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Essay / Research Paper Abstract
This 8 page paper looks at the strategic use of HRM and considers the way in which this is related and interdependent on the practices of performance management and performance appraisal and the way each can be seen as strategically important to a firm impacting on the overall firm performance. The bibliography cites 15 sources.
Page Count:
8 pages (~225 words per page)
File: TS14_TESHRperf.doc
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Unformatted sample text from the term paper:
strategic management of a firm, HRM may now be seen as a key actor in the strategic process, with performance management and performance appraisal playing a key role. The three
elements may all; be seen as interrelated, but despite this many firms do not uses these aspects fo HR in an interrelated manner. The way that the HR department
and HR strategies are utilised may vary between firms, when considered in terms of firm strategy Cunningham and Kempling, (2011) put forward the idea that by linking HR strategies to
the needs of the firm there is a strategic fit acquired. This can be taken even further when the HR resources and capabilities are considered as part of the strategy
formulation, as an input rather than a function that is impacted by the output of the strategic decision making process. This embodies the concept of strategic human resource management
and development, as proposed by Garavan (1991) who defined it as; "The strategic management of training, development and of management/professional education interventions, so as to achieve the objectives of the
organisation while at the same time ensuring the full utilisation of the knowledge in detail and the skills of the individual employees. It is concerned with the management of employee
learning for the long term keeping in mind the explicit corporate business strategies" (Garavan, 1991; 17). This clearly integrates functions of HR into the strategy aspect of the firm
and can lead to a good fit between the human resources and the strategy, as advocated by Cunningham and Kempling, (2011). Othman, (2009) puts forward three views on the
strategic use of HR. Firstly, when there is the integration of the HR approaches with the cooperate strategy it is argued that there is a correlation with between organisational effectiveness,
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