organizational commitment can be understood as “a psychological link between the employee and his or her organization that makes it less likely that the employee will voluntarily leave the organization” (Allen & Meyer, 1996), has been drawing the attention of organizational researchers in recent years. Though, it may be argued that while there is a growing body of theory and empirical research demonstrating relationships between HRM practices and Organizational Commitment, additional studies in this area
Given current circumstances organizations are paying particular attention to one specific HRM practice that influences an organizations’ performance which is performance appraisal (Chen & Eldridge, 2010). Even though performance appraisals are considered as a necessity, both appraisers and appraisees dread the entire process (Lim & Ling, 2012). However, according to DeCenzo & Robbins (2013) conducting performance appraisals serve three important purposes: 1) providing two-way feedback between employees
This paper is to find out the Human resource practices which are recruitment and selection, training and performance appraisal have considerable relationship towards the organizational performance .Whether there is a significant relationship between human resource practices and the organizational performance or not. Literature Review Human resource management can be define as policies, system and practices which can influence employee’s behaviour, attitude and performance in organization (Noe
advantage. Thus, to be different in the market; the organization must develop ideas an innovative approaches through its human resources, the DNA of the organization, and therefore an effective HRM system is essential for economic survival (Lazarou-Kitteni, 2012), (Swathi, 2014). 2.2.1 Human Resource Management (HRM) Taking into consideration that managing people (Human Resource) is more challenging than managing technology or capital, since people have the ability to convert other four resources (financial
input of labor measure where all labor is thought to be equal. The concept of human capital recognizes that not all labor is equal and that the quality of employees can be improved by investing in them. The education, experience and abilities of an employee have an economic value for employers and for the economy as a whole.” [1] From the above definition we can say that the way to development is focusing on discovering and improving the human resources capabilities and skills
of human management and poor quality of production. Human Resource Management is a managing effectivelyemployee in company. HRM works with employment problems by the law and with the directives of organization. HRM involves many departments in the company like staff hiring, setup performance of management, reentering of staff and change management. Anotherdefinition of HRM involves managing people in widely prospective way, which managing people in good relation between the management of company
of work is rapidly changing. As a part of organization, Human Resource Management (HRM) must be prepared to deal with effects of changing world of work. For the HR people it means understanding the implications of globalization, work-force diversity, changing skill requirements, corporate downsizing, continuous improvement initiatives, re-engineering, the contingent work force, decentralized work sites and employee involvement. There are an incredible number of pressures on today's organizations.
research will present the readers a knowledge of what is HRM and
affect people management programs in the long run. ( Douglas A. Ready Linda A. Hill Robert J. Thomas) Therefore, Blackrock’s principal goal of strategic HR is to increase employee productivity and to identify key HR areas where strategies can be applied in the long run to improve the overall
agement&sitetype=RED. Peter Boxall and John Purcell. (2000). Strategic human resource management: Where we have come from and where should we be going?. International journal of management reviews. 2 (2), p183-203. CIPD. (2010). High commitment HRM and Peformance. Available: http://www.cipd.co.uk/NR/rdonlyres/7FE8ADEB-EA96-4836-83DD-2E95FD309B15/0/.... Richard Thorpe & Gill Homan (2000). Strategic Reward Systems. England: Pearson Education Limited. p13-20 John Purcell. (2000). REWARD DEBATE-