benefits to offer because money may be a limiting factor to such an institution (McFadden and Beam, 2010). The benefits offered should
Strategic HRM is used to conduct a review that is strategic in nature and in this review the context of the organization is taken into consideration along with the ongoing practices of human resources (Armstrong 35). This helps in the
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