Case Study about Effectiveness of Selected Human Resources Management Practices on Organisational Performance and Objectives
Abstract: A considerable body of literature suggests that Human resource management is effective. Nonetheless, the term HRM is ambiguous, the precise ways in which it works uncertain, and hard empirical evidence as to its impact on organisational performance and objectives is short to lacking. The present study investigates executives’ perceptions of HRM, organisational performance, and realization of organisational objectives at the Libyan Iron and Steel Company (LISCO). Results suggest that LISCO executives have positive perceptions of LISCO’s implementation of HRM, of LISCO performance, and of LISCO’s realization of its objectives.
Introduction: Human resource management (HRM) in organisations concerns the planned management of employees in order to optimise the organisation’s performance. HRM covers such practices as training and development, health and safety, recruitment, selection, job evaluation, performance appraisal, and human resource planning. This list is far from exhaustive. Nonetheless, HRM practices are held to be an essential component of organisational strategy (e.g., Boxall and Purcell, 2003). In the past, HRM was associated with Draconian styles of management (downsizing, cost-cutting, and work-intensification) (see, e.g., (Boxall and Purcell, 2003). More recently, it has put on a more human face (Boxall and Purcell, 2003), and some authorities, Holman et al. (2003) for example, point to organisations’ need for intelligent, well educated, and highly motivated workforces. Thus HRM, as the term is now used, usually means employers caring for workers, consulting with them, educating them, enabling them to fulfil their potential, and so on. Keep Reading..