...Therefore, in order to enhance the importance of relation the development of organizational commitment needs effective human resource management practices. The 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...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/2051-6614.htm Human resource management and organizational effectiveness: yesterday and today Randall Schuler and Susan E. Jackson School of Management and Labor Relations, Rutgers University, New Jersey, USA and Lancaster University Management School, Lancaster, UK Abstract Purpose – The purpose of the paper is to describe how the understanding of the relationship between human resource management (HRM) and organizational effectiveness (OE) has evolved during the past three decades and to provide examples how firms are using HRM to improve their OE today by addressing several challenges that result from a broader stakeholder model. Design/methodology/approach – This paper reviews the past and current work on the relationship between HRM and OE. Findings – This findings indicate that the relationship between HRM and OE is very different when comparing the past with the current work on the relationship between HRM and OE. A major reason for this is the current work on OE uses the multiple stakeholder model that accounts for many more stakeholders than the past work. Practical implications – Human resource (HR) professionals have the opportunity to demonstrate many ways by which HRM can influence OE, and not just solely on the basis of firm profitability. Thus the use of the multiple stakeholder model today offers the HR professional and the HR profession many more opportunities...
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...research attention has been paid providing empirical evidence in support of them. This study investigates the relationships between HR practices, human resources management (HRM) - firm strategy fit and the firm performance of 63 small and medium sized firms located around Kocaeli and Gebze from both theoretical and empirical perspective. The findings indicate a strong relationship between different HR practices and HRM-firm strategy fit and firm performance. Further, the results provide support for the assertion that HR-firm strategy fit can significantly assist a firm in improving performance. Therefore, empirical support is obtained for the efforts at aligning HRM practices with firm strategy and firm performance. (recruitment, development, etc.) share the same basic character and play a similar kind of role in relation to strategic management (Luoma, 2000: 771). Effective HRM strategy systematically organizes all individual HRM measures to directly influence employee attitude and behavior in a way that leads business to achieve its competitive strategy. (Huang, 2001: 134). In view of the fact that the goals and necessities of each of the competitive strategy types are different, the management of the human resources of the firm should be in line with the firm's overall strategy. This means that HRM carries the promise that if people are regarded and managed as strategic resources, the firm can obtain a competitive advantage and thus achieve superior performance (Heijltjesa...
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...The theory, research, and practice of Human Resource Management (HRM) has evolved considerably over the past century, and experienced a major transformation in form and function primarily within the past two decades. Driven by a number of significant internal and external environmental forces, HRM has progressed from a largely maintenance function, with little if any bottom line impact, to what many scholars and practitioners today regard as the source of sustained competitive advantage for organizations operating in a global economy. In this 25th anniversary Yearly Review issue, we conduct a less comprehensive and more focused review of the field of HRM. In doing so, we attempt to articulate some key concepts and issues that can be productively integrated with HRM to provide some interesting and important directions for future work, and consider ways to bridge the gap between the science and practice of HRM. © 1999 Elsevier Science Inc. All rights reserved. This 1999 Yearly Review marks the 25th anniversary of the Journal of Management, and indeed, over this quarter century, the organizational sciences have witnessed an evolution of this journal from start-up phase to its present status as one of the well-respected publications in the field. It is on this auspicious occasion that we take the opportunity to review the evolution, developments, and directions in the field of Human Resource Management (HRM). If we target the Direct all correspondence to: Gerald R....
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...History of HRM * Scientific Management * Science, not rule of thumb * Harmony, not discord * Cooperation, not individualism * Maximum output, not restricted output * 1920s - appearance of first personnel department * Personnel administrators were called welfare secretaries * 1924-1933 * Human relations movement * Incorporated human factors into work * 1960s * Integration to organizational behavior HRM according to Peter Drucker * Partly a file clerk’s job * Partly a housekeeping job * Partly a social worker’s job * Partly firefighting, heading off union trouble Strategic Importance of HRM Strategic Importance of HRM (application of key concepts) * Analyzing and solving problems from a profit oriented, not just a service oriented point of view; * Assessing and interpreting costs or benefits of such HRM issues as: * Productivity _ Absenteeism * Salaries and benefits _ Overseas relocation * Recruitment - Layoffs * Training - Meeting and attitude surveys * Using planning models that include realistic, challenging, specific, and meaningful goals; * Preparing reports on HRM solutions to problems encountered by the firm; and * Training the human resource staff and emphasizing the importance of HRM and the importance contributing to the firm’s profits HRM and Organizational Effectiveness Three...
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...MBA – II WINTER 2011 COURSE: HUMAN RESOURCE MANAGEMENT (MGT 604) INSTRUCTOR: PROF. F. A. FAREEDY TEACHING ASSOCIATE: HAADIAH QAISER SYLLABUS 1. Case Study Method: How to prepare and present a case analysis. Why to do case studies? Traditional/Lecture approach versus the Case Method, Oral Presentations and Preparing a Written Case Analysis. Constructing Visual Aids and Answering Questions. 2. Introduction to Human Resource Management: Human Resource Management at Work. The changing environment and role of HRM. The Human Resource Managers’ Proficiencies. 3. Strategic Human Resource Management: The HR Scorecard: The Strategic Management Process. Human Resource Management’s Role in Creating Competitive Advantage. Human Resource Management’s Strategic Roles. Creating the Strategic HRM System. 4. A Review of concepts in Organizational Behavior: Motivation. Communication. Leadership. Management and corporate culture. 5. Recruitment and Placement: Job Analysis. Job Specification. Job Description. Human Resource Planning and Recruiting. Planning and Forecasting. Recruiting a more Diverse Workforce. 6. Employee Testing and Selection: Interviewing Candidates. Designing and conducting an effective interview. Structured and Unstructured Interviews. 7. Training and Development: Training and Developing Employees. Management Development systems and programs. 8. Performance Management and Appraisal: Appraising Performance; Problems and Solutions. Managing...
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...professionals with their empirical results. The present paper makes a critical analysis of such literature and adds value to the concept. Although such strong relationship exists, the mediating or intervening variable in the process was not dealt with. This review based work identifies the intervening variable and provides a convincing evidence and explanation to the linkage process. The theoretical background for a new direction in the HR-performance linkage research is put forth to the researchers associated in this field. Keywords: Human Resource Practices, Organizational Performance, Organizational Commitment. 1. Introduction Today across the globe, it is widely accepted that organization success depends on its people. It is clear that human capital and intellect drive business growth. Over the years, the profession of HR has developed around the assumption that human resource practices directly affect organizational performance. Their role is evolving with the change in competitive market environment and the realization that HR must play a strategic role in the success of the organization. If HR wants to play a strategic role in organizations it needs to develop its ability to measure how human capital decisions affect the...
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...Discuss the potential influence of an organization’s culture on the ability of organizations to obtain positive HRM outcomes in the area of employee motivation and engagement and consider how such outcomes may be potentially improved. Name Institution Date Executive summary Organizational culture is increasing becoming important in achieving positive outcomes in the HRM function and particularly in the areas of employee motivation and engagement. The organizations are coming to the realization that the organizational culture and the HRM functions cannot be taken in isolations as the culture plays a big role when it comes to the implementation of the Human resource management policies. This paper discusses the potential influences of the organization’s culture on the ability of the organization to obtain HRM outcomes drawing on theoretical and practical examples of the contemporary organizations (Gerhart & Fang, 2005). The paper discusses how these outcomes can be potentially improved by the organization through ensuring they adopt the organizational culture that engages employees and motivates them in undertaking their duties and responsibilities. Introduction The human resource management functions is one of the most important in the organization as it is tasked with attracting, retaining, motivating developing as well as using human capital in a company. Of the many functions of the HR the employee motivation and engagement are important as they can determine how best...
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...This article was downloaded by: [Academy of Management] On: 11 February 2014, At: 16:20 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK The Academy of Management Annals Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rama20 An Aspirational Framework for Strategic Human Resource Management Susan E. Jackson , Randall S. Schuler & Kaifeng Jiang a b a a School of Management and Labor Relations, Rutgers University b Mendoza College of Business, University of Notre Dame Accepted author version posted online: 04 Dec 2013.Published online: 04 Dec 2013. To cite this article: Susan E. Jackson, Randall S. Schuler & Kaifeng Jiang (2014) An Aspirational Framework for Strategic Human Resource Management, The Academy of Management Annals, 8:1, 1-56, DOI: 10.1080/19416520.2014.872335 To link to this article: http://dx.doi.org/10.1080/19416520.2014.872335 PLEASE SCROLL DOWN FOR ARTICLE Taylor & Francis makes every effort to ensure the accuracy of all the information (the “Content”) contained in the publications on our platform. However, Taylor & Francis, our agents, and our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views...
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...Assignment #1 Ethical Issues in HRM Strategies You have just been hired to consult with a new client organization. This organization is similar to others for whom you have served in an HRM consulting role and experiences many of the same problems and situations that the other organizations have had. You have a wealth of knowledge about other organizations’ HRM strategies. Describe your approach to this new client in terms of relying upon knowledge you have gained working with other similar situation. 1. Identify the issues of overlap in the new client organization with others that you have had as client. 2. Explain the ethical dilemma(s) that may arise if you use your expert knowledge of other organizational HRM strategies with the new client. 3. Discuss your approach to customizing HRM strategy to business strategies. 4. Emphasize the importance of establishing HRM strategies to improve a competitive advantage. Issues of overlap in a new client organization. According to Stewart & Brown (2012) good human resource management practices help successful organizations meet the needs of their employees, customers owners and society. .A company must have a strategic plan to for dealing with important changes that are likely to occur both in the marketplace and among its workforce. Employee productivity increases when organizations hire and motivate employees effectively. Good human resource practices create more satisfied employees who in turn...
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...HUMAN RESOURCE MANAGEMENT PRACTICES AND ORGANIZATIONAL COMMITMENT AND INTENTION TO LEAVE: THE MEDIATING ROLE OF PERCEIVED ORGANIZATIONAL SUPPORT AND PSYCHOLOGICAL CONTRACTS A Thesis presented to The Faculty of the Graduate School At the University of Missouri-Columbia In Partial Fulfillment of the Requirements for the Degree Master of Science by PRIYANKO GUCHAIT Dr. Seonghee Cho, Thesis Advisor AUGUST 2007 The undersigned, appointed by the dean of the Graduate School, have examined the thesis entitled HUMAN RESOURCE MANAGEMENT PRACTICES, ORGANIZATIONAL COMMITMENT AND INTENTION TO LEAVE: THE MEDIATING ROLE OF PERCEIVED ORGANIZATIONAL SUPPORT AND PSYCHOLOGICAL CONTRACTS presented by Priyanko Guchait a candidate for the degree of master of science, and hereby certify that, in their opinion, it is worthy of acceptance. Dr. Seonghee Cho, Food Science (HRM) Dr. Dae-Young Kim, Food Science (HRM) Dr. Robert Torres, Agricultural Education ACKNOWLEDGEMENTS The thesis could not have been completed without the support of many people who are gratefully acknowledged herein. First of all, I would like to express my sincere gratitude and appreciation to my Committee Chair and Advisor, Dr. Seonghee Cho, for her guidance and support throughout the completion of this thesis and my study at University of MissouriColumbia. Without her mentorship I would not have been able to undertake this thesis and my education at University of Missouri-Columbia. I would also like to...
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...THE POWER OF EDUCATION phoenix.edu Bachelor of Science in Business with a Concentration in Human Resource Management The Bachelor of Science in Business (BSB) undergraduate degree program is designed to prepare graduates with the requisite knowledge, skills, and values to effectively apply various business principles and tools in an organizational setting. The BSB foundation is designed to bridge the gap between theory and practical application, while examining the areas of accounting, critical thinking and decision-making, finance, business law, management, marketing, organizational behavior, research and evaluation, and technology. Students are required to demonstrate a comprehensive understanding of the undergraduate business curricula through an integrated topics course. The Human Resource Management Concentration helps students develop an understanding of the fundamentals of human resource management and its strategic relevance in business. The concentration addresses the legal and ethical components of the decision making process involved in the human resources environment. The Human Resource Management Concentration introduces students to the basic concepts of human resource management, and allows further study in the areas of employment law, risk management, recruitment and selection of employees, international HR, change management, compensation and benefits, employee development, and performance management. Students will also develop an understanding of the critical...
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...Human capital is classified under 3 categories- Intellectual capital, Social capital and Emotional capital. Intellectual capital consists of specialized knowledge, tacit knowledge and skills, cognitive complexity and learning capacity. Social capital is made up of network of relationships, sociability and trustworthiness. Emotional capital consists of self confidence, ambition and courage, risk bearing ability and resilience.” – Sumantra Ghosal. Human Resource Management (HRM) Meaning: HRM is a process of making the efficient and effective use of Human Resources so that the set goals are achieved. Definition: “Personnel management or say Human Resource Management is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and social objectives are accomplished.” –Flippo. Differences b/w Personnel Management and Human Resource Management Dimensions | PM | HRM | Nature of relations | Pluralist | Unitarist or Neo-Unitarist | Perception of conflict | Conflict is institutionalized | Conflict is Pathological | Contract | Emphasis on compliance | Beyond contract-commitment | Role of procedures | Rules dominated | Culture and values dominated | Planning perspective | Ad hoc, reactive | Integrated, pro active | Acceptability of Unions | Acceptable | Not desirable | Level of trust | Low | High | Key relation | Labor...
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...resource managers through several of theorists and management theories to achieve their goal and benefit the organisation in order to bring profitability. Human Resource Management (HRM) In simple and short form Human resource management is the process of hiring and developing employees so that they can become more valuable to the organisation. HRM is also strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organisation’s goals and objectives. HRM is moving away from traditional personnel, administration, and transactional roles. Now HRM is expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and culture. Developments in the field of HRM are well documented (see Sisson and Storey, 2000). The history of HRM goes back as far as the 1950s. This was succeeded by the ‘Behavioural science movement’ in the 1960s headed by Maslow, Argyris and Herzberg. These theorists argued for a better quality of working life for workers. The last 25 years or so there has been a rapid development in the field of HRM, which are an outcome of a number of factors such as globalisation, growing competition and realisation about the importance of HRM’s contribution towards organisations performance...
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...IIBM Institute of Business Management Examination Paper Human Resource Management Subject Code-B102 Section A: Objective Type & Short Questions Part One Multiple Choices: 1. It is a cultural attitude marked by the tendency to regard one’s own culture as superior to others a. Geocentrism b. Polycentrism c. Ethnocentrism d. Egocentrism 2. It is the systemic study of job requirements & those factors that influence the performance of those job requirements a. Job analysis b. Job rotation c. Job circulation d. Job description 3. This Act provides an assistance for minimum statutory wages for scheduled employment a. Payment of Wages Act, 1936 b. Minimum Wages Act, 1948 c. Factories Act, 1948 d. Payment of Gratuity act, 1972 4. __________ is the actual posting of an employee to a specific job a. Induction b. Placement c. Attrition d. None 5. Broadening an individual’s knowledge, skills & abilities for future responsibilities is known as a. Training b. Development c. Education d. Mentoring 6. Change that is designed and implemented in an orderly and timely fashion in anticipation of future events a. Planned change b. Technology change c. Structural change d. None 7. It is a process for setting goals and monitoring progress towards achieving those goals a. Performance appraisal b. Performance gap c. Performance factor d. Performance...
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