For over a decade there has been significant debate on the concept of high commitment/ best practice model of Human Resource Management (HRM).The idea conceived in US academics and later spread to Britain claims that a particular bundle of Human Resources (HR) practices have the potential to enhance worker attitude and behaviour leading to lower level of absenteeism and labour turnover, ensuring better quality and customer service, thereby increasing organizational performance. The ultimate goal is achieved in higher profitability level. The components of high commitment/ best practice HRM are Employment security and internal labour markets, Selective hiring and sophisticated selection, Extensive training, learning and development, Employee
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(Marchington, 1999) asserted that decision-making and matters such as quality are taken care by the team leader rather than team members. Team working may not be implemented in true spirit and has high degree of failure. Employers may not delegate authority in real terms. Sinclair (1992: 612) writes of the ‘tyranny’ of the team ideology, more threatening in her view because it appears to offer benefits for all. She argues that ‘teams are frequently used to cover-up coercion under the pretense of maintaining cohesion; disguise conflict under the facade of consensus; and give autonomous decisions a codeterminist seal of approval’. Concerning the area of training and development the type of training provided was different. Factors such as quality and delivering it in the right manner are important. Truss et al. (1997: 61) concluded that even in organizations where training was provided it did not contribute to the developmental HRM perspective, as it did not enhance employee’s skill-set or enlarged their experience. As training does not assure future career development hence it cannot be exactly termed as best …show more content…
The idea of implementing best practices, though presented in a simplistic manner has been rather challenging. While what is “best” remains illusionary. The high commitment HRM practice claims when the HR bundle is applied it has positive impact on organizational performance. The link between the two has been identified and it’s ability of making a significant impact on organizational success. The argument whether or not best practice HRM really can make a difference to bottom line performance in all workplaces has been analyzed in the above article. We observed these practices have often been in conflict with each other, are not universally applicable and do not take into consideration feedback from employees for employees benefit. (Mick Marchington & Irena Grugulis). There is no evidence if there is any gain from them other than organizations goals, hence the position of employees is uncertain, and the employees’ motivation for the HR bundle is in
(Marchington, 1999) asserted that decision-making and matters such as quality are taken care by the team leader rather than team members. Team working may not be implemented in true spirit and has high degree of failure. Employers may not delegate authority in real terms. Sinclair (1992: 612) writes of the ‘tyranny’ of the team ideology, more threatening in her view because it appears to offer benefits for all. She argues that ‘teams are frequently used to cover-up coercion under the pretense of maintaining cohesion; disguise conflict under the facade of consensus; and give autonomous decisions a codeterminist seal of approval’. Concerning the area of training and development the type of training provided was different. Factors such as quality and delivering it in the right manner are important. Truss et al. (1997: 61) concluded that even in organizations where training was provided it did not contribute to the developmental HRM perspective, as it did not enhance employee’s skill-set or enlarged their experience. As training does not assure future career development hence it cannot be exactly termed as best …show more content…
The idea of implementing best practices, though presented in a simplistic manner has been rather challenging. While what is “best” remains illusionary. The high commitment HRM practice claims when the HR bundle is applied it has positive impact on organizational performance. The link between the two has been identified and it’s ability of making a significant impact on organizational success. The argument whether or not best practice HRM really can make a difference to bottom line performance in all workplaces has been analyzed in the above article. We observed these practices have often been in conflict with each other, are not universally applicable and do not take into consideration feedback from employees for employees benefit. (Mick Marchington & Irena Grugulis). There is no evidence if there is any gain from them other than organizations goals, hence the position of employees is uncertain, and the employees’ motivation for the HR bundle is in