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Top AuthorsTop ArticlesFAQABAnswers Publish Article LoginLogin via RegisterHello My HomeSign Out Email Password Remember me? Lost Password? Home Page > Education > History > â Best practice' as a human resource strategy â Best practice' as a human resource strategy Posted: Apr 23, 2010 Comments: 0 Views: 642 1ShareAds by Google Easy Strategic Planning Quality Strategic Planning Visuals Free Trial. Free Download! www.SmartDraw.com Human Capital Management Improve outcomes using integrated workforce management solutions. www.apihealthcare.com Hr Policies Download Business Policies Template Just Fill-in the Blanks & Print! Biztree.com HR Powerpoint Slides Excellent Powerpoint Slides on HR Management and Personal Development www.exploreHR.org Introduction Best practice as a human resource and development strategy attempts to link two issues i.e. human resource strategies and competitive advantage. This perspective is founded on the belief that human resource and development strategies can cause employees to become committed and highly motivated towards their organisation. Consequently, such employees are expected to contribute towards improvement of the company's performance. Reward systems form a critical part of best practice policy because they still fall under human resource strategies. The organisation to be examined is John Lewis Partnership. This company is a worker co-op. It is one of the most exemplary companies when it comes to implementation of best practice strategies. This is because all the employees within the organisation are part owners of the organisation. The organisation focuses on addressing all their needs whether in the reward section or elsewhere. On the other hand, the employees pay back these efforts through commitment and best performance. Best practice has formed one of the organisation's key strengths. Strategic capability and degree of sophistication of the strategic Human resource and development effort John Lewis partnership has made sure that training is part of its human resource and development efforts. This is because it realises the value of this best practice strategy. Pfeffer and Velga (1999) explain the importance of training and development of skills within any organisation. A company that takes its employees through training solidifies their contribution to the company. This is because such employees get equipped with the ability to make decisions in their work. On top of this, such employees have high levels of initiative and will try their utmost best to improve their organisational contribution. Skill development is a characteristic part of the John Lewis Partnership because employees who feel the need to improve their skills are given opportunities to do so through training schemes. Youndt et al (1996) emphasise that training is one of the most fundamental aspects of best practice models. However, these same authors also add that training should be integrated into other development activities like staffing, job rotation and others. They claim that no amount of training will contribute

This is something that is quite different from simply increasing salaries. size and environment. an organisation's structure and operation are affected by certain situational factors such as technology. In other retail companies. responsibilities in the workplace and recognition of achievement. Those groups should be such that they have the ability to make their own decisions. an employee's input is not matched to outcome from the organisation. He believes that a reward system within any company can affect the way it operates or how it is structured. However best practice advocates like Burnes (2000) came up with a contingency theory. This is the reason why its best practice strategies have added value to the company. He asserted that factors causing job satisfaction were quite different from those ones causing job dissatisfaction. One can therefore conclude that the company's structure is a clear depiction of its best practise strategy. Pfeffer (1994) believes that best practice companies should have a structure that places staff members into groups. John Lewis realised that payments simply alter behaviour but do not change the attitudes causing these . Pay can be considered as a factor that can cause job dissatisfaction and should be dealt with so as to have time to concentrate on other important aspects. It appreciates achievement and places more emphasis on the latter rather than the former. This is the reason why John Lewis does not simply increase employees' salaries. the company gives almost equal rewards to all members of the teams.towards organisational development if employees are not granted the permission to practice those acquired skills. Here. The first is the input made by an employee and the second is outcome which normally comes from the respective organisation. According to the Equity and expectancy theories (main components of the best practice model) put forward by Adam (1965). However. He places more emphasis on factors that cause job satisfaction such as the nature of work. These departments work together to achieve gaols and have been granted relative autonomy. (Pfeffer. They believe that this is a form of investment into human capital since most of these employees feel valued. The ratio between these two aspects needs to be equal otherwise employees will loose motivation to perform. Hertzberg (2001) came up with a two factor model to illustrate the importance of performance motivation as part of best practice strategy. 1994) Why and whether human resource strategy is seen as adding value Best practice strategies have definitely added value to the organisation. One can consider them as teams. According to the Classical and Human relations approach. It can be seen that there are two aspects in motivation. Also. There is a need for justice to be administered in this area otherwise employees will lack motivation. John Lewis has achieved this very well. This is where the term negative inequity stems from. line managers are given minimal responsibilities. Another aspect of best practise firms is that they ought to have reward systems that are compact in nature. This means that an organisation should try its best to grant work autonomy to its employees and to empower them through training. the company under study has eliminated that problem by training those members of staff (so that they can have necessary skills) and then allowing them to make independent decisions. John Lewis' strategic capability in this aspect of structure is demonstrated by the division of the company into departments. Most of them are expected to consult with higher authorities in order to decide on issues. This is because the approach has motivated performance within the organisation. This implies that there should be minimal differences between different members of staff so that most employees within the organisation operate in a relatively independent manner with the ability to make their own decisions.

This is the reason why John Lewis uses its aspect of partnership to motivate employees rather than just focusing on financial issues. This appreciation should be equal among all members of the organisation. line managers have considerable amounts of responsibility and yet there are always new technical issues faced John Lewis. Relationship between Human Resource and development activities and the strategic imperatives facing the company One of the most crucial aspects of human resource and development activities within the organization under study is reward systems. This is because business strategies provide a guideline that will help a given organisation have a sense of direction. employees within the organisation have the power to hire or fire leaders within their council upon giving justification of their reasons for doing so. The second C is the issue of Collaboration. Therefore. John Lewis has recognised this truth. The third C put forward by the same author is Content where organisations should go out of out their way to enrich employees' jobs. Kohn (1993) and Pfeffer (1998) solidify this stand point by adding that the financial aspect is not the only thing that matters. where an employee should be given the opportunity to participate in decisions affecting the company. Business strategy defines the way the firm will operate and what level of performance should be expected. Pfeffer (1998) asserts that employees can add value to an organisation when there is equity within the organisation. Any given company should realise that an employee will only be motivated when they receive appreciation for their efforts. These include Choice. business strategy is the foundation for rewards systems within the best practice .behaviours as stated by Kohn (1993). Most organisations have made the mistake of sharing profits among managers and top administrators yet this is quite a big misconception. He claims there are three C's that employees can add to their organisation in order to add value. Here there should be a two-way exchange of information between the company and the employees. Such approaches move away form the financial aspect of motivation and consequently add value to the firm. This is because the absence of it could be taken as a form of punishment by the organisation. the Company distributed fifty five million pounds fairly and equally among all members of staff. Reward systems have a direct and fundamental link between strategic imperatives facing the Company and overall effectiveness achieved by the company. Employees in the Company also have the freedom to air out their grievances and misgivings about some of their administrators. Al members within the organisation will feel just as importance as the he other and it will strengthen the bond within the organisation. For example. Also. This is an aspect that John Lewis has perfected through voting power granted to its employees. All these qualities deal with the content aspect of motivation thus adding value top the company. All members of the organisation should receive equal treatment in this area because it will be a justifiable issue. This is because pay systems can be modified so as to align themselves with overall goals and objectives of the organisation consequently becoming part of the businesses strategy within the organisation. This is an aspect that John Lewis has also incorporated into their management style since employees work in teams. that they have an internal magazine where suggestions on governance are given and the administration reciprocates. Kohn (1993) adds that it is possible to motivate employees without the need to increase their pay. In the year 2007. John Lewis realised this and this is why the partnership adds other factors into the equation. It has given a lot of emphasis on equality. it may prevent employees from tapping their full potential. These same authors assert that if a company only focuses on this type of approach. It is important for companies to have business strategies first.

Motivate performance. Some of the objectives are. The merit system creates fear culture within the organisation employees mainly focus on short rather than long term goals employees do not care about how the organisation performs it devalues team work because emphasis is on individual performance it is subject to biases and politics In light of these disadvantages. Reinforce and define structure. Instead. 1996) These objectives have contributed greatly towards achievement of John Lewis Strategic intent. This theory is seen clearly in the John Lewis partnership where the company paid millions in bonuses to its workforce. The first link between the latter mentioned acts is attraction and retention of employees. This implies that the best practice model is against job-based approaches where employees are paid according to their merits. More focus is placed on creating a sense of concern within the employees about the performance of the organisation. Huselid (1995) adds that attracting the right employees is not just something that is achieved by a pay system. Some of the theoretical frameworks contained in this model were spearheaded by Huselid (1995) and Pfeffer (1996). This is because the objectives act as a basis for measuring the effectiveness of the pay systems and they also act as guidelines. Therefore the best practice model moves away from the traditional methods of measuring employee performance through performance appraisals. Pfeffer (1998) suggests that there is a link between what amount a firm pays to its workforce and the quality of employees it is able to attract. Pfeffer (1998) points out some disadvantages of the traditional reward systems where merits were the most important aspect at that time. it became necessary to adopt a reward system that addresses these pitfalls. Also pay systems are dependent on the nature of business success mad not on the merits employees have. there is a need to attract best quality individuals because the retail sector is highly competitive. These shall be examined in detail. These are. This is highly relevant since there are instances when labour markets become stringent. One can therefore conclude that policies within this type of strategy precede business strategy. The best practice model is such that reward systems should encourage involvement by employees.model. It is also something that needs to be combined . Promote skill and knowledge development. it advocates for pay systems that are based on skill and rewards and bonuses are given to employees when the company has achieved success. The main relationship between best practice and an organisation's strategic imperatives is that it provides a basis for achieving an organisation's pay objectives. One should take note that best practice policies remain stagnant even when the organisation's strategic direction changes. This caused an increase in the company's performance as seen from its favourable market shares. John Lewis. Contribute to corporate culture. For the organisation under study. This implies that the strategy the company adopted will be influenced greatly by these valuable staff members and thus leading to organisational success. The best practice model is such that a company that adopts this form of practice attract the best human resource personnel there is out there. and Determine pay costs' (Lawler. Lawler (1996) states that an organisation first needs to identify its reward system objectives. â Objectives of reward systems Attract and retain employees.

This can be done through communication and the decision making process. John Lewis partnership should ensure that it promotes organisational effectiveness through the following ways. prevent them from worrying about this and instead focus on tasks at hand. performance and teamwork as suggested by Armstrong (1999). It should try as much as possible to reinforce its value in areas such as innovation. these are characterised by secrecy and top down communications. They highlight the importance of knowing that one will not loose their job. This is also toped up by a good reward system. It can either impede or promote organisational effectiveness depending on its implementation. There should be adequate consideration of decision making powers. This is because it will. If these latter three factors are implemented by companies. Lawler (1995) notes that companies that have failed in the past are those ones that adopted autocratic methods of governance. pay should not be the only thing that takes precedence. Pfeffer (1994) goes on to add that low employee turnover is quite necessary when trying to create a family friendly culture within an organisation.with a meticulous selection process. This can be carried further to imply that the organisation also values people and this means that those employees will feel privileged to belong to the organisation. then they will achieve competitive advantage. -participation -innovation -entrepreneurship -eliminating too much bureaucracy -encouraging competency Lawler (1996) goes on to add that organisations should deal with two aspects in order to change their corporate culture and to achieve their strategic intent. The organisation needs to ensure that thee are well qualified candidates in large numbers. According to the best practice approach. the importance of the selection process is that a candidate may feel honoured to belong to an organisation that takes its selection process seriously. The Company should stick to these best practice principles in order to achieve their strategic intent. They will also be challenged intellectually and consequently enjoy their work experience. However. communication channels and job enrichment. John Lewis should make sure that it continues to maintain open and transparent channels of communication about its reward systems. quality. Conclusion Best practise is a human resource strategy that affects overall organisational strategy. This is exactly what has occurred at John Lewis Company. Lawler (1996) adds that an organisation can create a culture through best practise approaches by encouraging the following. This will eliminate any uncertainties among members of staff and will contribute towards their commitment. employees will feel more obliged to perform because they are assured of their job security. high employee retention and a strong organisational culture. This means that workers will feel at home in their work environment. John Lewis is characterised by such practices since it has a rigorous selection process. Delery and Doty (1996) assert that whenever there is a low employee turnover. Drennan (1992) describes corporate culture as the way things are done within any organisation. The John . The Company should also go out of its way to maintain a participative approach in decision making. Contribution Human resource and development can make towards achieving the organisation's strategic intent Best practice as a human resource development strategy can help an organisation achieve its strategic intent through creation of a unique corporate culture. reward systems contribute to organisational culture.

Consequently.14-22 Introduction Best practice as a human resource and development strategy attempts to link two issues i. 39. 27 (4). 527-550. Strategic capability and degree of sophistication of the strategic Human . (1996): The Design of Effective Reward Systems. 13 (2). (1996): Models of Theorizing in Strategic Human Resource Management: Tests of Universalistic. Retrieved 24 March.e. (2001): One More Time: How Do You Motivate Employees? Harvard Business Review. p. J. Berkowitz. J. The organisation to be examined is John Lewis Partnership. p. New York. sixth edition. 38 (3). p836-66 Pfeffer. Boston. Prentice Hall Adams. Academy of Management Journal. Reference: John Lewis (2007): Interim Financial report. M. Reward systems within this company encourage equity and this is why it has been recorded increased profits in the recent years. New York: Academic Press. On the other hand. This is because all the employees within the organisation are part owners of the organisation. et al (1996): Human Resource Management. (1993): Rethinking Rewards. Harlow: Financial Times. Porter and G. (1994): Competitive Advantage Through People: Unleashing the Power of the Workforce. 2. L. (1965): Inequity in Social Exchange. (1999): Employee Reward. In Motivation and Leadership at Work. E. Academy of Management Journal. 37-48 Youndt. In Advances in Experimental Social Psychology. E. R. 71(6). Herzberg. 2008 Pfeffer. p. 39(4). B. MA: Stanford Graduate School of Business. A. J. p. and Doty. MayJune. human resource strategies and competitive advantage. p. (1999): Putting people first for organizational success. J. (1995): The Impact of Human Resource Management Practices on Turnover. p. 48-49. and Firm Performance. Best practice has formed one of the organisation's key strengths. 109-119 Pfeffer. London: CIPD Lawler. M. Contingency and Configurational Performance Predictions. ed. Harvard Business Review. such employees are expected to contribute towards improvement of the company's performance. the employees pay back these efforts through commitment and best performance. (2000): Managing Change: A Strategic Approach to Organisational Dynamcis. p. This perspective is founded on the belief that human resource and development strategies can cause employees to become committed and highly motivated towards their organisation. McGraw Hill International Press Delery. eds. Reward systems form a critical part of best practice policy because they still fall under human resource strategies. D.Lewis has been on the frontline of best practise strategies because it is a worker and most of their decisions are participative. The organisation focuses on addressing all their needs whether in the reward section or elsewhere. M. Lawler. This company is a worker co-op. (1995): The New Pay: A Strategic Approach. vol. (1998): Six Dangerous Myths About Pay. Academy of Management Executive. Academy of Management Journal.Bigley. L. 2ndedition. 635-72 Kohn. 267-299. 81(3). 87-96 Huselid. p802-35 Armstrong. and Velga. J. J. p. F. Productivity and Corporate Financial Performance. A. Harvard Business Review. Manufacturing Strategy. Compensation and Benefits Review. It is one of the most exemplary companies when it comes to implementation of best practice strategies. Steers. Harvard Business School Press Burnes.

However best practice advocates like Burnes (2000) came up with a contingency theory. Pfeffer and Velga (1999) explain the importance of training and development of skills within any organisation. an organisation's structure and operation are affected by certain situational factors such as technology. the company gives almost equal rewards to all members of the teams. size and environment. Those groups should be such that they have the ability to make their own decisions. these same authors also add that training should be integrated into other development activities like staffing. Youndt et al (1996) emphasise that training is one of the most fundamental aspects of best practice models. (Pfeffer. This means that an organisation should try its best to grant work autonomy to its employees and to empower them through training. According to the Classical and Human relations approach. John Lewis has achieved this very well. 1994) Why and whether human resource strategy is seen as adding value Best practice strategies have definitely added value to the organisation. In other retail companies. These departments work together to achieve gaols and have been granted relative autonomy. However. This is because such employees get equipped with the ability to make decisions in their work. . This is because it realises the value of this best practice strategy. They believe that this is a form of investment into human capital since most of these employees feel valued. He believes that a reward system within any company can affect the way it operates or how it is structured.resource and development effort John Lewis partnership has made sure that training is part of its human resource and development efforts. Another aspect of best practise firms is that they ought to have reward systems that are compact in nature. Also. This is because the approach has motivated performance within the organisation. The first is the input made by an employee and the second is outcome which normally comes from the respective organisation. John Lewis' strategic capability in this aspect of structure is demonstrated by the division of the company into departments. line managers are given minimal responsibilities. According to the Equity and expectancy theories (main components of the best practice model) put forward by Adam (1965). such employees have high levels of initiative and will try their utmost best to improve their organisational contribution. However. One can consider them as teams. the company under study has eliminated that problem by training those members of staff (so that they can have necessary skills) and then allowing them to make independent decisions. On top of this. Most of them are expected to consult with higher authorities in order to decide on issues. Skill development is a characteristic part of the John Lewis Partnership because employees who feel the need to improve their skills are given opportunities to do so through training schemes. This implies that there should be minimal differences between different members of staff so that most employees within the organisation operate in a relatively independent manner with the ability to make their own decisions. Pfeffer (1994) believes that best practice companies should have a structure that places staff members into groups. The ratio between these two aspects needs to be equal otherwise employees will loose motivation to perform. job rotation and others. This is where the term negative inequity stems from. It can be seen that there are two aspects in motivation. One can therefore conclude that the company's structure is a clear depiction of its best practise strategy. A company that takes its employees through training solidifies their contribution to the company. They claim that no amount of training will contribute towards organisational development if employees are not granted the permission to practice those acquired skills.

These include Choice.Here. where an employee should be given the opportunity to participate in decisions affecting the company. This is the reason why its best practice strategies have added value to the company. This is an aspect that John Lewis has also incorporated into their management style since employees work in teams. He claims there are three C's that employees can add to their organisation in order to add value. This is because the absence of it could be taken as a form of punishment by the organisation. All these qualities deal with the content aspect of motivation thus adding value top the company. This appreciation should be equal among all members of the organisation. Most organisations have made the mistake of sharing profits among managers and top administrators yet this is quite a big misconception. Pfeffer (1998) asserts that employees can add value to an organisation when there is equity within the organisation. The third C put forward by the same author is Content where organisations should go out of out their way to enrich employees' jobs. This is the reason why John Lewis does not simply increase employees' salaries. it may prevent employees from tapping their full potential. This is the reason why John Lewis uses its aspect of partnership to motivate employees rather than just focusing on financial issues. He places more emphasis on factors that cause job satisfaction such as the nature of work. John Lewis realised that payments simply alter behaviour but do not change the attitudes causing these behaviours as stated by Kohn (1993). There is a need for justice to be administered in this area otherwise employees will lack motivation. John Lewis realised this and this is why the partnership adds other factors into the equation. All members of the organisation should receive equal treatment in this area because it will be a justifiable issue. Such approaches move away form the financial aspect of motivation and consequently add value to the firm. Kohn (1993) and Pfeffer (1998) solidify this stand point by adding that the financial aspect is not the only thing that matters. This is something that is quite different from simply increasing salaries. that they have an internal magazine where suggestions on governance are given and the administration reciprocates. These same authors assert that if a company only focuses on this type of approach. responsibilities in the workplace and recognition of achievement. line managers have considerable amounts of responsibility and yet there are always new technical issues faced John Lewis. This is an aspect that John Lewis has perfected through voting power granted to its employees. Hertzberg (2001) came up with a two factor model to illustrate the importance of performance motivation as part of best practice strategy. employees within the organisation have the power to hire or fire leaders within their council upon giving justification of their reasons for doing so. Any given company should realise that an employee will only be motivated when they receive appreciation for their efforts. For example. Al members within the organisation will feel . Kohn (1993) adds that it is possible to motivate employees without the need to increase their pay. The second C is the issue of Collaboration. Employees in the Company also have the freedom to air out their grievances and misgivings about some of their administrators. Also. It appreciates achievement and places more emphasis on the latter rather than the former. Pay can be considered as a factor that can cause job dissatisfaction and should be dealt with so as to have time to concentrate on other important aspects. an employee's input is not matched to outcome from the organisation. He asserted that factors causing job satisfaction were quite different from those ones causing job dissatisfaction. Here there should be a two-way exchange of information between the company and the employees.

Pfeffer (1998) points out some disadvantages of the traditional reward systems where merits were the most important aspect at that time. Relationship between Human Resource and development activities and the strategic imperatives facing the company One of the most crucial aspects of human resource and development activities within the organization under study is reward systems. The main relationship between best practice and an organisation's strategic imperatives is that it provides a basis for achieving an organisation's pay objectives. This implies that the best practice model is against job-based approaches where employees are paid according to their merits. . it advocates for pay systems that are based on skill and rewards and bonuses are given to employees when the company has achieved success. â Objectives of reward systems Attract and retain employees. This is because pay systems can be modified so as to align themselves with overall goals and objectives of the organisation consequently becoming part of the businesses strategy within the organisation. The best practice model is such that a company that adopts this form of practice attract the best human resource personnel there is out there. Also pay systems are dependent on the nature of business success mad not on the merits employees have. Lawler (1996) states that an organisation first needs to identify its reward system objectives. it became necessary to adopt a reward system that addresses these pitfalls. This implies that the strategy the company adopted will be influenced greatly by these valuable staff members and thus leading to organisational success. More focus is placed on creating a sense of concern within the employees about the performance of the organisation. It has given a lot of emphasis on equality. One can therefore conclude that policies within this type of strategy precede business strategy. the Company distributed fifty five million pounds fairly and equally among all members of staff. The merit system creates fear culture within the organisation employees mainly focus on short rather than long term goals employees do not care about how the organisation performs it devalues team work because emphasis is on individual performance it is subject to biases and politics In light of these disadvantages. In the year 2007. Reward systems have a direct and fundamental link between strategic imperatives facing the Company and overall effectiveness achieved by the company. business strategy is the foundation for rewards systems within the best practice model. The best practice model is such that reward systems should encourage involvement by employees. It is important for companies to have business strategies first. Therefore the best practice model moves away from the traditional methods of measuring employee performance through performance appraisals. Some of the theoretical frameworks contained in this model were spearheaded by Huselid (1995) and Pfeffer (1996). Business strategy defines the way the firm will operate and what level of performance should be expected. Some of the objectives are. Instead. John Lewis has recognised this truth. These are. This is because business strategies provide a guideline that will help a given organisation have a sense of direction. Motivate performance. Therefore.just as importance as the he other and it will strengthen the bond within the organisation. This is because the objectives act as a basis for measuring the effectiveness of the pay systems and they also act as guidelines. One should take note that best practice policies remain stagnant even when the organisation's strategic direction changes.

This is also toped up by a good reward system. It is also something that needs to be combined with a meticulous selection process. This means that workers will feel at home in their work environment. Drennan (1992) describes corporate culture as the way things are done within any organisation. Pfeffer (1998) suggests that there is a link between what amount a firm pays to its workforce and the quality of employees it is able to attract. For the organisation under study. there is a need to attract best quality individuals because the retail sector is highly competitive. the importance of the selection process is that a candidate may feel honoured to belong to an organisation that takes its selection process seriously. This is exactly what has occurred at John Lewis Company. John Lewis partnership should ensure that it promotes organisational effectiveness through the following ways. Contribution Human resource and development can make towards achieving the organisation's strategic intent Best practice as a human resource development strategy can help an organisation achieve its strategic intent through creation of a unique corporate culture. The organisation needs to ensure that thee are well qualified candidates in large numbers. and Determine pay costs' (Lawler. Pfeffer (1994) goes on to add that low employee turnover is quite necessary when trying to create a family friendly culture within an organisation. Lawler (1996) adds that an organisation can create a culture through best practise approaches by encouraging the following. This theory is seen clearly in the John Lewis partnership where the company paid millions in bonuses to its workforce. These shall be examined in detail.Promote skill and knowledge development. They highlight the importance of knowing that one will not loose their job. Delery and Doty (1996) assert that whenever there is a low employee turnover. 1996) These objectives have contributed greatly towards achievement of John Lewis Strategic intent. high employee retention and a strong organisational culture. This is because it will. Huselid (1995) adds that attracting the right employees is not just something that is achieved by a pay system. John Lewis. performance and teamwork as suggested by Armstrong (1999). They will also be challenged intellectually and consequently enjoy their work experience. This can be carried further to imply that the organisation also values people and this means that those employees will feel privileged to belong to the organisation. It can either impede or promote organisational effectiveness depending on its implementation. quality. Contribute to corporate culture. prevent them from worrying about this and instead focus on tasks at hand. It should try as much as possible to reinforce its value in areas such as innovation. employees will feel more obliged to perform because they are assured of their job security. Reinforce and define structure. The first link between the latter mentioned acts is attraction and retention of employees. This caused an increase in the company's performance as seen from its favourable market shares. John Lewis is characterised by such practices since it has a rigorous selection process. This is highly relevant since there are instances when labour markets become stringent. -participation -innovation -entrepreneurship -eliminating too much bureaucracy -encouraging competency .

2ndedition. J. (2001): One More Time: How Do You Motivate Employees? Harvard Business Review. and Doty. Steers. If these latter three factors are implemented by companies. Productivity and Corporate Financial Performance. New York. sixth edition. communication channels and job enrichment. Academy of Management Journal. (1999): Putting people first for organizational success. 267-299. In Advances in Experimental Social Psychology. p. A. This will eliminate any uncertainties among members of staff and will contribute towards their commitment. J. M. 13 (2). p. 2008 Pfeffer. 48-49. New York: Academic Press.Lawler (1996) goes on to add that organisations should deal with two aspects in order to change their corporate culture and to achieve their strategic intent. p. Lawler. B. Conclusion Best practise is a human resource strategy that affects overall organisational strategy. these are characterised by secrecy and top down communications. The Company should also go out of its way to maintain a participative approach in decision making. J. MayJune. pay should not be the only thing that takes precedence. 38 (3). Reference: John Lewis (2007): Interim Financial report. Harvard Business Review. Prentice Hall Adams. Harvard Business Review. p. John Lewis should make sure that it continues to maintain open and transparent channels of communication about its reward systems. (1993): Rethinking Rewards. then they will achieve competitive advantage. et al (1996): Human Resource Management. Manufacturing Strategy. (1994): Competitive Advantage Through People: Unleashing the Power of the Workforce. Boston. L. Porter and G. p. (1995): The Impact of Human Resource Management Practices on Turnover. In Motivation and Leadership at Work. Lawler (1995) notes that companies that have failed in the past are those ones that adopted autocratic methods of governance. (2000): Managing Change: A Strategic Approach to Organisational Dynamcis. There should be adequate consideration of decision making powers. The John Lewis has been on the frontline of best practise strategies because it is a worker and most of their decisions are participative. L. M. MA: Stanford Graduate School of Business. Academy of Management Journal. p. J. A. Harlow: Financial Times. p836-66 Pfeffer. The Company should stick to these best practice principles in order to achieve their strategic intent. and Firm Performance. 87-96 Huselid. F. McGraw Hill International Press Delery. (1999): Employee Reward. (1996): The Design of Effective Reward Systems. Academy of Management Journal. 109-119 Pfeffer. (1965): Inequity in Social Exchange. J. (1998): Six Dangerous Myths About Pay. This can be done through communication and the decision making process. p. Academy of Management Executive. 527-550. London: CIPD . Reward systems within this company encourage equity and this is why it has been recorded increased profits in the recent years. However. vol. Berkowitz. eds. reward systems contribute to organisational culture. 71(6). According to the best practice approach. ed. D. E. (1996): Models of Theorizing in Strategic Human Resource Management: Tests of Universalistic. and Velga.Bigley. R. Retrieved 24 March. Contingency and Configurational Performance Predictions. M. Harvard Business School Press Burnes. 635-72 Kohn. 2. J. p802-35 Armstrong. Herzberg. 81(3). 37-48 Youndt. 39(4). 39.

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This presentation is both a persuasive and informative speech whereby the presenter uses techniques to make this audience to become interested in his message and also to prove his idea. (02:37) Para Mullan on Bullying in the Workplace A recent Samaritans survey claimed 80% of employees have been bullied at work. or is it the definition that is out of control? (04:32) Effective selling tips and strategy . The themes of this research include Lesbianism and lesbian identity. Bullying is said to contribute to stress at work. founder and CEO of PrintingForLess. Analysis is a basic requirement for critical thinking in any subject. develop and organize Ideas and finally put those ideas into a conclusion. Mobiles and Blackberries have apparently led to 'cyber bullying'. making it impossible to escape abusive colleagues. no plagiarism. essays. reviews.html Article Tags:essay writing. and anti-bullying initiative Dignity at Work estimates it cost UK organisations £13. buy research papRelated VideosRelated ArticlesLatest History ArticlesMore from Charles Kelly You are the Weakest Link: Bullying in a Vote-Off Society A recent Samaritans survey claimed 80% of employees have been bullied at work. custom essay service. buy research papers.view tie in with human resource strategy?What are the key functions of human resource management ?What is the role and contribution of human resource management in providing goods and services to customer?Rate this Article 12345vote(s) 0 vote(s)Feedback Print Re-Publish Source: http://www. 2010 lViews: 140 Bloom's Taxonomy In College ExamsThe fourth step on the ladder.75 billion in 2007. buy essays. 2010 lViews: 177 Critical Literature Review Of Social Disorganisation Theory Of CriminologySocial disorganisation theory has its history dating back to the early twentieth . custom writing services. and anti-bullying initiative Dignity at Work estimates it cost UK organisations £13.By: John Warrenl Education> College and Universityl Apr 10.By: Charles Kellyl Education> Online Educationl Apr 27.com/history-articles/best-practice-as-a-human-resource-s trategy-2214265. car sales methodology. term paper help. term paper writing. roles and patriarchy illegitimate work and Prostitution. Understanding modern selling techniques is critical to your success. Gender power relations.KeysToSuccessClub. Has bullying reached epidemic proportions.75 billion in 2007. document details. (04:10) How to Find and Keep the Right Employees How do you find the right employees.Audrey Parker In this video energy efficiency consultant Audrey Parker shares why prioritizing employee retention is helping her business grow. requires you to take an example or problem and break it apart in meaningful ways. shares his employee strategy. Mobiles and Blackberries have apparently led to 'cyber bullying'.By: Charles Kellyl Education> Online Educationl Apr 16. We join Mark Taylor from Keys To Success Club as he gives us tips and strategies to rapidly boost sales. analysis. (01:23)Qualities Of A Good Research PaperA research paper is a piece of academic writing that requires a student to gather and interpret information.290 Research Method 2The aim of this paper is to discuss the methods that will be used in collection and analysis of the data that will be collected in a semi structured interview of four women in the sex industry. research. papers. custom writing.articlesbase.By: Charles Kellyl Arts & Entertainment> Literature l Apr 27.com. the reason why I chose this speech is because of the position it which is first runners up. college term papers. speeches. and how do you retain them? Andrew Field. Bullying is said to contribute to stress at work. or is it the definition that is out of control? In this video Richard Donkin offers his view. Has bullying reached epidemic proportions. making it impossible to escape abusive colleagues. 2010 lViews: 440 Speech EvaluationThe presentation I chose is that of Neurolife speech. 2010 lViews: 1.com Selling is a critical part of any business and yet still so many people and organisations are still selling in the traditional "door to door" knocking. (08:24) How to Use Employee Retention As a Recruiting Tool . reports.

a community is considered organised when members belong or perform activities coordinated by central and representative figure within the community such as a local official or priest. This means that individual beliefs. a political ideology that is practiced to date in the world. In 3 BC Rome conquered the western part of the Adriatic coast and further occupied other regions because they believed that the Illyrians were disrupting trade in these regions. refugee communities are faced with many challenges. They can be defined as any community that lives in a foreign land. economic. Since their freedom is restricted in different ways. and a revolutionary figure.By: Forestl Education> Historyl Jun 09. It is based on the belief that crime and delinquency are associated with the absence or presence of communal institutions where communal institutions can refer to schools. In his communist manifesto published in 1848. plants and vehicles according to the needs of our day to day lifeBy: Charles Kellyl Careers> Recruitmentl Apr 27. 2011 Oregon's Death with Dignity Act and How It Is Used in Oregon's Health Care SystemPhysician assisted suicide (PAS) remains one of the most controversial issues in the United States.By: Forestl Education> Historyl Jun 08. It operates in a very competitive environment where many companies are in the same field. he asserted that history of the world could be understood in the history of class struggle (Cohen 56). 2011 Yugoslavia:In 600 BC the Greek set trading posts in the east of the Adriatic coast. It is a subject that has drawn a lot of controversy since is entangled to moral and legal aspects of the society.Century.By: Forestl Education> Historyl Jun 09. 2003). 2010 Problem vs.By: Forestl Education> Historyl Jun 08.By: YoonOk Kiml Education> Historyl Jun 08. This field of engineering entails the design of machinery. 2010 Design Environment And Principles In BusinessesWoolworths specializes in the sale of products in supermarkets. For some people. Cultural relativismCultural relativism is a principle in which an individual's person belief and actives are understood in terms of their own culture. market share and . 2011 TWO Most Cruel and Inhumane Historical Events!Children's Crusade and Comfort Women are TWO most cruel and Inhumane historical events I can think of!! We need to remember and try to understand how these brutal events ~~~such as Children's Crusade and Comfort Women~~~came so that we NEVER repeat! Both Children's Crusade and Comfort Women involved the use of children as slaves: the former was for children army-slaves and the latter for children sex-slaves. sociologist. 2011 Afghan Refugee communityRefugee community refers to any community that has been given residency status in another country due to deterioration conditions in their home country. His ideas have been epitomized with creation of communism. communist.By: Carolyn Smithl Law> Criminall Feb 23. They are faced with tough economic conditions since they have to rely on organizations like United Nations and others to received economic aids.By: Charles Kellyl Education> Historyl Apr 29. What one society considers being moral is considered immoral by another society. 2010 lViews: 780 JOB STUDY REPORTThis report focuses on mechanical engineering career field. Despite the odds. Woolworths has designed new models that have effectively improved its profitability. customers and ethics are considered relative to the individual within their own social context. death is a merciful end of a long and arduous journey but the end of the end of life care is very important. churches or even local governments. mechanical engineering entails the provision of efficient and effective solutions on production processes. 2011 Study Of Karl MarxKarl Max was one of the renowned German Philosopher. over time they founded new colonies and influenced the native tribes. What is right or wrong is defined to be cultural specific (Barzilai. In the theory.

2010 Why Firms Merge And The Problem They Cause:According to Fairburn and Kay (1989) mergers can be dated back in the 1920's. frauds. State. Locall Apr 29.expansionBy: Charles Kellyl Education> International Studiesl Apr 29. it is good to know that type one error indicates that there is rejection of the true stated hypothesis without proper analysis of the factBy: Charles Kellyl Education> Sciencel Apr 29. 2010 lViews: 731 White collar crimes:Sutherland Edwin states that white collar crimes can be defined as those crimes that are committed by people of high status quo in the course of their occupation. 2010 Add new Comment Your Name: *Your Email: Comment Body: * Verification code:** Required fields Author Navigation My HomePublish ArticleView/Edit ArticlesView/Edit Q&AEdit your AccountManage AuthorsStatistics PagePersonal RSS Builder My HomeEdit your AccountUpdate ProfileView/Edit Q&APublish Article Author Box Charles Kelly has 400 articles online Contact Author Subscribe to RSS Print article Send to friend Re-Publish article Articles CategoriesAll CategoriesAdvertising Arts & Entertainment Automotive Beauty Business Careers Computers Education Finance Food and Beverage Health Hobbies Home and Family Home Improvement Internet Law Marketing News and Society Relationships Self Improvement Shopping Spirituality Sports and Fitness Technology Travel Writing EducationADHD Childhood Education College and University History Homeschooling International Studies K-12 Education Languages Learning Disabilities Online Education Science Tutoring Ads by Google Need Help? Contact Us FAQ Submit Articles Editorial Guidelines Blog Site Links Recent Articles Top Authors Top Articles Find Articles Site Map Mobile Version . forgery and insider trade. these crimes include such acts as bribes.By: Charles Kellyl Law> National. from the past it is evident that mergers may cause more harm than bring the advantages they bring to the merging firms. 2010 lViews: 553 Genetically modified foods are different from none genetically modified foodsWhether genetically modified foods are different from none genetically modified foods: analysis form assumption: Before addressing the question concerning genetically modified foods and none genetically modified foods. the merging and acquisition activities have increased in the past and firms merge because they thinkBy: Charles Kellyl Education> Historyl Apr 29. embezzlement of funds.

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