and therefore maintain employees; involve the ‘common’ employees in decision-making; design a level organisation chart that has logical reporting links and duties (Welch, 2008).
Schuler and Jackson (2000) assert that the impact of HRM is primarily exhibited in the ‘formulation and implementation of strategy’. This encompasses the planned vision or deciding the business of the firm, objectives, schemes, development and execution, appraising, modifying, and refocusing on the upcoming projects. During the firm’s implementation, stage the classification of strategic business issues (SBIs) and the setting of strategic business objectives (SBOs) is established. These include measurable and achievable set targets. Schuler and Jackson have formulated a Four-Task Model of HRM, which includes the management of staff projects and opportunities, capabilities, performance and motivation. The authors term this the raison d’etre of HRM that guide the firm’s options by linking HRM with the firm’s strategic management.
The Centre for the Study of Social Policy (2002) has recommended several strategies to use in the analyses of the performance of human resource management (HRM). These include turnover, employee fulfilment, involvement in education, and age of openings are generally employed to evaluate achievement of HRM approach. A number of HRM tasks also appraise the contentment of HRM’s ‘clientele.’ These processes encompass the appropriate recruitment procedures and broad-spectrum appeal of applicants hired (Pg.6). The three main obstacles to a team’s fulfilment and triumph are change, lack of control and mistrust (Flores, 2003).
Maxwell et al (2004) have linked strategic human resource development (HRSD) to service management as contemporary firms increasingly view the fulfilment of their customers’ needs as their ultimate aim and reason for existence. In this regard, they cite the five major attributes of service management ascribed to Gro¨nroos