The universalism of Best Practice Essay

In response to criticisms of the ‘best fit’ and ‘best practice’ approaches, the ‘resource based view’ model focuses on leveraging competitive advantage through both tangible and intangible organisational resources. However, questions arise regarding whether there is a best way of achieving strategic HRM. Evidence suggests that firms rarely adopt a single style of management and that it is likely that they use a mix of approaches for different groups (Wilton 2011).

Furthermore, it is stated that HRM practices can also be categorized on the basis of their emphasis into three sets viz., quality focus, cost reduction, and differential innovation (Guest, 1997). The importance of effective HR practices can be judged by the fact that with the effective execution of HR practices, the employees tend to be more committed to their work and they go the extra mile to add to organization’s benefit.

An example of reflection on best practice is when we have managers meetings every week, recently my manager brought to our attention Stomp it out, which is a new law regarding the over medication of people with learning disabilities. This has recently been put in place due to the over medication of individuals with disabilities just to be able to manage illnesses. We were given information

A company’s “Best Practice” policies provide a guide for meeting organizational objectives and describe the steps that employee’s are to take when creating a product or delivering a service. Best practices should be a benchmark to learn from as well as through the experience of others. Benchmarking allows an organization to compare its business with other successful businesses and to highlight areas where the business could improve.

The following sections, 2.1 – 2.9 provide an overview on the application of best practice as well as a guide to the rationale behind each stage. It is important to note the relationship between each stage and the effect that neglecting the initial planning stages can have on the overall process in terms of the impression applicants may form of the organisation and in terms of recruiting the right person for the role.

The role of HR in the present scenario has undergone a sea change and its focus is on evolving such functional strategies which enable successful implementation of the major corporate strategies. In a way, HR and corporate strategies function in alignment. Today, HR works towards facilitating and improving the performance of the employees by building a conductive work environment and providing maximum opportunities to

Wright and McMahan (1994) define strategic HRM as “the pattern of planned Human Resource deployments and activities intended to enable the organisation to achieve its goals.” A HR function should impact the success of an organisation; a policy must remain current and suitable to both the internal and external environment. Ulrich and Lake (1990) affirm, ‘HRM systems can be the source of organisational capabilities that allow organisations to learn and capitalise on new opportunities.’

There is a growing recognition as evidenced by academic literature that the adoption of best practice performance management schemes are important to attract and retain high performing talent in the workplace (MacDuffie 1995; Delaney and Huselid 1996; Delery and Doty 1996; cited in Marchington and Grugulis 2000). As described in the works of Jeffrey Pfeffer (1994, cited in Marchington and Grugulis 2000) it is believed there exists a set of universally applicable ‘best’ human resource practices which if implemented in the workplace can lead to enhanced firm performance. This implies that a one-size-fits-all recipe must be inherent in best practice human resource management. This paper challenges this notion and opposes the existence of one

According to Chandler and McEvoy (2000) , one of the lingering questions in HRM research is whether or not there is a single set of policies or practices that represents a ‘universally superior approach’ to managing people . Theories on best practices or high commitment theories suggest that universally, certain HRM practices, either separately or in combination are associated with improved organizational performance. Researchers have also found that those well-paid, well-motivated workers, working in an atmosphere of mutuality and trust, generate higher productivity gains and lower unit costs (Boxall, 1996; Lowe and Oliver, 1991; Pfeffer,

Best practices are techniques or methods that lead to better results and improvements in things such as ethics teamwork motivation or other things that keep a business going smoothly. These practices utilize all the knowledge and technology advances that one has to conquer success in the given field. The term of “Best Practices” is used often times in healthcare education systems project management as well as government administration and several other organizations. These things make certain businesses become the best in class or the ideal for its category. Examples of best practices are but are not limited to things that deal with price, employee perks or how happy the employee is, motivation,

practices is to ensure the organization is operating on one accord throughout the organization. By implementing too many best practices may result in the disorganization within the organization. Everyone would not be on one accord which can lead to miscommunication and every department doing what they see fit. Having too many best practices is just as bad as not having any at all. By implementing too many best practices, the organization have a higher probability to failing due to no realistic opportunity of implementing all of the best practices. And the best practices implemented will not be fulfill 100% due to lack of resources because resources are spread thin due to the

It makes it realistic by motivating the workforce, developing commitment in them and improving communication.(Armstrong M,2003) Traditional Personnel management deals with short term planning and controlled externally. With employee relations’ perspective, it has low trust and less communication. It has lot to do with labour management.(limited to the people and not deals with strategy) On the other hand, HRM emphasizes that employees are critical to achieving sustainable competitive advantage and is central to organisational strategic performance.(Bratton and Gold,1999).HRM plays great role with organisation’s corporate strategy. But to do this, all HR strategies must be integrated and must be in line with overall business strategies.(Lecture Notes,2004 Topic 1)

The field of human resources (HR) plays a critical role in the performance and success of organizations. As organizations have become increasingly more complex, the effective management of HR has become even more important. The traditional perception of HR as only an administrative office is no longer valid. Instead, contemporary HR is directly involved with the internal organizational structure, business operations, and variety of functions carried out by employees on a daily basis (Reed & Bogardus, 2012). HR functions impact the organization’s strategic planning, improvement processes, and goal achievement. Six core bodies of knowledge provide the foundation for all of these HR functions. These areas are: strategic

The Strategic Human Resource Management (SHRM) is an approach that defines how the organization’s goals will be achieved through people by means of HR strategies and integrated HR policies and practices. Thus human resource is considered as important asset to organizations to achieve sustained competitive advantage (SCA) and optimize organizational performance. The Resource Based View (RBV) or approach, best explains the human resource as a source of competitive advantage that culminates to superior performance. Therefore, the RBV approach to SHRM in this essay is argued and established as a better alternative from other approaches such as Best practice approach and Contingency approach. Down the line, its managerial implications in terms of HR actions

As the world is turning out to be more aggressive and unstable than any other time in recent memory, producing based enterprises are looking to increase upper hand at all cost and are swinging to more inventive sources through HRM practices (Sparrow, Schuler, & Jackson, 1994). HR practices has been defined by (Smallbusiness.chron.com, 2016) as “the means through which your human resources personnel can develop the leadership of your staff.”