selecting staff in an effective manner can both avoid undesirable costs for example – those associated with high staff turnover, poor performance and dissatisfied customers – and engender a mutually beneficial employment relationship characterized, wherever possible, by high commitment on both and Huselid, 1992; Schmidt, Hunter, sides.” Becker McKenzie and Muldrow, 1979 found out that in staffing is positively related to “selectivity organizational (Delaney & Huselid, 1996; p. 951). According to Huselid performance” (1995, p. 637), procedures that provide a large pool of qualified applicant, “recruiting paired with a reliable and valid selection will have progressive influence on regimen” organizational performance. The vice-versa in the recruitment and selection processes will reduce the performance of organization. The flaw in recruitment and selection will open way for self-interest to dominate over organizational interest. Knowledge Development Guest (1997) model of HRM proposes the individual level depends on “performance at of necessary skills and knowledge of the employees … possession abilities.” Developing have direct impact on the organizational performance. Training, experiences guiding and teaching can have progressive impact on the performance of the organizations (. Improving and upgrading knowledge has become must in the changing work environment. Boxall holds that knowledge development can firms which are more “create intelligent and flexible than their competitive competitors” achieving ‘sustained advantage’ over other companies (Armstrong, 2009; p. 31). Firms need to have “technology infrastructure, organizational structure and [conducive] organizational culture which are linked to a knowledge infrastructure capability; and knowledge acquisition, firm’s knowledge conversion, knowledge application and knowledge protection which are linked to the knowledge process and Leidner, 2001; Gold et al., 2001, as firm’s capability” (Alavi cited in Mills & Smith, 2010, p. 156). Comprehensive knowledge management can make human capital unique, inimitable and rare. Companies such as Tesco believe in knowledge via employees to enhance its productivity and gain firm’s competitive human capital advantage .
selecting staff in an effective manner can both avoid undesirable costs – for example those associated with high staff turnover, poor performance and dissatisfied customers – and engender a mutually beneficial employment relationship characterized, wherever possible, by high commitment on both sides.” Becker and Huselid, 1992; Schmidt, Hunter, McKenzie and Muldrow, 1979 found out that “selectivity in staffing is positively related to organizational performance” (Delaney & Huselid, 1996; p. 951). According to Huselid (1995, p. 637), “recruiting procedures that provide a large pool of qualified applicant, paired with a reliable and valid selection regimen” will have progressive influence on organizational performance. The vice-versa in the recruitment and selection processes will reduce the performance of organization. The flaw in recruitment and selection will open way for self-interest to dominate over organizational interest. Knowledge Development Guest (1997) model of HRM proposes the “performance at individual level depends on … possession of necessary skills and abilities.” Developing knowledge of the employees have direct impact on the organizational performance. Training, experiences guiding and teaching can have progressive impact on the performance of the organizations (. Improving and upgrading knowledge has become must in the changing work environment. Boxall holds that knowledge development can “create firms which are more intelligent and flexible than their competitors” achieving ‘sustained competitive advantage’ over other companies (Armstrong, 2009; p. 31). Firms need to have “technology infrastructure, organizational structure and [conducive] organizational culture which are linked to a firm’s knowledge infrastructure capability; and knowledge acquisition, knowledge conversion, knowledge application and knowledge protection which are linked to the firm’s knowledge process capability” (Alavi and Leidner, 2001; Gold et al., 2001, as cited in Mills & Smith, 2010, p. 156). Comprehensive knowledge management can make human capital unique, inimitable and rare. Companies such as Tesco believe in firm’s knowledge via employees to enhance its productivity and gain competitive human capital advantage .
How-Best-HR-Practice-can-be-Linked-to-Superior-Organizations-Performance.docx