Integrating the use of personnel practices into the

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Unformatted text preview: tegrating the use of personnel practices into the strategic planning process enables an organization to better achieve its goals and objectives. Productivity gains from the diffusion of technological innovations are now incorporated into both public and private sector organizations. Future productivity gains must focus on how people use these technologies. Modern, knowledge based organizations are ideal settings for the application of strategic human resources management practices. Inasmuch as their competitive advantage is attributable to their people techniques which focus on people should prove to be directly linked to measures of organizational success. Civil service systems are designed to integrate the multiple values pursued by the public sector. While these rules can inhibit the adoption of progressive personnel practices, they are not the necessarily 2 rigid barriers to change. The public sector has been the venue of many experiments and innovations in recent years. Social service agencies (such as those in studied here in North Carolina) are indeed knowledge-based organizations. According to Theodore Lowi's (1972) policy typology, social services represent an effort at redistribution. While the agencies possess a professional, social science knowledge base, their redistributive objective remains controversial. In addition, the beneficiaries of this redistributive transfer from the haves to the have-nots are a politically marginalized segment of society (Mosher, 1968; Meier, 1987). Combining human resource practices, all with a focus on the achievement of organizational goals and objectives, can have a substantial affect on the ultimate success of the organization. Resource-based theory posits that competitive advantage and the implementation of plans is highly dependent upon an organization's basic inputs, including its human capital (Wernerfelt, 1984; Barney, 1986, 1991, 2001; Peteraf, 1993; Boxall, 1996; Hitt, Bierman, Shimizu, and Kochhar, 2001). Research on strategic human resource management offers empirical support for this thesis (Fitz-Enz, 1994; Delery and Doty, 1996; Ulrich, 1997). This...
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