The impact of human capital management on operational performance at the gambia national water and
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Figure 2.1 Model of link between HCM and operational performance Source: (Adapted from Guest et al,Effective People Management: Initial findings of the Future of Work study. London, CIPD. 2000b. p5 and cited in Marchington M., and Wilkinson Adrian. Human Resource Management at Work: People Management and Development, 2005, CIPD London, 3 rd edition). This conceptual framework broadly proposes a path model linking together business and HR strategies on the left hand side of the diagram, with performance outcomes on the right hand side. These include indicators such as financial performance, quality of goods and services provided and higher productivity, as well as employee outcomes in terms of competence, commitment and flexibility. The overall framework is glued together by a selected bundle of HR practices covering all the usual areas of Human Resource Management, as well as by the effectiveness of the Human Resource function. The selected bundle of HR practices include turnover intention, selective hiring, extensive training, learning and development, employee involvement and information sharing, team-working, high compensation contingent on performance, reduction of status differences. The inclusion of a factor assessing effectiveness is particularly HR Effectiveness HR Outcomes Employee: Competence Commitment Flexibility Quality of goods and services Improved Productivity Operational Performance Bundle of HR practices (HCM) ( HR Strategy Business Strategy 29 important because this allows us to evaluate how well the practices are working in addition to whether or not they are present. For an effective HR function, the HR strategy must be in line with the business strategy (goal congruence). Specifically for the purpose of this study, the selected bundle of HR practices (HCM) recommended to NAWEC is expected to yield the desired effectiveness of the HR function and consequentially, employee competence, commitment and flexibility. These HR outcomes (positive work attitudes and behaviors), will be the basis for higher productivity and the production of quality goods and services. Thus employees’ felt obligation to repay the company as well as achieving self actualization, builds their confidence to becoming involved in decision making on everything that affects their work life. At this stage, quality and performance can only yield desired organizational performance in response to the set goals and objectives of the company. tải về 1.26 Mb. Chia sẻ với bạn bè của bạn:
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