The enablers include the competence of the people, the culture of the corporation, internal development, worker engagement, efficient and effective communication, and innovative learning.
Becker, B. & Gerhart, B. (1996). The impact of human resource management on organizational performance: progress and prospects. Academy of Management Journal, 39 (4), pp. 779-801.
The research attempts to advance debates on a nascent link between the human resource systems and the strategic impact of human resource management (HRM) decisions on performance outcomes. The implications of 'best practice' for HR system structure and effects are extensively discussed to literally build the ground of the organizational value creation. Nonetheless, researchers need to give careful thought to the meaning of HR measure at the corporate level because HR practices usually different across business units and facilities within a corporation, particularly as diversification and size increase.
Moss, J. (2000)"Strategies for recruiting volunteers. A management sub-feature." Lessons from the Field.
The article regards the pitfalls in the employment of volunteers and also the lessons that are learnt by an organization named New Orleans Outreach. The firm was established so as to provide city kids with resources. Individuals of all ethnicities and wages are granted opportunity to volunteer. The situation talked about was an attempt for employment at an unsophisticated high school belonging to girls who were not in New Orleans. The school was mainly composed of whites. The percentage of the whites was 90. Majority of them were residing within the suburbs. Due to the fact that knowledge was lacking among the participants, numerous problems were experienced during the recruitment. For instance, for a better part of the day, rather than discussing the program, a number of the girls who were coming from the school were only discussing the cuteness of the guy who was presenting the lecture.
Ellis, S.J. (1996) "How do I Staff Our Volunteer Program?" Excerpted from: From the Top Down: The Executive Role in Volunteer Program. http://www.genie.org Volunteer Management FAQ #3.
The article is looking into the ways through which a firm is capable of finding the right employees to help them in the management of volunteer programs in the companies. It is pointing out that a number of individuals who are directing volunteer programs are working as part timers only. This is implying that the job is not getting their whole attention. The workers will mostly spend part of their time on volunteer programs as they continue to focus on their major jobs. An answer to the dilemma is to get funding for staff member who is a part timer help in the management of the volunteer programs. This is capable of increasing the feeling of accountability since the staff member who is a part-timer is getting paid. The most excellent answer appears to be recruiting fresh part time workers for this precise undertaking. A person has to consider the probability of increasing this job's hours and the time development will be "restricted." The article is giving brilliant insight into numerous questions the firm has to rise before employing the responsibility of administering volunteers.
Felder, L. (1997) "Human resource, facility managers must cooperate." Baltimore Business Journal, Baltimore.
The article is concerning the ways through which the management of human resource draws a response to the manner in which a firm desires to come up with some technologies and skills. The place of work is a compound setting dealing with individuals, services and technology. All these have to be integrated carefully so as to give out efficient and productive operations.
Truss, C. (2001). Complexities and controversies in linking HRM with organizational outcomes. Journal of Management Studies, 38 (8), pp. 1121-1149.
The paper is contributing to the discussion through its critical analysis of the practices and policies of human resource through a single case-study of a firm in a period of two years. The study used a number of methodologies. It also drew on a wide variety of informers in the firm. Rather than developing a record of 'top practice' HRM and trying its effects on performance, the writer is inverting the query and is taking an organization that is financially successful and questions the practices and policies of HR that it applies. This methodology shows that even successful organizations do not always implement 'best practice' HRM. It also shows that frequently, there are a number of inconsistencies that occurs between practice and intention. Results at the organizational or individual levels are difficult and frequently they are contradictory. The writer questions the scale at which it is at the formal system level, and performance of the organizations, without considering the role that is done by the informal firm in the implementation of the policies of HR.
Tyson, S. (1997). Human resource strategy: a process for managing the contribution of HRM to organizational performance. International Journal of Human Resource Management, 8 (3), pp. 277-290.
This paper is describing the strategy of human resource as a procedure of management and also as being part of growing formation of strategy. A structure is projected so as to give an explanation of the diverse stages of scrutiny, communal, organizational and personal, which managers are seeking to incorporate. The outcomes of taking an approach like this in preference to the coherent view of human recourse strategy are summarized and the importance of interpretations, procession viewpoint to the policy study is also discussed.
Mayo, a. (2000). The role of employee development in the growth of intellectual capital. Personnel Review, 29 (4), pp. 521-533.
The author is asserting that human capital may be reasonably debated to be the final driver of every value growth. Human capital contribution to the present and future value for the stakeholders is scrutinized. The main factors for growths like that are said to be individual capacity, individual enthusiasm, leadership, the climate of the organization, and the effectiveness of the work group. Also, essentially, workers who are strategically focused and team development are capable of being creating value and therefore the organizations will achieve their strategic goals.
Dow, Warren. "Consultants: the Rodney Dangerfields of the Nonprofit World." (2000)
In this article, the author discusses the employment of consultants in organizations that are non-profit making. The article clearly indicated how unpopular this strategy is. The author begins this article by appropriately citing a certain case of an Orchestra called the Winnipeg Symphony Orchestra. This symphony was making huge losses. Its underwriters got concerned and then withheld their funding. They then launched independent studies that were conducted by two separate groups. The two firms conducted their jobs and pointed out that the management was the problem. They suggested possible solutions. The press got wind of the information and published it. The results from one of the consulting firms was redundant since it already existed in the usual organization minutes while the second firm was somehow discredited due to its lack of stake in the firm under evaluation. It was generally noted that the consultants were overpriced and a complete waste of resources. The author noted that this was never a true scenario of the firm's value. The author noted that it is best to hire an independent firm so as to elicit objectivity, confidentiality and impartiality.
Ellis, Susan J. "How do I Staff Our Volunteer Program?" Excerpted from: From the Top Down: The Executive Role in Volunteer Program, (1996). http://www.genie.org Volunteer Management FAQ #3.
In this article, the author discusses the process that can be employed by a firm in order to locate the right individual to be a manager of a volunteering program within the organization. The article indicates that most of the individuals who manage a volunteer program only act as pat time managers. The implication of this is that this job does not capture their complete attention. The solution to this lack of attention is to source for funding to hire manager to take charge of the program. This he points out, increases the level of responsibility since the payment motivates the manager. The delegation of the duty to an unpaid staff member leads to a generation of attitude. The importance of this article is that it points out the need for organizations to consider certain factors before delegating the responsibility of effective management of volunteering programs.
Felder, Lanny. "Human resource, facility managers must cooperate." Baltimore Business Journal, Baltimore: March 7, 1997.
This article discusses the concept of designing different structures of human resource management using certain skills as well as technologies. The workplace has been indicated as a very complex environment that involves the interaction of persons, services and technology. These three must be effectively integrated so as to produce an efficient operation in the workplace. Some of the most important functions that are necessary for the operation of an efficient workplace are the information regarding the position of employees, their function, requirements of different equipment, location of the office as well as telephone extension. The employees should also…