PDF | On Jul 3, , Omotayo Adewale Osibanjo and others published Human Resource Management: Theory and Practice. Talent and competency based human resource management .. Chapter 13 links theory and practice in human resource management for health in. In the s, Human Resource Management has become one of the most dynamic and challenging areas of European Business. Theory and Practice. Authors The Context of Human Resource Management. Front Matter. Pages 1- 1. PDF.
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A handbook of human resource management practice/Michael Armstrong.–10th ed. blusunihungan.gq . at work ; Attribution theory – how we make judgements about. objective of aligning HR policies and practices with the interests of the . theory of HRM contends that employees share the same interests as employers .. Studies, blusunihungan.gq pdf. Bratton, J., Gold, J.: Human resource management: theory and practice. Palgrave bisWERS-first-findings-report-fourth-edition-julypdf.
After recruiting the best people, you need to ensure that they remain the frontrunners in the field. This has become even more relevant today as the rate at which technology is developing is growing exponentially. This is where learning and development come in. How do we create an organization in which the rate of learning matches the pace of change?
Learning has become a way to stay innovative, grow faster, and sustain a competitive advantage. Employers increasingly invest in skills-specific forms of training.
Thanks to the internet, everyone is connected and can learn anything, anytime, anywhere. In addition to formal learning, on-the-job learning also plays an important role. Increased focus on feedback, coaching, and peer learning plays into this. According to Gallup , younger employees rate learning and personal growth as much more important compared to older generations. The next generation of workers is actively looking for development opportunities and sees these as a way to grow in their profession.
Not offering these opportunities is related to higher levels of employee turnover.
Creating a flat and egalitarian organization This best practice in HR is rooted in the egalitarian practices of Japanese management.
Every employee is a valuable member of the organization and should be treated as such. In Japanese organizations, this is expressed with common canteens, company uniforms, and similar sickness and holiday entitlement. Such an egalitarian culture shows that everyone deserves equal respect and could help in promoting the sharing of ideas.
Making information easily accessible to those who need it Information sharing is essential. This is an area where a lot of large companies struggle: How do you keep track of who knows what, so you know where to go to with your questions?
According to Pfeffer, there are two reasons why information sharing is so important. Firstly, open communication about strategy, financials, and operations creates a culture in which people feel they are trusted. It truly involves employees in the business. As an additional effect, it discourages hear-say and negative informal chatter.
Being informed about the business is also something that employees often mention as something they find important in attitude surveys, as well as having a chance to contribute to and influence decisions affecting their working life.
Bundles create synergies. This is how Human Resource Management can create a competitive advantage for the organization. An example. Guaranteeing employment security will only benefit you when you have high performing employees. This means that the employment security best practice, combined with selective hiring leads to more value than individual practices. The same goes for selective hiring, extensive training, and contingent compensation. You want to select employees with potential for growth, invest in them with learning and development, and reward them appropriately when they show superior performance.
A third example is the reduction of status differences and information sharing. By encouraging open communication and sharing relevant information, you create a culture of improvement in which employees feel free to give suggestions and collaboratively help to improve the business.
By leveraging these bundles, HR is able to add tremendous value to the business and help the organization succeed in reaching its goals. However, each theory has its drawbacks. It turns out that some of these best practices contradict each other. Take employment security. This practice sounds nice in theory but in reality, companies are increasingly working with flexible contractors.
These contractors lack the security that traditional employees have and provide the company with additional flexibility. Another example is training.
A lot of organizations have implemented the extensive training principle. This is in line with the Kirkpatrick-Philips model, which helps assess training effectiveness. This model helps assess whether a training had a measurable impact on performance and whether the training investment provided a positive return on investment ROI.
A final example is selective hiring. This best practice holds that if a company can consistently hire top performers, they will outperform their competition. However, it is almost impossible to consistently hire top performers. The reality is simpler: if you consistently hire better candidates than your competition, you will create a competitive edge.
Conclusion This article describes the 7 Human Resource best practices, from hiring and training to offering job security and the creation of an open culture in which people can share knowledge and ideas. When implemented, these best practices form the basis of good Human Resource Management.
These best practices also need to align with what the rest of the business is doing. Selective hiring is great but what kind of profiles do you hire?
This depends on the characteristics of employees that fit what the organization is looking for. And what capabilities do you train your employees on? These should also align with the organizational strategy.
Only if the best practices that we have in HR are aligned with what the organization is striving for can we create an HR function that adds value and that truly supports the business.
Subscribe and stay up-to-date. He is an expert in connecting HR processes to business results through qualitative and quantitative methods. Connect with Erik on LinkedIn. The information and examples provided is accurate and unbiased. Some of the practical aspects of HRM are justified using theories. It provides an opportunity for the participants to know about the theoretical underpinnings as well. Some of the examples are dated. The text is simple, hence incorporating updates will not be an issue.
Clarity rating: 5 The content is simple and well structured. The examples provided for the concepts would help students to learn the concepts clearly and grasp it quickly.
The cases provided at the end of every chapter is also very helpful. Consistency rating: 5 I found the textbook to be consistent.
There is not much of overlap between chapters. The book chapters are arranged in a logical chronological order , which provides an opportunity for the students to built on the concepts learnt in earlier chapters.
Modularity rating: 5 The textbook is divided into different sections and organized very well. It is easy to read and understand each section. The table of contents provide link to different sections, which makes it easy to access the particular section in the textbook.