The control type practices target to enhance organizational efficiency by relying on coercive rules and performance-based rewards (Wilton, 2013, p. The latter, on the other hand, seek to achieve organizational efficiency by focusing on motivational factors that increase employee identification with, and support for the goals and the work of the organization in general. For a long time now, both academics and executives have been preoccupied with investigations concerning the relationship between HRM practices and the performance of firms (Rhee, Zhao & Kim, 2014, p. 210; Gyensare and Asare 2012, p. 2137); most of these investigations have centred on the proposition that effective HRM (Marchington and Wilkinson 2012, p. 72), is attributable to enhanced worker and firm performance (Wu & Lee, 2013, p. The best practice model to HRM is premised on the idea that if a firm makes greater use of certain HR practices, collectively and constantly, it is more likely to enhance its own performance over time (Vogus and Welbourne, 2003, p.
The basic idea underlying the best practice HRM approach is that a set of HR practices could potentially enhance organizational output (Wilkinson and Redman, 2013, p. 26), by altering employee attitudes and behaviours while reducing rates of absenteeism and turnover tendencies.
As argued by Pfeffer and Veiga (1999, p. 40), high commitment HRM practices yield trust among workforces; these practices generally empower employees of the firm to participate actively in value creation through a number of strategies, which shall be discussed briefly as a precursor to the evaluation of the best practice approach to HRM. The best practice approach to HRM can be contrasted with the best-fit approach and the resource based view of HRM; unlike the best practice approach, the best fit model contends that HRM practices must be properly aligned with all other aspects of the firm (Kelliher, and Perrett 2001, p. 424; Boxall and Purcell 2011, p.
The resource based view, on the other hand, focuses on the internal resources of the firm, highlighting human resources as the most fundamental strategic assets that are capable of generating sustainable competitive advantage for the organization. This approach insists that it is important for firms to remain smart and flexible in their value creation processes, by securing and developing the best human resources that would generate competitive advantage. The fundamental assumption of the best practice model
Please type your essay title, choose your document type, enter your email and we send you essay samples