Writing this Book on Strategic Human Resource planning and management in the 21st century has been a wonderful and exciting journey. It all started during the process of searching for a new book for my MBA students on SHRM at Kampala International university[Kampala-Uganda]. I was hoping to find a new SHRM book paying more attention to the institutional context and people management issues, preferably with industry illustrations from practice. The target audience of this book is the upper Level students and professionals with some prior knowledge of HRM through, for example, a basic human resource[HR]course on the functional areas of HRM e.g[ selection, training, appraisal and pay] or through work experience. SHRM is about alignment between HR practices and the alignment of HR practices with the internal and external organisational context. The internal organisational context is for example, determined by history of the organisation, the organisation in place.The external organisational context consists of market mechanism [ e.g. globalisation and increased compensation] and institutional mechanisms e.g. Labour Legislation and the role of external stakeholders such as trade unions]
Human capital, skills and knowledge of individuals is considered essential elements for an effective organizational performance. Researchers indicate that Human Resource Management (HRM) is the most important determinant of organizational success (Schuler, 1992). The growing importance of human resources for organizational success has led to an increasing interest in making personnel management a more integral, strategy-driven activity in organizations. Thus, the most successful companies focus on strategic implementation of human resources practices linked with overall organizational strategy, goals and objectives. This study examines whether SHRM is applied in Azerbaijan. To investigate this study qualitative method of data collection was used to generate the data required to achieve the objectives of the study. Interviews were conducted with Heads of resourcing, Training & Development, Employee Relations at two oil companies. The findings show that SHRM is applied at these companies. Foreign-based company, BP AGT is more experienced in SHRM. However, SOCAR considers the importance of SHRM and differentiates it from administrative HRM or Personnel Management.
Increasingly the public sector is facing a range of unique and complex challenges. As a result, human resource management is vital in changing organizations, engaging people, and in assisting in the implementation of strategies and objectives. Strategic Human Resource Management in the Public Arena focuses on the specific challenges of the public and non-profit sectors. It takes a managerial approach, focusing on how HR practices and processes can be aligned with an organization's strategic objectives, with each chapter structured around implementing or designing an HR process for an organization's unique setting and strategic priorities. Key features:• Puts the reader in the role of a manager.• Recognizes the unique perspective of public sector organizations and the growing research and theory on public sector organizations.• Includes a wealth of practice-based, problem-solving activities.This core textbook is the ideal companion for Undergraduate and Postgraduate students taking modules in SHRM or Public Sector Management.
In a globalised world, the government of India introduced liberalized economic policies in 1990’s. This increased the pressure on the personnel function of Indian domestic companies to prepare and develop their employees, so that they can compete with overseas firms. The field of human resource management is a dynamic discipline. The HRM functions and practices cannot remain static as firms make the adaptation necessary to remain competitive. It is time to innovate and redefine HR practices. The review of academic and research literature is quite revealing with respect to various HR practices. Most of the organizations in India follow the traditional/conservative approach emphasizing the personnel policies even when the staff involved in such activities may call human resource managers. To use a traditional HR model in such firms and focus HRM exclusively on bureaucratic tasks would be inconsistent with these organizational strategies. This research investigates the practices of both strategic HRM and traditional HRM. It also studies what are all the factors contributing to practices and effectiveness of strategic HRM and raditional HRM. This book reports findings of the study.
Human Resource Management holds a key position in any scheme of economic development in any country because the developmental process is the sum total of our productive efforts, guided, managed and executed through our human resource. It is an approach; a point of view a new technique of thinking and a philosophy of management which is concerned not only with managing people but also with solving the human problems of an organization intelligently and equitably and in a manner which ensure that employees potential is properly developed, that maximum satisfaction is desired by them from their work, that the objective of the organization are achieved. In this research work an effort has been made to study Human Resource Management practices in selected Public Sector Banks of Udaipur District in India. The Study is divided in to seven chapters in which main focus is on Human Resource Management practices in public sector banks, It also includes the study of manpower planning recruitment and selection in public sectors banks. The authors feel that the research work would be helpful for academicians, Policy makers and research scholars.
Human resource management practices are applicable in all sectors of both service and production industries.The concept evolved from personnel management.These practices form a basis for the best practices and the best fit.Some scholars have loudly wondered whether human resource management is dead and in a crisis.To this perception we say NO and affirm that it is human resource management which has evolved other concepts like human resource accounting.Academicians and researchers are even suggesting further interrogation of how we should think of coming up with ways of not only managing human resources but more specifically managing knowledge.This would not only involve the various sectors in the economy but also professional bodies,the various government arms and more so the global economy.It the feeling of the authors that more needs to be done so that all and sundry starting from the grass roots get involved.Human resource management should therefore be applied at all levels of the organization.And a thorough analysis should also be done to identify the strengths,weaknesses, opportunities and threats which will serve as a basis for organizational strategic plans.
The central challenge facing Human Resource Management has been always to provide a set of services that make sense in terms of the organization’s strategic plan. These services include innovative recruitment and selection strategies, provision of career development opportunities, competitive salaries and policies that reward superior performers and hold low-performing employees accountable. This book represents a case examining the relationship between strategic Human Resource management's various patterns and practices and organizational performance outcomes in one of the rapidly growing nonprofit organizations in Egypt. Based on results, policy recommendations were suggested for immediate implementation within the Egyptian private, public and nonprofit sectors in order to secure HR management systems those are leveraged strategically to have a significant impact on organizational performance and contribute to creating and sustaining a competitive advantage for the firm.
Human Resource Planning and Development in Biotechnology Businesses is an Industry Study. It covers biotechnology basics, biotechnology business operations and a global review of biotechnology Industry. The Skill sets for biotechnology businesses, job specifications and job descriptions along with various HR practices are described in detail.The study focuses on 20 top biotech companies in Health Care, Agriculture and Industrial.It is useful for students and teachers of Biotechnology Management and industry professionals as a ready reference.
This book has covered all key areas HRM including: Functions, evolution, policies, recruitment and selection, performance management, worker participation in management, employee relations, training and development, salary administration, human resource development, evaluation of HR functions, strategic management, organizational structure, employee benefits, incentive plans, job evaluation, job analysis, job design, employee induction, human resource planning, career management, talent management, directing of human resource, ethics in management, leadership among other areas. This is a must read text book for managers and management scholars
With regard to the dynamic business environment, Human Resource (HR) functions have evolved in building a new role as strategic business partner. As a lot of experts argue that the firm''s people are its important asset, HR functions then should manage human capital in some unique ways and must include such processes as resourcing, learning, computerized HR systems, development, employee relations, reward and recognition. People now expect that HR functions could assist the firm in gaining a competitive advantage by designing a set of HR practices and activities that link with each other and link with the needs of the business, and become customer-focused. As a part of resourcing, staffing also becomes a significant subject. This book, therefore, provides some theoretical and empirical contributions which enrich academic literatures focusing on Human Resource Management areas. Intel corporation and Australian Federal Police are some examples studied within the book. The analysis should help shed some light on this exciting staffing and strategic HRM atmosphere, and should be especially valuable to professionals and academicians in Human Resource Management fields.
An organization’s success largely depends on the resources,working environment, employee-employer relationship, knowledge and skills of the task force and the set core competencies. As global business competition shifts from efficiency to innovation and from enlargement of scale to creation of value, management needs to be oriented towards the strategic use of human resources. Strategic human resource management practices are essential in both large and small companies because they are intended to help organizations meet the needs of their employees while promoting company goals in order to achieve competitive advantage at the same time reducing production costs. Managers need to analyze both internal and external environment where business thrives in order to identify factors that may hamper organizational performance.
This book presents a study that was undertaken by the author to explore the causes of employees turnover from the Human Resource Management perspective. It is a result of a research study on the human resources management practices of Ethiopia's Electric power monopoly in relation to its high amount of professionals voluntary turnover. The book presents the link between human resource management and employees turnover. In doing so, it covers all essential functions of human resource management: human resource planning, recruitment, selection, orientation, and placement, training and development, performance appraisals, empowerment, employees counselling, Reward systems and, Health and safety, labor Relations, and separation. The strategic and operational roles of human resource management are also explained. Thus, in addition to helping understand how turnover issues could be addressed from the human resource management perspective; this book also provides a complete overview of the human resource management functions in a clear and simplified way.
This book focuses on strategic planning and management. The book comprises three parts. The first part looks at the theoretical underpinnings of strategic planning and management. The second part looks at application of strategic planning and management in Zambia. This part gives practical examples of institutions that have applied strategic planning and their experiences in terms of performance and achieving objectives. The third part looks at challenges of applying strategic planning and management in the 21st century. It is a useful book to both students and practitioners in the field of Management.
Secondary schools incorporate strategic planning practices in their management processes but their effect on performance had not been subject to widespread assessment through empirical research. Strategic planning practices are key to improvement of the schools performance. Schools' management team should be trained on strategic management skills to effectively employ strategic planning practices to enhance the schools' performance. This is due to the increasing pressure from the various stakeholders to have schools compete effectively and deliver in the pursuit of knowledge. As a starting point every school should have a strategic plan in place, followed by effective implementation, and monitoring and evaluation.
The research was carried out to gauge the human resource and supply chain management practices, implemented and followed, in the SME sector of Pakistan. SME sector is now in the limelight and Government of Pakistan has taken some serious steps towards the development of this sector. SME policy 2007 is considered as the milestone. Perhaps the SME structure in Pakistan is still fragile and improvements are needed to strengthen this sector. Findings of the study highlighted the level of HR practices and SCM success in SMEs. The integration of these management practices enable SMEs to perform better in the industry and compete in the global markets. This study highlighted the essential HR practices to be carried for better results in supply chain, identified the significant HR functions, and provides a guide for SME owners and managers to utilize their employees in more efficient and effective manner to get the maximum output. The model proposed in this study is designed according to the structure of small and medium sized firms.