Corporate performance and the use of flexible work

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corporate performance and the use of flexible work practices, human resource systems and industrial relations. They found that 'low-road' practices - including short-term contracts, lack of employer commitment to job security, low levels of training and unsophisticated human resource practices - were negatively correlated with corporate performance. In contrast, they established a positive correlation between good corporate performance and 'high-road' work practices - 'high-commitment' organizations or 'transformed' workplaces. They also found that HR practices are more likely to make a contribution to competitive success when introduced as a comprehensive package, or 'bundle' of practices (Khan, 2011). Kelliher and Riley (2002), highlight evidence to support the view that the impact of HRM is greatest when it involves a set of coherent policies and practices, also consider that HR initiatives should be implemented as part of an integrated package. They instance functional flexibility, which leads to an intensification of work, but in the cases they studied this was less of an issue when supported by higher levels of remuneration. Since mid-1990s progress has been made in conceptualizing the problem and measuring results. Huang (2000) looked at 315 firms in Taiwan and related their human resource practices to their organizational performance. Huang's study shows a significant relationship between performance and the effectiveness of their HR functions, including planning, staffing, appraisal, compensation, training and development. Importance of HRD Departmentation: Responsibility can be broadly classified under the following three categories. Personnel administration-Keeping records, staffing etc. Industrial relations-employee assistance, motivation, grievance, redressals, T&D etc. Labour Relations- Collective bargaining, Union-management, wages, agreement etc., Departments are formed by grouping major activities together so as to bring by functional specialization and delegation of authority. Hence some more groups are framed out of the above, broad classification and separate departments of organization, no of employees and their specialization and nature and type business. Types of Organization structure: There are three types of Organization Structures, namely, centralized, decentralized and matrix. Each has its own merits and demerits. There is nothing like the ‘best form’ of an organization or ‘ideal structure’, what is the important is to develop an ‘effective’ organization structure which is the flexible enough to incorporate necessary modifications in the futures the situation demands. Centralization is economic and ensures unity of direction control and org grow in size. Decentralization, on the other hand, is excellent from which accelerate manpower development. It promotes delegation of authority and quick decision making processes especially where organization is quite big in terms of multiple units and multiproduct and dispersed widely in geographic locations. In decentralized organization, the philosophy is to push decision-making as far down as possible. This will assist the organization in two ways: Increases initiative and
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