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.
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.
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.
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]
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.
The study was about human resource management policies and performance in the public sector. It was based on a case study of Uganda National Bureau of Standards (UNBS). The objectives of the study were: to establish how, human resource recruitment, staff training and development, staff promotion is managed in UNBS. A sample of 80 respondents working in UNBS was used. Qualitative and quantitative methodology was used in the study. The questionnaire, interview, and documentary review were the major tools of data collection. In testing the hypothesized relationship, a number of approaches to data analyses were employed like; descriptive statistics, Pearson product moment, multiple regression analysis, and analysis of variance (ANOVA). Cronbach alpha was used to determine the reliability of instruments. The findings revealed that UNBS has a fair recruitment policy that has enabled the improvement of its performance. It is however evident that inadequate staff training, development programs and lack of promotion affects the performance of staff. Based on the findings of the study, the researcher recommended better recruitment, staff promotion, development and training programs.
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.
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.
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.
Oil and gas being the most important source of energy is considered the life line of any economy. It’s profitable and hassle free operations are of major importance to the economic growth of the country. Today the sector is at turning point. On one hand the demand for oil and gas is constantly increasing and on the other hand there are certain issues (such as green house gas emission and climate change, pricing, security of supply and constantly increasing budgets of exploration and production) that are pressing the industry severely. But high on the list are the work force related issues.The challenge for them is to develop rigorous talent management system which will ensure the availability of the right people for the industry and create high performance work system to enhance productivity and profitability. The present study aims at finding out that how the firms in oil and gas industry in India find and nurture value added human resource, how do they define high performance work system and to what extent talent management has a significant impact on creativity and innovativeness, competence development, career development, motivation and commitment and employee flexibility.
Increasingly, researchers in the field of Strategic Human Resource Management (SHRM) are being called upon to provide insight into how the human resources of the firm contribute to competitive advantage. This work attempts to assess the complexities of the SHRM variables–SHRM effectiveness relationship by proposing and testing a model in which HR competencies play a mediating role. Literature review traces the evolution of SHRM; schools of thought, theories and models in SHRM; the measurement of organizational effectiveness and HR competencies. Numerous studies are cited, current approaches to SHRM in the global and the Indian contexts are enumerated, and a critical review is provided. Practice of SHRM in Indian scenario is identified by comparing, Indian organizations with foreign organization located in India. Description of data analyses and the results constitute the descriptive statistics, ANOVA for variables, multiple discriminant analysis of SHRM variables, multiple regressions, and path analysis to prove the combined effects of all the variables in the SHRM-effectiveness model. This book opens up new dialogues for theorists as well as practitioners on effectiveness of SHRM.
Having carried out the analysis and findings stated above, the author has come up with recommendations that will go a long way in helping organization to not only to understand the issues discovered but also to decide to implement and use IS/IT in SHRM: Effective development and implementation of an HR strategy requires HR professionals who are conversant in finance, negotiation, change management, and the overall operations of the organization (Bhagria, A. 2010). The organization should invest to its employees the knowledge of HR strategy to become professionals who will help to develop and implement it. Since this HR strategy needs to align with technology, the institute should also give priorities to the IS/IT issues. That is to say, attention should be paid to both HR strategy and IS/IT as well because they must go hand by hand.
Management Accounting and Strategic Human Resource Management,