The best practice
To begin with, the best practice assumed that there is a best bundle of human resource (HR) policies and practices that will help organisations in achieving goals which universally fit for any organisations across industries and countries (Armstrong, 2011: 33). The definition brings out the limitations on the best practice. Firstly, there are numerous sets of best HR bundle of practices, for example Pfeffer (1998) suggested a bundle of practices to generate profit by putting people first which includes provide employment security, use multiple criteria in recruitment and selection, apply decentralization and teamwork, offer earnings according to organisational performance, extensive training, remove barriers and provide transparency …show more content…
HR strategy might cope all organisation strategies at corporate and business strategy, nevertheless in the operational strategy, there is a chance that HR strategy is rather useless for the reason that the strategic business unit can achieve the financial targets.
Additionally, the best fit might miss to fit with social legitimacy goals which is important for any company (Boxall, et al 2007) so company also beneficial for its stakeholders. Firms can stand with proper adaptation process and willingness to accommodate changes and the needs of their customers and stakeholders.
Resource-based view …show more content…
Rare core competency does not mean only possess by a single firm, companies across an industry can share the same capability, nonetheless company with significantly superior than competitors is defined its core competency (Hamel and Prahalad, 1994: 226) take for instance information and technology companies like Google and Apple is successful because they have higher cognitive ability, technical and creativity skills than the average competitor skills in market. ‘Cognitive ability is normally distributed in population, human resources with high ability levels are, by definition, rare’ (Wright,
To begin with, the best practice assumed that there is a best bundle of human resource (HR) policies and practices that will help organisations in achieving goals which universally fit for any organisations across industries and countries (Armstrong, 2011: 33). The definition brings out the limitations on the best practice. Firstly, there are numerous sets of best HR bundle of practices, for example Pfeffer (1998) suggested a bundle of practices to generate profit by putting people first which includes provide employment security, use multiple criteria in recruitment and selection, apply decentralization and teamwork, offer earnings according to organisational performance, extensive training, remove barriers and provide transparency …show more content…
HR strategy might cope all organisation strategies at corporate and business strategy, nevertheless in the operational strategy, there is a chance that HR strategy is rather useless for the reason that the strategic business unit can achieve the financial targets.
Additionally, the best fit might miss to fit with social legitimacy goals which is important for any company (Boxall, et al 2007) so company also beneficial for its stakeholders. Firms can stand with proper adaptation process and willingness to accommodate changes and the needs of their customers and stakeholders.
Resource-based view …show more content…
Rare core competency does not mean only possess by a single firm, companies across an industry can share the same capability, nonetheless company with significantly superior than competitors is defined its core competency (Hamel and Prahalad, 1994: 226) take for instance information and technology companies like Google and Apple is successful because they have higher cognitive ability, technical and creativity skills than the average competitor skills in market. ‘Cognitive ability is normally distributed in population, human resources with high ability levels are, by definition, rare’ (Wright,