Hrm Practice

Pfeffer (1998) defined best practice theory is on the basis of an assumption that a high performance enterprise’s successful human resource practices also can be the example used in other enterprises and get the same results. As a result of the different understanding of people, there is also having other definitions. For example, Johnson (2000) also giving an definition that best practice is considered as a type of human resource method or system which have some qualities like additive additively, universal, and promotional effects on the organizational performance. Although some researchers have the different definitions about best practice, but all of these definitions are prove that best practice will influence the organizations’ performance. In this process, commitment is an important factor; it is an important role between employers and employees. The modern HRM is based on the principle “people first”, so best practice can be study through employment security, selective hiring, self-managed teams or team working, high pay contingent on company performance, extensive training, reduction of status differences and sharing information these main seven practices (Pfeffer, J. 1988). All of these practices are based on people and can increase the competitive advantage of enterprises. Many of the HRM best practices have been outlined within the above discussion, including details about what they are and how they fit within the organisation. However it is also essential to outline the inextricable linkages between many of these practices. As referred to above there can be an additive effect for the organisation if more than one best practice is implemented, in essence providing a compounding competitive advantage to those firms who are able to successfully implement and run multiple best practices. If the organisation is able to understand and manipulate those practices that complement each other then it may be able to secure a competitive advantage within the