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Practices rehman 2011 at that point organization

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practices (Rehman, 2011). At that point organization consistently face the challenges and notready to operate in the competitive situation, if there are no any human capital managementpractices in the company. The capacities and attitudes of human resource lead the businessfirm to achieve its goals and survive in the competitiveness (Rehman, 2011).Disappointedworkers may mess up the organization (Syed, Yan, 2012). According to the Ngo, Foley, Loi,and Zhang, (2011), human resource management is focused on the effective and efficient useof human assets within the company and human capital management strategies and practicesmay either help or oblige workers in performing out their jobs.Performance of the workforcehighly relies upon how effectively firm direct them by utilizing their activities. Theperformance of the workers is the outcome of the jobs of the workers and it effectivelyimproves the organization performance (Hameed and Waheed, 2011).2.4 High performance HR practicesHigh-performance human resource practices can be described as a lot of practices that vitallyaffect the effectiveness of the organization’s operations (Daspit et al., 2018). Whenevaluating Kooij and Boon's (2018) study, this concept can be characterized as a set ofpractices used to guide human resources by concentrating on three viewpoints identified withemployees' capacity, inspiration, motivation and engagement. From vital theorists on humancapital management, high-performance human resource practices were recognized aspractices for enhancing firm performance. The primary reason behind viewing these practicesas performance enhancer was the competence of such practices to develop employees withthree fundamentals such as to raise workers' talents, knowledge and capabilities, to enableemployees to carry out their jobs and responsibilities, and to keep them dedicated andmotivated (Daspit et al., 2018).
9In a similar setting, Glaister et al. (2018) viewed high performance HR practices as functionsutilized in firm to improve employees' capabilities and skills, employees' inspiration andmotivations and to improve chances gave to them to utilize their skills and to profit by theirmotivations. In general, study on human capital practices produced various components ofhigh-performance human resource practices. According to the Daspit et al. (2018), theyconsidered five elements of high-performance HR practices which included employeeselection and hiring, performance appraisal, intensive training, performance-based promotion,and incentives. To examine the connection between high performance HR practices and jobcommitment, sample comprised of workers has selected from Dutch college for theirinvestigation. Kooij and Boon (2018) also divided these practices into three key elementssuch as practices that affect workers' skills like training, practice that have impact on workers'inspirations like job performance appraisal and support of employees for knowledge andinformation sharing.

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Term
Fall
Professor
james

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