Impact Of Human Resource Performance
Organizations have increasingly recognised the potential for their people to be a source of competitive advantage. Creating competitive advantage through people requires careful attention to the practices that best leverage their assets.
This change in the mindset of executive decision-makers has spurred an increasing body of academic research attempting to reveal the effect of organisation’s HRM practices and its performance. The successful human resource practices that may increase performance in different areas such as capacity building, quality and financial performance.
Human resource is one of most important components of an organization. The effective utilization of human resource paves the path to achieve organizational goals and ultimately
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Behavior and attitudes enables business firms to acquire the appropriate human resources in line with its aims and objectives (Huselid, 1995). Recruitment and selection is attracting and selecting favorable people to serve in an organization. Dowling, Schuler and Welch (1994) define this process as „searching for and obtaining potential job candidates in sufficient numbers and quality so that the organization can select the most appropriate people to fill its job needs‟.
According to Karpin (1995), there are nine strategies that qualify for the best practice in an academic recruitment and selection; a detailed information package, the salary package and appointment specification, the recruitment methods, the composition of selection committee, a detailed timetable for selection, decisions on selection methods, individuals' subsequent performance appraisal, trained recruiters and the process
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However those firms that have learnt how to manage their human resources well would have an edge over others for a long time to come because acquiring and deploying human resources effectively is cumbersome and takes much longer (Wright and Snell, 1998).
The effective management of human resources requires sound human resource management systems. San Francisco (2004) defines HRM as a distinctive approach to employment management which seeks to obtain competitive advantage developed showing how HRM practices leads to overall corporate performance.
The impact of human resource management (HRM) practices popularly known as HR practices on organizational development/performance and employee attitudes has been a leading area of research in the developed world for years (Delaney 2007). But surprisingly, very limited number of studies have been conducted on HR practices in the context of developing countries in general (Pfeffer 2005) and Nigeria in particular (Mahmood,
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