HUMAN RESOURCE MANAGEMENT

Human resource management



HUMAN RESOURCE MANAGEMENT

Human Resources Management (HRM) is about managing people for effective performance. Its aim is to establish a more open management; flexible and caring style for staff. They will be motivated, evolved and managed so that they can give their best to support the missions of the departments. This discipline covers all facets of all facets that directly or obscurely affect the enterprise scheme, Human asset strategy, and the corporate strategy, the form was selected because it covers the SWOT analysis, A focus on the teaching on teams for fostering a more participatory organisational culture, Training programs for the HR group Promotion & recruitment inside the company, presentation associated pay; Annual bonus which is related to business performance, Individual Development and response, and eventually presentation appraisals.

What Relationship between the Functions of HRM and Organisational Performance? Many theorists have introduced the company's human capital ES a source of sustainable competitive advantage to it and the management of human capital ES the ultimate determinant of organizational performance. Why HRM practices are they linked to the success of the company and what is the nature of this relationship? If the conclusions of previous studies are not decided on the existence and nature of this relationship, the question of its measurement remains a subject of much debate (Bonardi, 2009).

The existence of the relationship "HRM - Organisational Performance"

Let's start by briefly define what we mean by performance of the organisation. It is a multidimensional concept and complex, not limited solely to financial results and the evaluation of which can be done by measuring several organizational outcomes, external and internal. ES part of this paper; we investigate the contribution of HRM to improving business performance.

This objective refers to two things: - the performance is a form of success, the company's success. It is therefore a positive action - the purpose of our research is to evaluate the effects of ES on the company's performance, so measure and not to construct or represent performance. So we stand in an approach positiviste4 performance. This certificate shall be defined ES a positive action. Two approaches are commonly cited in the literature, providing explanations about the sources of organizational performance: an economic approach that factors related to good management of internal resources have a very marginal contribution to the performance of the enterprise, This is mainly due to factors outside the company, and the organizational approach that organizational performance depends on a set of internal factors: individual, group and organization (Brown, 2006).

This second approach is reinforced in the early 1980s, the theory of internal resources (Resource-Based Theory) that differences in performance between companies in the same industry derived from the exploitation of internal resources rather than an adaptation of the organisation to market and the environment. Researchers stress that they are hardly replicable or transferable assets, because of their specificity, they are woven into social systems (internal and external to the firm) and causation ambiguity (difficult to establish ) they ...