HRM only work for intrinsically motivated employees? The International Journal of Human Resource Management. XXI(13)‚ pp.2339-2357. MARCHINGTON‚ Mike and Adrian WILKINSON. 2002. Best Practice HRM: Imrproving organizational performance through high-commitment bundle. In: People Management and Development‚ London: CIPD House‚ p.177. MARCHINGTON‚ Mike and Adrian WILKINSON. 2002. Employment security and internal transfers. In: People management and development‚ London: CIPD House‚ p.179. MENTOR‚ MBA. 2013
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Individual Essay – For and against the claim that HR Strategies hold the key to organizational performance Introduction Nowadays‚ organizations are facing more and more unprecedented competition in the market. Therefore‚ many organizations today have increasingly become aware of the importance of HR strategies to response to those pressures. However‚ there has been a non-stop debate whether HR strategies hold the key to organizational performance over the past several years. In order to explain
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Introduction The paper provides an analysis of the literature about Leadership‚ Culture and Strategic HRM. Definitions and theories are followed by comparisons supported by critiques and applications. Eventually‚ conclusion is drawn at the end. Leadership or Management? Northouse (2007‚ p. 3) defines leadership as “a process whereby an individual influences a group of individuals to achieve a common goal” while to contrast Hollingsworth in Rayner and Smith (2005) described management to involve
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2.1 Best practice approach The best practice approach claims that certain bundles of HR activities exist which universally support companies in reaching a competitive advantage regardless of the organizational setting or industry (Redman and Wilkinson 2009). Best practice models imply a close connection between HR practices and organizational performance and are often associated with high commitment management (Paauwe & Boselie 2003). Empirical research in the best-practice field shows similar
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distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce‚ using an integrated array of cultural‚ structural and personnel techniques.’ Marchington and Wilkinson‚ (2002) identified through research that people really do make the difference in human resource management. The truth behind this is that it’s supported on ‘high-commitment’ model which ensures that investing in people/human resource makes
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http://www.employersforwork-lifebalance.org.uk/case_studies/inland_revenue.htm Accessed [02/04/08] HSE (2008) ‘Introduction to guidance for employers’. Available from: www.hse.gov.uk/sicknessabsence/guidancehome.htm Accessed [20/03/08] Marchington‚ M. & Wilkinson‚ A. (2006) Human Resource Management At Work‚ (3rd Edition) London‚ CIPD RBS‚ (2008) “Sickness Absence Guidelines” Standard Life‚ (2008) “Caring for our People” Available from: http://ukgroup.standardlife.com/html/corp_resp/health_safety
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psychology’‚ in P. Ackers and A. Wilkinson (eds) Understanding Work and Employment: Industrial Relations in Transition‚ Oxford: Oxford University Press. Butler‚ P. (2005) "Non-union employee representation: exploring the efficacy of the voice process"‚ Employee Relations‚ Vol. 27 Iss: 3‚ pp.272 – 288. Cully‚ M.‚ Woodland‚ S.‚ O’Reilly‚ A.‚ Dix‚ G.‚ Millward‚ N.‚ Bryson‚ A. and Forth‚ J. (1999)‚ Britain at Work‚ Routledge‚ London. Dundon‚ T.‚ Wilkinson‚ A.‚ Marchington‚ M. and Ackers‚ A.‚ (2004)‚ “The
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What is Resource Based View in Strategic Management? Almost all business management courses have a module that includes study of strategic management. Our homework helps experts have expertise in the field of strategic management. There are different perspectives and approaches to field of strategic management. This blog post would discuss in detail what resource based view of strategic management is. This perspective stresses and based on the perspective that resources of the company whether
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Procter‚ S. (2001)‚ “Exploring the relationship between HR and middle managers”‚ Human Resource Management Journal‚ Vol. 11 No. 1‚ pp. 53-69. Deeks‚ E. (2000)‚ “Self-service is hard work”‚ People Management‚ Vol. 26 No. 23 November‚ p. 9. Dunn‚ C. and Wilkinson‚ A. (2002)‚ “Wish you were here: managing absence”‚ Personnnel Review‚ Vol. 31 No. 2‚ pp. 228-46. Eisenstat‚ R.A. (1996)‚ “What corporate human resources brings to the picnic: four models for functional management”‚ Organizational Dynamics Autumn
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1. Introduction: The concept of human resource is changing day by day. Now employees of an organization is not only considered as human resources but also as human capital.This happened because of the increasing importance of human resource to an organization especially to a manufacturing organization. As a result‚ duties and responsibilities of human resource management have become so dynamic and challenging. The span of tasks of human resource management is now not only limited in hiring of employees
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