Summary
Due to the continuous changes in external environment, the function of human resource (HR) department in an organization has been evolving from personnel management to strategic human resource management (SHRM). According to the resource-based view of the firm (Barney, 1986, 1991, 1995), an organization can achieve sustainability competitive advantage by creating value that is rare and difficult to imitate by competitors. Literature reviews highlighted that the 'change hand' effect of the logistic industry can be addressed by enhancing both the operation efficiency and organizational competencies. The core competencies of the logistic service provider can be created through strategic Human resources management system (HRMS) using the integrated framework proposed by M. Progoulaki and I. Theotokas. A firm exhibits strategic human resource management [SHRM] when the human resource function is vertically aligned with the mission and objectives of the organization and horizontally integrated with other organizational functions. A qualitative case study methodology utilized interviews, documentation and observation was adopted to study the HR practices in a selected logistic provider in Malaysia. The organization has 25 HR practices but still facing failure in aligning the organization structure, collaboration among workers, disciplinary issues, high turnover rate among the lorry drivers. A strategic human resource management plan with setting up Business Development Department ,Business Continuity Plan, Develop Team Synergy , HR "fit" (Vertical & Horizontal) into business strategies and a Human Resource Management Information System (HR MIS as the initiatives was proposed to the management of).
See the full content of this document
Extract
Human Resource Management Practices in Logistic Service Provider Industry: A Case Study
1. Introduction
The function of human resource (HR) department in an organization has been evolving from personnel management to human resource management (HRM). Over time, these focus shifted from managing people to creating strategic contributions. Hence, the Strategic Human Resource Management (SHRM) and International Strategic Human Resource Management (ISHRM) become major interest among practitioner and academic. The reasons for the HR function's transformation are due to the continuous changes in external environment such as globalization, competition, markets and technology. In order to achieve sustainable competitive advantage, the organization has to ensure its HR practices and management must be flexible and fit to environment changes.According to the resource-based view (Barney, 1986, 1991, 1995), an organization can achieve sustainability competitive advantage by creating value that is rare and difficult to imitat...See the full content of this document
(Copyright 2011)
Provided by ProQuest LLC. All Rights Reserved.
Content not included in vLex Global Academic product.
Sponsored links
