by | July 24, 2012 · 6:32 am
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An Analysis of E-HRM Practices: A Case Study of State Bank of Pakistan

Human resource management (HRM) is the strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of the objectives of the business (Armstrong, 2006). One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 5 fields for the HRM function: i) Strategic business partner ii) Change Agent iii) Employee champion iv) Company champion v) Administrative expert

However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather more reactive than strategically proactive partners for the top management. In addition, HR organizations also have the difficulty in proving how their activities and processes add value to the company. In the recent years HR scholars and HR professionals are focusing to develop HR models that can adds value (Smit, 2006). Read More on E-HRM Practices

An Analysis of E-HRM Practices: A Case Study of State Bank of Pakistan


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