people effectively and efficiently. Regarding this new challenge of HRM, this paper strives to identify whether the HRM can be considered as a source of competitive advantage of the firms or not? Finally the result of this study highlights the value of human resources (HR) and its strategic activities which have an influence on organizations performance and competitive abilities. 1. Introduction The term ‘human resource management’ (HRM) is simply the reflection of three words that does not
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a more strategic 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
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personal values of the workforce, emergence of the knowledge economy and increasing global competition have created enormous challenges on organizations. To cope with the challenges efficiently, human resource has been considered as one of the most important factors in today’s hypercompetitive market place. The focus of this study is to gain an insight into the current HRM practices and its impact on employee’s satisfaction on the private banking sector in Bangladesh. For conducting this research
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THE CHALLENGES OF GLOBALIZATION AND THE ROLE OF HUMAN RESOURCES. Muhammad Aminu Bawa (1) Dr Juhary Ali (2) ABSTRACT The current financial crisis, which has engulfed East Asia since July 1997 and has subsequently spread to Russia and Brazil, is one of the most pressing challenges facing countries and businesses in today's global business environment. Globalization represents the structural making of the world characterized by the free flow of technology and human resources across national
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calls for a switch from labor intensive to more capital-intensive methods of production, and thus requires organizations to remove surplus labor and generate new sustainable employment systems. In the new economic environment, there are additional challenges relating to the need to increase productivity, reduce costs, improve quality, reduce voluntary and involuntary absenteeism, and cope with the subsequent de-skilling, re-skilling and multi-skilling problems and career development issues. In this
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of human resources management (HRM) is changing in business, especially in international business. Before considered a support function, HRM is now becoming a strategic partner in helping a global company achieve its goals. As Helen Bloom wrote in a recent article in Strategy and Business magazine, the strategic approach to HRM—strategic human resources management (SHRM)An organizational approach to human resources management (HRM) with a concern for the effects of HRM practices on firm performance
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remaining are unemployed. (Coltart 2008). Doctors, Nurses, Engineers, Teachers and other professionals have left the country for greener pastures, leaving behind a shortage of qualified professionals. Skills flight is a threat and adversely affects HRM since it results in skills shortage. The
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HRM ESSAY HOW IS HRM INFLUENCING IN A COMPETITIVE WORLD BY MARIA MEMON BBA 5C SUBMITTED TO:MS SALEHA HAROON "In a global competitive world, you gotta win. When you win, you give back." ~ Jack Welch~ Human Resource management or the personnel management, in a sense means getting things done by its people. It is an essential role that is eventually played by every manager. HRM is basically about how one manage its people in a effective way in order to gain more productivity and HR means
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organisational setting that defends long-term development as well as routines and interorganisational coordination (Sydow, et al., 2004). Therefore, in the context of a construction organisation a tension or conflict can occur between soft and hard HRM systems and logics. In a construction project, people are employed by the main contractor or developer and not by individual projects. This would imply that the relationship between employees and the organisation would go beyond the time period of a
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companies face three major competitive challenges: global, sustainability, and technological. In order to meet these competitive challenges, companies must develop practices in several areas including; managing the human resource environment, acquiring and preparing human resources, assessment and development of human resources, and compensating human resources. These four areas are referred to as HRM (human resource management) practice areas. Of the four HRM practice areas, the most significant
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