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[ People are the most important asset and have a
considerable influence on the overall performance
of the organization .  !"#

[ ?ffective human capital management practices are

necessary if an organization wants to gain
competitive advantage.

[

 $ "%o trategic HRM encompasses those
decisions and actions, which concern the
management of employees at all levels...
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[ trategic [ Administrative
[ Proactive [ Reactive
[ Change [ Ignorant of market
[ Integrated [ eparated
[ Commitment
[ Consensus
[ ?ffectiveness
[ ?fficiency

[ pecialist function
[ Models are developed to analyse the impact of
HRM on  %&


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[ HRM professionals are expected to be

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so as to achieve a learning organisation which is
efficient and innovative.
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[ eveloped by - ×
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%.
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/ , 1984

[ Is a trategic map to guide all managers in their

relations with employees and concentrates on
the human or soft aspect of HRM.

[ trives at employee commitment (Wood, 1995)

not control.
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[ ?&'01delegated levels of
authority , responsibility , power.

[  
1recruitment ,
selection, placement , promotion, assessment,
appraisal, termination etc.

[ 
1Pay systems, incentives, motivation͙

[ /
÷' 1efinition / esign of work and

alignment of people.


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[ § our Cs' do not represent all the criteria to
evaluate the effectiveness of human resource
management,

[ Yet they are 'reasonably comprehensive§

[ In the long run, striving to enhance all four Cs

will lead to favorable consequences for long-
term consequences.
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[ o HRM policies enhance the commitment of
employees ?
[ To what extent ?
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o HRM policies serve to 
 %&%
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&'who have valuable skills and knowledge -
both now and in the future?

Again there are benefits at all levels. If skills and

knowledge are there when required, the organization
benefits, and its employees 'experience an increased
sense of self-worth and economic well-being.'
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[ The question can be raised about the level of congruence
in HRM policies between, for example:

- management and employees,

- different employee groups,
- the organization and the community,
- employees and their families, and
- within the individual?

Lacking leads to - low level of trust & common purpose ;high

costs in terms of money, time and energy ; stress etc..
D ×eer et al argue that , HR policies HOUL be
influenced by ALL stakeholders.

D If not, 'the enterprise will fail to meet the needs of

these stakeholders in the long run and it will fail as an
institution.'

D HRM has much broader consequences than simply

last quarter's profits or last year's return on equity.

D hort-term measures are relatively unaffected by

HRM policies. Long-term consequences should be taken
into account.
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Long-term consequences (both benefits and costs) of human
resource policies should be evaluated at *
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HR policies have to be evaluated in terms of their contribution
to ,
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or example, ×eer et al ask: "What are the societal costs
of a strike or a layoff?o

They point out that "alienated and laid-off workers may

develop both psychological and physical health
problems that make them burdens to community,
agencies funded by the local, state, or federal
government.

Today employers pass on many of the costs of their

management practices to society."
 Cases
[ In some areas there is a close coincidence of
interests between corporations, individuals and
the society. The physical and psychological well
being of employees is gaining importance in
corporate concern.

[ Ô*Ô*and 
  , have

launched extensive programs to help employees
for health and develop personal programs for
development.


a
[ http://www.citehr.com/22332-harvard-map-
hrm.html#ixzz16h6kwfgQ
[ http://www.africancentreforcommunity.com/×estPerspectivest
ohumanresourcemanagementbyArreyMbongayaIvo.htm
[ http://www.emeraldinsight.com/journals.htm?articleid=844221
&show=html
[ http://www.nutshellforum.com/article.asp?id=6
[ Human Resource Management, 3rd ?dition, ×iswajeet Patnaayak
[ Human Resource Management: Critical Perspectives on
×usiness and Management, Volume 1,Micheal Poole