Rinosha Prasanna

  Performance management Theory and model development Performance management is recommended to be the HR management function through which team motivation as well as performance can be addressed effectively. Shih et al. (2009) studied and presented a conceptual scheme concerning the core constituents of high performance work systems (HPWS) and examined their effects on organizational performance. Using structural equation model techniques, the study concluded that better performing firms were found to have invested in more sophisticated HRM practices mainly including employees’ performance appraisals, which further enhanced organizational performance. The conclusion of Shih et al. (2009) reinforces the interpretation of this study that HR performance management is a significant function for organizational success. This study interprets that for a successful project outcome, the significance of HR performance management deserves a higher precedence than what the existing literatu...

  Limitations to HRPBs’ Applicability   Logically, according to the universalistic view of HRBPs, it can be perceived that these practices should be applicable to all organizations in all occasions without any limitations because these practices are not required to be adapted to the organizational perspectives and are readily available off the shelf. Researchers have extensively debated this argument and concluded that the ground realities deny such an assumption, postulating that adoption of HRBPs is not an easy task (Pfeffer, 1994). A comparison of the bell curves in Purcell’s (1999) study shows that the number of companies which adopted some forms of HRBPs Best Practices in Human Resources; Their Validity, Limitations and Benefits: A Critical Overview Mohammad Tariq SADAT 10 have not increased during several years. Similarly, Pfeffer (1998) argued that only oneeighth of the firms have been able to successfully implement a small number of HRBPs.   As internal re...

  Performance management & Best practices   Human Resource Management Human resource management refers to practices that influence employees’ abilities, motivation and performance (Noe et al., 2008, p. 4). Human resource management enables organizations to achieve expected organizational performance and competitiveness by achieving desired employee performance (Armstrong, 2007, p. 30). Successful human resource management differentiates successful organizations from unsuccessful organizations (Marchington and Wilkinson, 2005, p. 3).   Best Practices in Human Resource Management Best practices refer to those that are applied by the best organizations operating in similar conditions and pursuing similar goals (Wagner, 2009, p. 69). They are applied to achieve continuous improvement of organizational performance and competitiveness by critical assumption of conceptual and system practices in management of the best organizations in a specific sector or reg...

  Performance management & Best practices Goal setting theory Goal theory Goal theory, as developed by Latham and Locke (1979), highlights four mechanisms that connect goals to performance outcomes: 1) they direct attention to priorities; 2) they stimulate effort; 3) they challenge people to bring their knowledge and skills to bear to increase their chances of success; and 4) the more challenging the goal, the more people will draw on their full repertoire of skills. This theory supports the emphasis in performance management on setting and agreeing objectives against which performance can be measured and managed.   Goal setting theory (Locke & Latham, 1984, 199Oa) is based on the simplest of introspective observations, namely, that conscious human behavior is purposeful. It is regulated by the individual’s goals. Goal directedness, however, characterizes the actions of all living organisms including those of plants. Thus the principle of goal-directed action i...

  Performance management & Best practices   Organizational Systems Organizational Systems can be defined as “business processes and procedures” (Ray et al., 2004). According to Ray et al. (2004), business processes are actions that firms engage in to accomplish some business purpose or objective. Further, business processes can be thought of as the routines or activities that a firm develops in order to get something done (Porter, 1991). Studies have shown that systems play a significant and vital role in the ensuing resources, capabilities, competitive advantage and performance relationship (Porter & Millar, 1985; Gimenez & Ventura, 2002; Wiklund & Shepherd, 2003; Winter, 2003; Bowen & Ostroff, 2004; Ray et al., 2004; Voss, 2005; Neely, 2005; Franco-Santos et al., 2007; Perez-Freije & Enkel, 2007).for example I was worked for a leading INGO, to create good working condition the management three time redesign the organization structure.   ...

    Performance management & Best practices   Performance management   According to Armstrong, (2009) performance management is a systematic process for improving organizational performance by developing the performance of individuals and teams. It is a means of getting better results by understanding and managing performance within an agreed framework of planned goals, standards and competency requirements. Processes exist for establishing shared understanding about what is to be achieved, and for managing and developing people in a way that increases the probability that it will be achieved in the short and longer term. It is owned and driven by line management.   Importance of performance management Performance management arrived in the later 1980s partly as a reaction to the negative aspects of merit rating and management by objectives referred to earlier. Its strength is that it is essentially an integrated approach to managing performanc...