PERSONNEL MANAGEMENT

Personnel Management

Personnel Management

Introduction

The field of strategic human resource management (HRM) has been defined as 'the pattern of planned human resource deployments and activities intended to enable an organization achieve its goals', or 'organizational systems designed to achieve competitive advantage through people'. Both definitions reinforce the notion that HRM practices create valuable resources within the firm that are capable of producing competitive advantage through people. Indeed, more than two decades of research has accumulated a vast body of knowledge which suggests that HRM practices that impact the motivation, knowledge, skills, and behaviours of employees lead to better employee, organizational, and financial outcomes (Townley, 1994, pp. 18).

In order to explain such linkages between HRM practices and various dimensions of organizational effectiveness, strategic HRM researchers have drawn on theories that originated in fields as diverse as strategy, sociology, psychology, and economics, reflecting, in part, the multi-disciplinary nature of this field.

Strategic Human Resource Management

The integration of human resources as a central resource in the decision-making policy seems reasonably indisputable. Researchers in strategic management of human resources (SHRM) have devoted considerable effort to demonstrate how Human resources are managed, particularly the practices of Resource Management (HRM), has strong empirical contributions in terms of organizational effectiveness. Researchers such as Snell et al. (1998) and Ulrich et al. (1990) have linked this contribution to the contribution of resource management human competitive advantage. To illustrate, Ferris et al. (1999) argued that little traditional resources provide competitive advantage, while the human resources have the value required to help the organization gain a sustainable competitive advantage. In their attempt to explore empirically the HRM-performance relationship, the researchers identified various practices of human resource management considered critical to competitive advantage. However, there is no consensus with respect to practical use. In addition, the methodology used in assessing the effect of these practices on performance differs between the use of individual practices and "bundles" or "systems" consistent.

If the methodology is first widely tested in research despite its contested results, studies on the second are rare. The reason for this lack of contributions in the search for a relationship between HRM systems and organizational outcomes is simply the complexity of the approach. However, a number of studies using systems practices HRM has shown the positive effects of these systems on organizational performance, finding that these effects can be much larger than when a practice is used individually. Studies with a view Strategic Human Resources has developed over the past decade, but Most of these studies have adopted a "universal" human resources to evaluate the performance of human resources.

These include studies on remuneration policies, those of Negotiations union and those of the financial analysis of HRM practices. Some researchers argue assuming an approach "configurationally" human resources. These researchers found significant associations between HRM systems "administrative" and "Strategic" and organizational performance. However, despite the interest raised by the results of studies, the sustainability of the association between organizational outcomes and HRM systems is unfortunately absent in the literature in strategic management of human ...