HR and Performance

International Journal of Training and Development, 2010

Since the decade of 1990s all businesses across the world have been experiencing a degree of managerial revolution. As such, theories and practical considerations that have been guiding the design and implementation of business strategy have been transformed to accommodate global changes. describes the end of work as the result of the technological revolution that takes place in the 21st century. Globalization has played a significant role in the changing nature of organizations and their impact in the relationships that an individual has with employing organizations (frequent jobs/career moves, short-term employment contracts, different working patterns, cultural considerations within employees' interactions and many more) . The notion of modern organizations is flexibility, quality consciousness, customer orientation and improvement of their performance to remain competitive .

RED’SHINE PUBLICATION PVT. LTD., 2023

SYLLABUS UNIT NO. CONTENTS 1 STRATEGIC HUMAN RESOURCE MANAGEMENT: • Concept and Aims of Strategic Human Resource Management • Models of Strategic HRM • Strategic HRM and the Resource • Strategic role of HR function • Aspects of Alignment between business strategies and HR strategies. 2 FUNCTIONAL STRATEGIC HUMAN RESOURCE STRATEGIES: • Employee resourcing strategy • Strategies for Managing Performance • Strategic Human Resource Development • Reward and Compensation Strategy • Employee relations Strategy. 3 STRATEGIC HRM AND STRATEGIC CHANGE: • Strategic HR issues and role of HR in the context of Change • Culture Management • Total Quality Management • Knowledge Management • Merger and Acquisition • HR perspective of Corporate Governance. 4 EVALUATING AND MEASURING THE IMPACT OF STRATEGIC HRM: • Overview and Approaches • Quantitative and Qualitative Criteria • Balanced scorecard and HR Scorecard Perspective • Evaluating strategic contribution of Traditional areas • Strategic contribution of HRM to organizational success. UNIT NO. CONTENTS 5 HUMAN RESOURCE STRATEGY AND THE DYNAMICS OF INDUSTRY: • Strategic HRM for specific business situations • Talent Management • Knowledge Management with special reference to HRM practice in Knowledge based Industry • Strategic HR Issues vs. Emerging Organizational Forms • Corporate HR Strategy in the Global Economy.

Human Resource Management Journal, 2005

Research into how HR contributes to organisational performance is plentiful yet plagued by challenges. Alongside the 'black box' issue between HRM and performance, the time-lag effect and the range of performance indicators applied, the role of the HR department in this relationship is critical although often ignored. A longitudinal case study is presented here that focuses particularly on this issue, and shows a complex picture of improving HR department importance alongside high-level financial performance, but declining employee commitment and morale. The article suggests that the tensions between the rhetoric of HRM strategy, the grim reality of the employee experience and a lack of focus on human capital meant the outstanding financial performance was not sustainable in the longer term. The inherent conflict in serving both management and employees in process-and peopleorientated roles is highlighted.

A CIP record for this book is available from the British Library. ISBN 0 7494 4631 5

Journal of Organizational Effectiveness: People and Performance, 2016

Purpose – The dominant focus of HRM research has been that of “strategic HRM”, that is a focus on the impact of HRM on firm performance. The authors argue that not only are the cumulative results of this “dominant research orthodoxy” disappointing in terms of their external validity, but also they are of limited practical value. Further, it has failed not only in terms of its narrow firm performance-oriented agenda, but also the tenets of its agenda have contributed to serious levels of employee dissatisfaction and to the failure to deal with pressing global issues. The paper aims to discuss these issues. Design/methodology/approach – In order to assess the contribution of the dominant research orthodoxy the authors analyse the 16 most cited journal articles in the field of HRM. Findings – The authors find a predominance of US-centric studies and therefore a questionable cross-national generalizability of the dominant research orthodoxy. The use of cross-sectional data means that lo...