HR policies effectiveness in organization


Distinctive human resource practices shape the core competencies that determine how firms compete (Cappelli and Crocker-Hefter, 1996). Extensive research has shown that such practices can make a significant impact on firm performance. HRM strategies aim to support programs for improving organizational effectiveness by developing policies in such areas as knowledge management, talent management and generally creating a great place to work. This is the ‘big idea’ as described by Purcell et al (2003), which consists of a clear vision and a set of integrated values. More specifically, HR strategies can be concerned with the development of continuous improvement and customer relations policies.

Bridging the gap between theory and reality
The analysis conducted by Gratton et al (2001) found that there was usually a wide gap between the type of theory expressed on top and reality. Managements may start with good intentions to do some or all of these things, however the belief of them theory in use is commonly terribly tough. Different business priorities, short-termite, limited support from line managers, an inadequate infrastructure of  supporting processes, lack of resources, resistance to change and lack of trust are some of the reasons to theory in use is very difficult. An overarching aim of HRM is to bridge this gap by making every attempt to ensure that aspirations are translated into sustained and effective action.  Decide to make sure that aspirations area unit translated into sustained and effective action. To do this, members of HR operate got to bear in mind that HR is relatively easy to come up with new and innovatory policies and practice Purcell (2003).

REFERENCES
Cappelli, P and Crocker-Hefter, A (1996) Distinctive human resources are firms’ core competencies, Organizational Dynamics, Winter, pp 7–22

Gratton, L (2000) People processes as a source of competitive advantage, in Strategic Human Resource Management, eds L Gratton, V H Hailey, P Stiles and C Truss, Oxford University Press, Oxford

Purcell, J (2001) The meaning of strategy in human resource management, in Human Resource Management: A critical text, second edn, ed J Storey, Thompson Learning, London

Purcell, J (2003) Strategy and Human Resource Management, Palgrave Macmillan, Basingstoke.

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