Management Accounting and Strategic Human Resource 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.
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 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.
Strategic Human Resource Management provides a concise treatment of the key elements of strategic HRM using an innovative risk-management approach. It emphasizes the importance of the decisions, processes and choices organizations make about managing people and shows how workforce management directly affects strategic organizational outcomes. It provides guidance for managers on how to make better human capital decisions in order to achieve strategic success more effectively. Reflecting an increasing uncertainty in global business, This book also throws light on considering ways of dealing with risk in managing human capital. Numerous examples in every chapter illustrate key points with real business cases from around the world.
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.
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
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]
Marketing and Management Interfaces in the Enactment of Strategic Management Accounting Pr,
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.
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.
This book contains six lecture modules on some contemporary issues in strategic management accounting. These modules are independent of each other and are ordered in a random basis. The topics that are discussed here are:concurrent engineering, quality issues, supply chain management, Just-in-Time, lean manufacturing, target and kaizen costing, performance measurement and knowledge management. Literature on these topics were collected and compiled in these modules.