Introduction There has been much debate on the term strategic human resource management (SHRM) and until now‚ there is no fixed definition for SHRM. According to Wright and McMahan (1992)‚ SHRM can be defined as “the pattern of planned HR deployments and activities intended to enable a firm to achieve its goals”. Similarly‚ Wright and Snell (1991) regard SHRM as “organisational systems designed to achieve sustainable competitive advantage through people”. Ulrich and Lake (1991) on the other hand
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capital is essential in order to trigger off its entire potential. High performance work systems (hereinafter referred to as HPWS) are an example of such agile management system‚ which by many is considered to be medium of achieving competitive edge and wining both customers and employees (Owusu 1999). HPWS is a collection of HRM practices that has revolutionised workplaces. HPWS is “a set of work innovations that include autonomous work teams‚ socio-technical systems‚ open systems planning‚ new plant
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this project is to provide a framework of how high commitment HRM practices help in improving HPW and employee engagement in organization. There have been many papers and research carried out on HRM and work performance. But many have struggled to keep the concept linked together‚ thus the main aim to this paper to provide the positive bonding link between high commitment HRM practices to develop HPW and employee engagement in work force.
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in HR assessment on her own. Monika Dakowicz National College of Ireland‚ March 23th‚ 2015 Contents Introduction……………………………………………………………………………………………..4 What is HPW?…………………………………………………………………………………………..5 What is HPWO?………………………………………………………………………………………..7 Main principles and systems of HPWO…………………………………………………...10 HPW and sustainable organisational performance………………………………….14 Business case for HPWO‚ objectives and any potential barriers……………….15 Strengths and weaknesses of different methods
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mail: rukna_niaj@yahoo.com Phone: +91- 9873431091 Abstract Purpose – This paper seeks to examine employees’ perceptions of business excellence or High Performance Work System (HPWS) and its relationship with TQM/HRM practices within software industry in India. Despite extensive research on TQM/HRM practices and HPWS‚ none examines this scope of investigative study. Therefore‚ the proposed model was developed with the intention of examining this relationship. Design/methodology/approach – Original
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High-performance work system (HPWS) can be defined as a specific combination of HR practices‚ work structures‚ and processes that maximizes employee knowledge‚ skills‚ commitment‚ and flexibility (Bohlander & Snell‚ 2004‚ p. 690‚ Marchington and Wilkinson‚ 2008‚ P92). A basic aim of HPWS is leveraging human resource system to improve employees’ overall contribution and performance by enhancing their discretion‚ competency and commitment. Among enormous researches of HPWS‚ researchers have empirically
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Tsinghua University‚ China ABSTRACT High performance work systems (HPWS) have been increasingly used in multinational corporations (MNCs). Drawing upon institutional theory and alignment theory‚ we examine the determinants of the adoption of HPWS in foreign subsidiaries of MNCs. Our data were collected via a survey of HR directors/managers of MNCs operating in Hong Kong. The results of regression analysis show that the use of HPWS in foreign subsidiaries is related to headquarters’ control‚ strategic
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Leadership and Management Managing and Leading People High Performance Working The Concept of High Performance working has various interpretations. One common explanation is that ‘high performance working has come to be associated with the achievement of High levels of performance‚ profitability and customer satisfaction by enhancing skills and engaging the enthusiasm of employees.” (ILO 2002) Many organisations are under pressure to become more efficient in reaching targets and deadlines
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A High-Performance Work System (HPWS) is the right combination of people‚ technology‚ and organizational structure that makes full use of the organization’s resources and opportunities in achieving its goal. There are four powerful principles: a) Shared information b) Knowledge development c) Performance – reward linkage d) Egalitarianism These principles must work together in a smoothly functioning whole. A HPWS achieves the organization’s goals‚ typically
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arrangement with financiers. In December 1998 the group’s accountants and auditors‚ Hall‚ Puddy and Wales (HPW)‚ carried out an audit for the financial year ending 3 December 1998. The auditors noted a trial balance as at 31 October 1998 prepared by management. This suggested a profit of $1 million but HPW believed this was due to major oversights in the recording of wheat and rice costs. By February 1999‚ HPW stated the result for the year ending 3 December 1998 was likely to be a loss of $1.5 million. The
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