Wall and Wood(2005 :432) challenge the assumption of an established link between HRM practices and organisational performance, implied in the “high-performance” label. Examine a firm that has been criticised for their HRM practices and how it had adverse impact in terms of organisational performance. Discussion and critical analysis on the link between HRM practices and organisational performance, implied in the high performance label, with relevant organisational examples. Critically analyse how they could integrate a more strategic approach to their Human Resources Management and how they would benefit from the proposed recommendations Plan: 1. Annalise the current situation of the company, what problems it has. Begin from looking at the HR models (eg. if the company using Hard or Soft HRM or any other techniques) that the Company’s current practice of HR. Discuss two or more (!) different models 2. Do your own recommendations how the company can improve. Analyze Functions of HRM, human resource planning. Analyze and criticize the Recruitment and Selection of the Company. 3. Managing Human Capital (looking for the people for a long term). Give examples of Succession Planning of other companies. 4. Recruitment and selection; training and development 5. Motivation/appraisal, reward management 6. Leadership 7. How the recommendations going to affect the organization and advise how the Company could benefit from it.
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