Strategic Human Resources Management
The emergence of strategic human resources management is rooted in manpower planning but it is the work of affirming the importance of managing people effectively as well as pursuing towards more flexible and innovative in order to be able to deliver services in constantly changing environment. Most of the literature review suggested that the advantage of valuable knowledge, unique set of skills and decision making capabilities can results in firm’s competitive advantage and value creation as well (Rochling et all, 2005). Therefore, an appropriate Human Resources practices can develops organizational capabilities such as empowerment, selective hiring, extensive training, performance evaluation, team based work and performance based pay work. Based on these six practices, the initial impact is on what employees have and feel. Selective hiring and extensive training are all aimed at building certain skills that enabling employees to effectively perform their jobs. In the addition on these practices along with rewards, performance evaluation, empowerment and team based work will create employee’s perceptions on the company’s fairness and desirability and then, will influence their commitment, motivation and motivation where it will directly affect on the firm’s performance. However, although these six practices being analyzed individually, they are not necessarily being practiced individually. This means that some of these can be combined together in order to get better results such as the combination of empowerment, team based work and rewards. This can be proved from the Whole Food Market case. The unique human resource practices in Whole Food Market was well known and thought to be the main drivers of its growth and profitability in the industry of natural and organic food retailers. The work culture in Whole Food Market was centered on the firm’s grassroots, which are the frontline level of management which helped to...
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