The impact of human capital management on operational performance at the gambia national water and
HR practices for developing human capital and performance
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| 2.2.4 HR practices for developing human capital and performance
The high performance management, or high performance work practices, has become an important field in management of people. A number of the scholars have studied the depth and breadth of the HR practices, particularly in association with performance. High commitment management aims to go beyond high performance management to include an ideological component - the identification of the employee with the goals and values of the firm, so inducing commitment (Walton, 1985). The study of Guest et al (2004), cited by Marchington and Wilkinson (2005) for the Institute of Personnel and Development (CIPD), surveying 835 organisations in the UK, endorses that there is a strong link between HRM and performance, but that this link is 19 indirect, through the apparent impact on employee commitment, quality and flexibility. Patterson et al. (1997) cited in Stiles (2011) identify a positive relationship between employee attitudes, organizational culture, HRM and company performance, and conclude that employee commitment and a satisfied workforce are essential to improving performance. Two highly significant areas of HR practices are seen as the acquisition and development of employee skills (recruitment, selection, induction and performance appraisals), and job design (skill flexibility, job responsibility, team- working). 2.3 Components of Human Capital Management The following are the key components of Human Capital Management 2.3.1 Turnover Intention Social exchange theory (Blau, 1964) and organizational support theory (Eisenberger et al, 1986) suggest that employees who receive high levels of support from the organization are inclined to repay the organization by their commitment to stay and work for the organization. One essential way to reciprocate the organization’s favourable treatment is through continued participation (Allen et al, 2003 and Wayne et al, 1997). Other research works on the rewards and recognition of employee contributions, also indicate that employees who receive more support as part of the inducements offered by the organization, would have less desire to leave the organization. tải về 1.26 Mb. Chia sẻ với bạn bè của bạn:
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