2a INTRODUCTION The main purpose of the article is to identify the impact of Human Resource Management (HRM) practices on organizational performance. To understand how, the following specific objectives are considered: i. Review of strategic HRM and its benefits to the organization. ii. Provision of key insights with regard to the implementation of HRM practices on employee's performance, ability and behavior.
Globalization has increased the level of cross border activities. It is expanding rapidly and this makes it important for MNCs to manage its human resource management. HR is responsible to analyze and manage the human resource needs of organization in such a way that it can achieve its strategic goals (Hellriegel, Jackson, Slocum and Staude, 2009).HRM is a planned approach to make people perform effectively. It creates an open, flexible and caring management style so that staff can give their best (Michael C. C. SZE1, 995). HRM has to adapt to local conditions the most as compared to other management functions because it is highly dependent on local labour market.
Human Resources Management (HRM) can be defined as a strategic and coherent approach to the management of the organization 's most valuable asset: the people working there who individually and collectively contribute to the objectives of the organization. The main features of HRM are: - Meeting the need for a strategic approach to human resources management that aligns the organization 's activities for the implementation of the strategic objectives; - The application of a comprehensive and coherent approach to the provision of mutual support of theoretical methods and practices of employment through the development of an integrated theory and practice of the Czech Republic; - The achievement of the commitment to the mission and values of the
These employees are also central to creating sustainable firms. However, majority fail to involve them along with the HR department to drive sustainability initiatives. The best practice to impact the bottom line is to firstly find what the firms revenue and vision; and then come-up with the HR solutions to make it a reality. Therefore, organizations that are using sustainability to make stronger the basic HR functions to win the battle for the right candidates, motivate employees, performance appraisals and well as wellness and health, workplace communication and much more. “In this process of change, the leaders of GE’s human resource (HR) function have played a crucial role.
In words of Taylor(2008) Human Resource Management is the range of people management functions, process and activities which involve more than one national context. These policies and practices are considered as human resource aspects of management position, including such issues as recruitment, screening, training, rewarding and appraisal which I mentioned above. When it comes to the BMW company, BMW is the basically German car company with rich experience in the field of comfortable and cutting-edge cars. The company was founded in 1981. The BMW cars company spends more money on its human inputs to add value and its big contribution of human resources also makes some advantage of the company.
Moreover there are many challenges linked with HRM. The HR managers are responsible to look up to the individual departments and make obvious the inevitability and worth of their functions to the organization. The advancement in the high-tech world is also a challenge for the HUMAN RESOURSE MANGEMENT (HRM). Ethics is also important in the human resource management ethics means a sense of fairness . Being Ethical is a idea that examines the moral rightful or a wrongful act of a certain circumstances.
So HRM is a complex methodology. John Bratton and Gold defined HRM as “that portion of the management procedure that focuses in the management of persons in work organizations. HRM highlights that workers are critical to attaining sustainable competitive advantage, that HR practices must to be combined with the corporate strategy, & that HR experts help organizational supervisors to meet both equity objectives and efficiency. One model that displays the relationship among HRM actions and organizational policy or strategy more obviously than most was established by David Guest in 1997. The crucial impression of his model is that HRM practices should be planned to produce
A challenge that has emerged with respect to the development of these systems for the management of the HRM function internationally is that nations have different standards for the various functions – recruitment, selection, training, performance appraisal, and compensation – in a firm’s HRM systems. These different standards can be reflected in local employees’ expectations for the job conditions under which they might work and in the adaptations a firm must make in compensation and performance appraisal, for example, when assigning a manager to an international position. The different standards emerge in perceptions of equity and fairness in a multinational firm as its HRM systems will inevitably involve a comparison with other organizations
Human Resources Management in the Hospitality Industry has been thoroughly developed. HRM department is called to lead employee-related activities that may be crucial for the long-term success of the organization.As an administrator of a hospitality industry the most valuable asset is human resource management. HRM is extremely important for managers of hospitality industry to be well qualified as well as staffing and collection, training, recruitment,discipline, and security protection which they will be personally intended to make vital decisions. An HRM needs to advocate a diverse workforce by making diversity evident at all managerial levels.Otherwise, employees will discriminatethat there is no future for them in the company. As the HR Manager, it is applicable to demonstrate respect for diversity issues and promote clear and positive responses to them.
1. Introduction 1.1 According to (Coase 1937), ‘Management’ can be defined as the art and science of coordinating activities within a firm, via a process of managerial decision-making, including areas such as finance, operations, sales and marketing, and human resources. HR management (HRM) can in turn be defined as: ‘The process of analysing and managing an organisation’s human resource needs to ensure satisfaction of its strategic objectives’ (Hellriegel, Jackson, Slocum and Staude, 2009) and ‘The policies and practices involved in carrying out the “people” or human resources aspects of a management position, including recruitment, screening, training and appraising’ (Dessler, 2007). Important themes to note in these definitions, which will