...current study is intended to provide analysis of the relationships between HRM practices and organizational commitment. These include “manufacturing and human resources fit, behavior and attitude, team activities, interaction facilitation, incentives to meet objectives, training on job skills, training in multiple functions, communication of strategy, feedback on performance. In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance.. Data was analyzed using descriptive statistics to project the respondents’ profiles as well as the general patterns of the variations in the HRM variables and organizational commitment. Correlations and multiple regression, statistic regression analysis were used to explore the relationship between the variables involved in the study. As a result of analysis of the findings from top, middle and, the first-tier managers except for “training on job skills”. It was found that there was a strong and statistically positive significant relationship between other HRM variables and organizational commitment. The findings of the study provide support for the variables concerned and are confirmed by the results of the previous studies. The study of HRM has come a long way in a relatively short period of existence. In a society...
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...To obtain permission, please contact the author of the relevant paper in the first instance or email copyright@brunel.ac.uk with details of your request. The Impact of Saudi Culture on Recruitment and Selection Practices in the Privet Sector in Saudi Arabia By Rajeh T. Albugamy Submitted to BBS Doctoral Symposium Brunel University 4th & 5th March, 2010 -2- Abstract The ultimate goal of recruitment and selection is to hire or get the right people for the right positions, i.e. qualifications; skills and merit are the criteria that should determine who would occupy the job rather than nepotism, favouritism or any other cultural elements (Alghailani, 2005). In Saudi Arabia like the other Arab countries , wasta for example, an Arabic term which means using connections for personal gains, is deeply rooted in the culture and having a big influence on people’s life and business among that obtaining a job depending on the strength of wasta (Hutchings and Weir, 2006). Employees in Saudi Arabia with strong family and tribal connections are often got promoted to higher positions (Mellahi, 2006). According to Al-Awaji (1971), the Saudi social-value system is based on three major subsystems: (1) Religion which is Islam for all Saudis, (2) Family and kinship, (3) Traditions. This research aims to explore the impact of the Saudi cultural factors on the recruitment and selection practices in the privet sector in Saudi Arabia...
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...(mentioned in the reference section) and studies about different range of strategic HRM practices. The findings indicate that a valid set of strategic HRM practices (training, participation, results-oriented appraisals, and internal career opportunities) affect both service performance and financial performance. HRM strategies may be influenced by the decisions taken on strategy (the nature of the business currently and in the future) and by the structure of the enterprise (the manner in which the enterprise is structured or organized to meet its objectives). In an enterprise with effective HRM policies and practices, the decisions on HRM are also strategic decisions influenced by strategy and structure, and by external factors such as trade unions, the labor market situations and the legal systems. In reality most firms do not have such a well thought-out sequential model. But what we are considering here is effective HRM, and thus a model where HRM decisions are as strategic as the decisions on the type of business and structure. This study explores the three important questions in the context of Bangladesh mentioned below: 1. Whether extent of impact of strategic HRM varies from sector to sector within service sector? 2. Whether influence of strategic HRM depends upon the ownership? 3. Is there any difference between private sector and public sector so far as impact of strategic HRM or performance is concerned? A company is known by the people it keeps. Researchers...
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...knowledge in the practical fields, the research report on HUMAN RESOURCR PRACTICE in DEPZ has been conducted. The main focus of the study is Hrm Practices And Firm Performance Recruitment And Selection Performance Appraisal ,Unionisation ,Training And Development ,Compensation ,Hrm Practices to analyze the, to identify the strengths and weaknesses of existing Recruitment and selection Process and suggest some measures for bringing effectiveness in Recruitment and Selection Process. I prepared an overview of “Foreign Direct Investment in Bangladesh” based on secondary data and information. For this specific purpose I collected data and information from various sources like published materials such as the Bangladesh Economic Review, Different articles of Board of Investment (BOI) and Bangladesh Export Processing Zone (BEPZA), Daily Statement of Affairs of different Internet based publication and other books on Foreign Direct Investment in Bangladesh and articles related to Foreign Direct Investment in Bangladesh. I furnished the full contents of the report in eight chapters. I concentrated on arranging and putting the data in such a way that the report progressively anchors to a desired destination of understanding INTRODUCTION Bangladesh, like many other developing economies, is attracting foreign direct investment to accelerate...
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...VISION DEAL GROUP OF COMPANY APPLICATION FORM PERSONAL DETAILS 1. Surname................................................................................................................................... 2. Other name.............................................................................................................................. 3. Sex …...................................................................................................................................... 4. Date of birth …........................................................................................................................ 5. Nationality................................................................................................................................ 6. Religion …............................................................................................................................... 7. Marital status …............................ If Marriage number of Children...................................... 8. Residence ….......................................... Hometown.............................................................. 9. Address …................................................................................................................................ 10. House Address.......................................................................................................................... 11. Telephone Number...
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...Multinationals and their impact on Labour Scene 28 October, 2012 Multinationals and their impact on Labour Scene Table of Contents 1. BACKGROUND ........................................................................................................................... 2 2. PRE AND POST LIBERALIZATION ............................................................................................... 3 3. INDIAN LABOUR LAWS ............................................................................................................. 4 4. PRESENT SCENARIO OF LABOUR AND MNCs IN INDIA ........................................................... 8 5. PERCEPTION OF LABOUR ABOUT MNCs ................................................................................ 10 6. RECOMMENDATIONS .............................................................................................................. 11 7. INTERVIEW WITH INDUSTRY EXPERTS ................................................................................... 13 8. BIBLOGRAPHY.......................................................................................................................... 15 MDI-PGPM-HRM-Term-II Page 1 Multinationals and their impact on Labour Scene BACKGROUND India was predominantly an agricultural economy till Independence in 1947. Even after Independence, the First Five-Year Plan (1951 —56) laid emphasis on agriculture. With the Second FiveYear Plan (1956 — 61) there was a shift towards heavy...
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...Scientific or Closed management, Human Relations or Semi open system, Open System or Contingency system 1.2 Personnel management/ Personnel Manager 1.3 The genesis of Human Resource Management(HRM)/Defining Human Resource Management 1.4 What is ‘Hard’ and ‘Soft’ HRM? 1.5 The Debate between Human Relations(HR) and Human Resource Management(HRM) 1.6 The Human Resource Manager and his role 2.0 Attempting a framework for Human Resource Management(HRM) 2.1 Using HRM as a style, a strategy and an outcome 2.2 Is HRM a restatement of Personnel Management? 2.3 Is HRM a new managerial discipline? 2.4 HRM as a resource-based dimension of management 2.5 The Strategic and international possibilities of HRM 3.0Using some models of HRM to critically assess HRM “Hard” and “Soft” Approaches. 3.1The Harvard Model 3.2The Michigan Model 3.3Guest comparative models 3.4The ‘Choice Model’ and its benefits. 4.0The influence of senior management and their Effectiveness 4.1 policy makers 4.2 senior managers and their frames of reference 4.3 The more effective the better the policies 4.4 The Japanese example 5.0 Conclusion, limitations and proposals 5.1HRM a widespread contemporary, evolving & contingent tool 5.2The ‘softness’ of HRM, “bundles” and performance 5.3 Holistic thinking, right and egalitarian based HRM 1.0Introduction, Perspectives in Management and the genesis of Human Resource Management. Human Resource Management is increasingly considered a contemporary development that continues to reshape...
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...IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE IN NIGERIA: AN EMPIRICAL STUDY OF ECOBANK NIGERIA PLC IN THE LAST FIVE YEARS IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE IN NIGERIA: AN EMPIRICAL STUDY OF ECOBANK NIGERIA PLC IN THE LAST FIVE YEARS FADIORA RICHARD GBOLAHAN MBA HUMAN RESOURCES MANAGEMENT DISSERTATION DEPARTMENT OF MANAGEMENT SCIENCES NATIONAL OPEN UNIVERSITY OF NIGERIA LAGOS NIGERIA E-mail: ricardopsych@yahoo.com Tel: +2348065538913 Abstract This research study examines the impact of human resource management practices on organizational performance in Nigeria focusing on Ecobank Nigeria Plc in the last five years. A total of 50 samples were drawn from the bank population at its corporate head office in Lagos. Out of the 50 self-reported questionnaires administered in this research, 35 were returned upon which the data analyses were based. The primary data collected through questionnaire responses in this research were analyzed using Chi-square statistical techniques. Secondary data were consulted by reviewing Ecobank’s Annual Reports and Financial Statements. Selected HR Metrics such as Revenue Factor, Human Capital Value Added (HCVA), and Human Capital Return on Investment (HCROI) were used to analyze the secondary data respectively. The findings of this research have shown that Ecobank Nigeria Plc has a well-articulated human resource management policies and practices...
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...Multinationals and Their Impact on Labour Scene in India Multinationals and their impact on Labour Scene 28 October, 2012 Multinationals and their impact on Labour Scene Table of Contents 1. BACKGROUND ........................................................................................................................... 2 2. PRE AND POST LIBERALIZATION ............................................................................................... 3 3. INDIAN LABOUR LAWS ............................................................................................................. 4 4. PRESENT SCENARIO OF LABOUR AND MNCs IN INDIA ........................................................... 8 5. PERCEPTION OF LABOUR ABOUT MNCs ................................................................................ 10 6. RECOMMENDATIONS .............................................................................................................. 11 7. INTERVIEW WITH INDUSTRY EXPERTS ................................................................................... 13 8. BIBLOGRAPHY.......................................................................................................................... 15 MDI-PGPM-HRM-Term-II Page 1 Multinationals and their impact on Labour Scene BACKGROUND India was predominantly an agricultural economy till Independence in 1947. Even after Independence, the First Five-Year Plan (1951 —56) laid emphasis on agriculture. With the Second FiveYear...
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...RP Assignment Outline ____________________________________________________________ _______________ Reference System: APA. Primary Question: What are the impacts of the internationalisation of HRM? Thesis statements: Internationalisation effects on the human resource management in different ways .Its has an impact on the level of qualifications, recruitment and the exchange of HRM approaches. Outline: 1. Introduction Draft 1: 2. The internationalisation of HRM. The internationalisation combines with the human resource and form the concept of the internationalisation of HRM (IHRM). Internationalisation effects on the human resource management in different ways .Its has an impact on the level of qualifications, recruitment and the exchange of HRM approaches. 2.1. The internationalisation. The internationalisation refers to the ability of linking and communicating between the state and the social which create the present word system.(Petrella,R,1989.p.64). Internationalisation is, about creating a new set of capabilities that make the company able to use resources on an ideal basis to join differentiated customer demand profitably and cost-competitively without regard for geography. Put more simply, internationalisation is about getting an organisation into a position of doing business in any market it chooses, and doing business is not just about marketing and selling. Looking at globalisation as a process of acquiring and renewing competencies...
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...of internally consistent bundles of HRM strategies/implementation to its overall business strategy and desired performance, to develop critical resources or competencies. This...
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...Resource Defined 3 Strategic HRM Elements 3 Strategic Planning 4 Strategy 4 Strategic HRM and Goals & Objectives 4 SHRM – A tool to achieve organization’s goals and objectives 6 Case Study 7 Company Information 7 Company background 7 Core strategic aims and values 7 Pest Analysis 8 Political Factors 8 Economic Factors 9 Social Factors 9 Technological Factors 9 Employee and human relations 10 Human Relations 10 Key Success Variables 10 Employee Relations 10 Key Success Variables 11 Global market value and competitive advantage 11 Internal & external customer satisfaction 11 Key Success Variables 12 Conclusion 12 List of Figures Figure 1: Strategic Human Resource Management Model 6 Figure 2: Traditional HR versus Strategic HR 7 Figure 3: Pest Model 9 Introduction In the current global business environment, the role of HR cannot be neglected. HR consideration is equally important as the knowledge economy expects from their workforce to share their contribution in building the structure of the ideas for the benefits of organization as a whole and at the same time support in compliance of its strategy. HR competent people working in an organization set the benchmark in value additions for the business activities that are undertaken in return to have the desired achievements of goals and objectives. Hence it has been pretty crucial to acquaint with the dynamic HR changes that are happening in an economy. The effective HRM atmosphere is vital to ensure...
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...role? 4. INTRODUCTION There has been a dramatic shift in the role of human resource management (HRM) in recent decades. Traditionally, the HR function has been viewed as primarily administrative, focusing on the level of the individual employee, the individual job, and the individual practice (Becker, Huselid, and Ulrich, 2001), with the basic premise that improvements in individual employee performance will automatically enhance organizational performance. In the 1990s, an emphasis on strategy and the importance of HR systems began to emerge. Both researchers and practitioners began to recognize the impact of aligning HR practices with organizational strategy. HR has now emerged as a strategic paradigm in which individual HR functions, such as recruitment, selection, training, compensation, and performance appraisal, are closely aligned with each other and also with the overall strategy of the organization. This new approach of managing human resources has introduced a more strategic role of HRM in an organization. Globalizations, technological advance, changes in the nature of work, changes in workforce demographics are the factors that demand more strategic role of HRM in management. In order to play a more strategic role as a HR manager you need to involve in many tasks like creating strategy execution role, creating formulation execution role, creating a strategic HRM system, creating high-performance-work system, translating strategy into HR policy & practice, and...
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...ABSTRACT The practice of Human Resource Management must be viewed through the prism of overall strategic goals for the organization. The idea here is to implement a holistic perception towards HRM that ensures that there are no piecemeal strategies and the HRM policy enmeshes itself fully with those of the organizational goals. For example, if the training needs of the employees are simply met with obligatory trainings on collection topics, the firm stands to lose not only from the time that the employees spend in training but also a loss of direction. Hence, the organization that takes its HRM policies seriously will ensure that training is based on focused and topical methods. This studyanalyzed the impact of human resource management practices to organizational effectiveness ofcompaniesat the First Cavite Industrial Estates, Inc. (FCIE). It sought to find out the relationship, if there is any, between Human Resource Management Practices and Organizational Effectiveness. The researcher used the Descriptive Method by gathering relevant information thatdescribed the nature of a situation as it existed at the time of the study and explored the causes of a particular observation. Descriptive Statistics was also used along with Pearson Product- Moment Correlation Coefficient (PMCC) to look into the relationship between each practice of Human Resource Management in relation to the indicators of Organizational Effectiveness. In identifying practices and effectiveness, the researcher...
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...be rightly and appropriately encouraged and motivated. Significantly, these days careful management of this important resource calls for a strategic focus on Human Resource Management (HRM) in the organization. Previous research on HRM widely accepted that employees create an important source of competitive advantage for firms (Barney, 1991; Pfeffer 1994). As a result, it is important that a firm adopt HRM practices that make best use of its employees. This trend has led to increased interest in the impact of HRM on organizational performance, and a number of studies have found a positive relationship between so-called “high-performance work practices” (Huselid, 1995) and different measures of company performance. Furthermore, there is some empirical support for the hypothesis that firms, which align their HRM practices with their business strategy, will achieve superior outcomes (Bae & Lawler, 1999). However, a review of the literature indicates a serious lack of large-sample empirical studies designed to investigate whether extensive use of “high-performance” HRM practices and a good alignment between HRM and firm strategy have positive effects on the performance of multinational companies located in developing countries in Asia, except Malaysia. Moreover, research in the area of strategic HRM has been almost exclusively carried out in the Western world. To fill some of the voids in the...
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