Human Resources Strategies

  Schuler and Jackson (2007), stated that strategic human resources management (SHRM) is fundamentally about ‘systematically linking people with the firm’ (Schuler and Jackson, 2007). The key strategic management activity identified by Thompson and Strickland (1996), is ‘deciding what business the company will be in and forming a strategic vision of where the organization needs to be headed – in effect, infusing the organization with a sense of purpose, providing long-term direction, and establishing a clear mission to be accomplished’ (Thompson and Strickland, 1996). Therefore, the HR strategies are integrated with business strategy and work together to maximize the utilization of the ‘human capital’ and through that, achieve the long-term corporate goal of the organization. Wright and McMahan (1992), explained that the field of HRM has sought to become integrated with the strategic management process through the development of a new discipline referred to as strategic human resou...

  In modern days human resources management is expected to be a role model of ethics. Essentially, employees could look up to HRM for guidance and grievances. Sims and Bias (2021), point out that it is not enough for an organization’s mission statement to include a vague line about being ethical. HRM personnel should help leadership and employees define what that means for the organization (Sims and Bias, 2021). Thus, the HRM plays an important role in not only highlighting but implementing the ethical conduct of the whole organization. Legge (1998), commented that: ‘In very general terms I would suggest that the experience of HRM is more likely (but not necessarily) to be viewed positively if its underlying principles are ethical’ (Legge, 1998).   The role of HR Armstrong (2014), asserts that HR professionals have a special responsibility for guarding and promoting core values, particularly relating to just and fair treatment. And further states that there are three appro...

  According to CIPD (2022), the psychological contract refers to individuals’ expectations, beliefs, ambitions and obligations, as perceived by the employer and the worker (CIPD, 2022). Unlike the contract of employment, the psychological contract consists of no written and signed agreement of formal obligations of employer and employee. It purely exists on the understanding of the employer and employee relationship. Moreover, it carries a major impact on employee job performance . Thus, organizations may also benefit from ensuring that they begin their relationship with employees on a positive note (Woodrow & Guest, 2020) . Therefore, line managers with direct contact with employees play a vital role in fulfilling the psychological contract. Managing psychological contract According to CIPD (2022), the psychological contract may cover the following aspects of the employment relationship and how they interact: Job security Career prospects Training and development Perceiv...

  In the present turbulent time businesses grapple with challenges to survive the global economic crisis due to pandemics and war. In this context efficiency and productivity are considered vital factors for the survival of the fittest. Kahn (1990), defined personal engagement as ‘the harnessing of organization members’ selves to their work roles: in engagement, people employ and express themselves physically, cognitively, emotionally and mentally during role performances’ (Kahn, 1990). Engaged employees work with passion and feel a profound connection to their work and company and drive innovation and move the organization forward (GMJ, 2006). Hence, innovation through effective engagement is the answer organization look for more than ever before in history.   Effectiveness of engagement Employee engagement happens when ‘people are committed to their work and to the organization’ (Armstrong, 2017). Hence, the commitment of employees to engage is the driving factor shapi...

  The rewards and recognition programme maximizes employee engagement and job performance thus helping achieve the corporate goals. According to Armstrong (2010), reward management is not just about financial rewards, pay and employee benefits but it is equally concerned with non-financial rewards such as recognition, learning and development opportunities and increased job responsibilities (Armstrong, 2010).   Nyakundi et al. (2012), state the aim of employee recognition is to allow individuals to know and understand that their work is valued and appreciated, provides a sense of ownership and belongingness, improves morale, enhances loyalty and increases employee retention rate in the organization (Nyakundi et al., 2012). Therefore, it is imperative that employees are recognized and rewarded based on their job performance.     Employee motivation According to Amoatemaa and Kyeremeh (2016), the most effective ways to motivate employees to achieve the desired go...

  Armstrong (2006) describes the role of the performance appraisal as a tool for looking forward to what needs to be done by people in the organization in order to achieve the purpose of the job to meet new challenges (Armstrong, 2006). Personnel assessment helps organizations identify the individual competency levels of employees. And through the outcome of this process, the organization could decide whether an employee deserves reward and recognition or needs to be placed back in training and development in the relevant area where improvements are required. ‘Appraisal is an effective instrument in human resources management, which if performed correctly and logically, the organization will get its personnel to achieve their interests’ (Rezghi, 2000). ‘Human resources are arguably the most valuable assets of any organization and obviously constitute the largest corporate investment’ (Roslender et al., 2009). It is imperative that the organization concentrate on these assets to m...

  In this ever-evolving business world, keeping up-to-date and being ahead of the competition is highly necessary for organizations’ not only for success but for survival as well. According to Beugelsdijk (2008), existing studies have shown that various HR practices are positively associated with organizational innovation, such as the proportion of new products in total sales (Beugelsdijk, 2008). A strategy of Human Resources is to train and develop its human capital. In the process, it plays a vital role in aligning with and achieving a corporate strategy of innovation and continuous improvement. Thus, successful development of capable and highly motivated employees is a necessary condition for organizational innovation (Collins & Smith, 2006). T&D and innovation With effective training, the  application (transfer) of the acquired technical and behavioral skills enhances job performance which leads to employee job satisfaction and organizational improvement (Truit...

In this competitive work environment finding the right candidates is quite a task. Many organizations grapple with attracting the best in the business, in the hope that the move will bring forth the desired result for the organization. Roberts (1997) asserts that the purpose of selection is to match people to work and it is the most important element in any organization’s management of people simply because it is not possible to optimize the effectiveness of human resources, by whatever method, if there is a less than adequate match.’ (Roberts, 1997) According to Pergamon Flexible Learning (2009), recruitment strategies include efforts to reach better pools of candidates and to sell the organization as an employer of choice. On the other hand, the selection is about how to make a fair and accurate assessment of the strengths and weaknesses of applicants and how to identify the candidate who is most likely to perform well in the job (Pergamon Flexible Learning, 2009). The human reso...