key to the organization’s performance (Boxall‚ 2003). While both perspectives have its advantages and disadvantages‚ it is the ‘best practice’ school of thought that is perceived to be the route to organizational success because of its policy mix that presumably adapts to all aspects of the organization. Schuler
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Introduction-200 There was once a time in the Western World where people required very intelligence or experience to work in an organisation. Factory‚ farming and domestic work were the main sources of employment‚ which mainly required hard physical labour above any other skill and people had very little employment rights. However‚ after the First World War in 1914‚ radical changes in the employment market started to happen as advances in technology meant that there was a requirement for a higher-skilled
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societal objectives are accomplished." Edwin B.Elippo • ‘All those activities associated with the management of employment relationships in the firm’Boxall and Purcell (2003: 1) • ‘The management of work and people in organizations’Boxall et al (2007.7) HRM as ‘an inevitable process that accompanies the growth oforganizations’Boxall and Purcell (2010: 29) • The policies‚ practices‚and systems thatinfluence employees’ behavior‚ attitudes‚ and performance.Noe et al (2011.1) HRM covers activities such
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Introduction In today’s fast-paced economy competition is an issue of services and products. Much attention has been directed to a better service and the best product and how this can be achieved through utilising the human resources. This research paper identifies the competitive advantage concepts and models‚ competitive strategies and the main human resource practices that have a significant impact on the employee’s performance.Understanding sources of competitive advantage has become a major
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A Tale of Two Pay Packets Pat works in the men’s clothing section of a well-known department store. He has been in that position for more than 20 years‚ and his hourly wage is $11.25 per hour. Across town‚ Lucy is working in another highly successful retail chain and earns slightly less‚ around $10.75 per hour. She will make $19‚000 a year‚ calculated over an average working week. Pat will make over $90‚000. Pat works at Nordstrom‚ Lucy is from Walmart‚ and both are employed at successful companies
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Institute of Personnel and Development. 3. Baron‚ Angela‚ Armstrong & Michael‚ 2004. ‘Get into line’. People Management‚ 10(20). 4. Beardwell‚ I.; Holden‚ L‚ 2010. Human Resource Management: A Contemporary Approach. London: Prentice Hall. 5. Boxall‚ P. & Purcell‚ J.‚ 2007. Strategy and human resource management. 2nd ed. London: Palgrave Macmillan. 6. Brown‚ 2010. Performance Management: can the practice ever deliver the policy?. [Online] Available at: http://www.employment-studies.co.uk/pubs/report
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Third Avenue‚ New York‚ NY: John Wiley & Sons‚ Inc. 1-210. Mabey‚ C. Salaman‚ G. Storey‚ J. (1999). Human Resource Management - A Strategic Introduction. 2nd ed. 108 Cowley Road‚ Oxford OX4 1JF‚ UK: Blackwell Publishers Inc.. 11-85. Peter Boxall and John Purcell‚ 2000. Strategic human resource management: where have we come from and where should we be going? [online] The Wiley Online Library. Available at: http://onlinelibrary.wiley.com/doi/10.1111/1468-2370.00037/pdf [Accessed 09/12/12]. Wei‚ L.
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References: Boxall‚ P. and Purcell‚ J. (2008) Strategy and human resource management (2nd edition). Basingstoke: Palgrave Macmillan. Millmore‚ M.‚ Lewis‚ P. and Saunders‚ M. (2007) Strategic human resource management: contemporary issues. Harlow: Financial Times/Prentice Hall
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One strategic HRM debate has focused on the integration or ‘fit’ of business strategy with HR strategy. This shift in managerial thought‚ calling for the HR function to be ‘strategically integrated’‚ is depicted in Beer et al.’s (1984) model of HRM. The authors espoused the need to establish a close two-way relationship or ‘fit’ between the external business strategy and the elements of the internal HR strategy: ‘An organization’s HRM policies and practices must fit with its strategy in its competitive
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from this‚ and a definition that is more applicable to modern day employee voice would be “a whole variety of processes and structures which enable‚ and at times empower‚ employees directly and indirectly‚ to contribute to decision-making” (Boxall and Purcell‚ 2003:162). This definition implies that the ‘stronger’ the voice of employees‚ the more efficient and productive they will be in the workplace. The employment relationship at the beginning however was not quite as communicative and well recognised
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