Hrm Practices
Contemporary Human Resource Practices
Elizabeth Marcus, Puja Agrawal, Revathi R
MBA, 2nd Semester
Puja.agrawal@hotmail.com
Fig. 1. Hypothesis model
Abstract- A look at the trends in managing people, in this dynamic business environment reflects that attracting, managing, nurturing talent and retaining people has emerged as single most critical issue with enormous opportunities spun off by the market. In the Knowledge economy, corporate houses have to address the core issues of the HRM like as listed below: employee engagement, e-HR (ranges from e-Recruitment to e-HRIS), Competitive pressure on increasing employee wages, employee as brand ambassador, managing talent, labor shortage, higher ethical standards, quality of work life, flexi-timing, six sigma practices, succession planning, ESOP, competency mapping, training and grooming, mentoring etc.,
Key Terms—e-Recruitment, Flexi-timing, Employee engagement.
I INTRODUCTION
Contemporary human resource management has been changed from its traditional perspectives till nowadays. In the past, companies have not been disposed to human resource management, but to personnel management, which just included administrative practices regarding their employees. On the other hand, company’s exposure to constant changes compelled them to develop the scope of its departments in order to achieve greater organisational success, which resulted with human resource departments. Companies, today, are aware of the fact that among all sets of assets, the “soft” one, meaning human resources, represent the key factor for organisational success. Many authors (Becker, Huselid and Ulrich, 2001; Huselid, 1995; and Ichinowski, Shaw and Prennushi, 1997) showed that human resource practices have strong and positive impact on financial and productivity performance of different companies. In order to use all the benefits from different human resource practices, there is evident and required investment in human resources
Elizabeth Marcus, Puja Agrawal, Revathi R
MBA, 2nd Semester
Puja.agrawal@hotmail.com
Fig. 1. Hypothesis model
Abstract- A look at the trends in managing people, in this dynamic business environment reflects that attracting, managing, nurturing talent and retaining people has emerged as single most critical issue with enormous opportunities spun off by the market. In the Knowledge economy, corporate houses have to address the core issues of the HRM like as listed below: employee engagement, e-HR (ranges from e-Recruitment to e-HRIS), Competitive pressure on increasing employee wages, employee as brand ambassador, managing talent, labor shortage, higher ethical standards, quality of work life, flexi-timing, six sigma practices, succession planning, ESOP, competency mapping, training and grooming, mentoring etc.,
Key Terms—e-Recruitment, Flexi-timing, Employee engagement.
I INTRODUCTION
Contemporary human resource management has been changed from its traditional perspectives till nowadays. In the past, companies have not been disposed to human resource management, but to personnel management, which just included administrative practices regarding their employees. On the other hand, company’s exposure to constant changes compelled them to develop the scope of its departments in order to achieve greater organisational success, which resulted with human resource departments. Companies, today, are aware of the fact that among all sets of assets, the “soft” one, meaning human resources, represent the key factor for organisational success. Many authors (Becker, Huselid and Ulrich, 2001; Huselid, 1995; and Ichinowski, Shaw and Prennushi, 1997) showed that human resource practices have strong and positive impact on financial and productivity performance of different companies. In order to use all the benefits from different human resource practices, there is evident and required investment in human resources
References: [1] Abeysekera Ruwan (2007), “The Impact of the Human Resource Management Practices on Marketing Executives [2] Alas, R.,Karrelson, T.and Niglas,K (2008), “Human Resource Management in Cultural Context: Empirical [7] Cowell, N., M. (2007). Human Resource Development And Enterprise Competitiveness in Jamaica