Strategic Management Of Human Resource

in Public Organizations in Libya

Abstract

Research in comparative management suggests that cross-cultural insight is required to understand successful and appropriate organisational management approaches, and is the right way to understand HRM. Without doubt, modern management theories and techniques generally have their roots in the developed countries. Some studies of management in Africa, nevertheless, have stressed the relevance of context and suitability. Several authors have questioned the transferability of Western management techniques to non-Western societies like Libya.

Table of Contents

Chapter 1: Introduction4

1.1. Concept and Definition of Human Resource Management4

1.2. Importance of Human Resource Management9

1.3. Development of Human Resource Management19

References28

Chapter 1: Introduction

Human resource management (HRM) refers to the design of formal programs to enhance the effective and efficient use of employees to achieve organizational goals. In essence, it is the people practices and ranges from hiring new employees to developing them into successful organizational members to managing their separation from the company. Human resource (HR) professionals administer these programs and can be generalists or specialists. Generalists have some knowledge about each HR function (i.e., jack-of-all trades), while specialists are experts in one particular function such as recruitment, labor relations, or training (Wall, 2006).

1.1. Concept and Definition of Human Resource Management

In its broadest sense, human resource management is a widely used term coined to encapsulate management policies and practices concerned with the supply and utilization of the labor resource required for the firm to meet its commercial objectives (Ulrich, 2007).

Traditionally, the primary purpose of HRM has been administrative, which includes designing and administering programs, such as recruiting, training, performance evaluations, payroll, and benefits. A second purpose of HRM is being an employee advocate. Human resource professionals need to voice employee concerns and protect their rights by acting as liaisons. Third, HRM must serve as a change agent by helping organizations adapt to the constantly changing business environment. For example, HR professionals can enact family-friendly policies in response to the increased number of women in the workforce (Storey, 2008). Finally and most important, HRM should be strategic by aligning all HR functions with organizational goals. For example, if a company's mission includes providing excellent customer service, HR professionals must hire and train workers with good customer service skills, provide feedback on customer interactions, and reward those displaying superior service (Russeft, 2006).

To do so, the employer has to be able to compete within the labor market and meet basic requirements of social legitimacy relevant to the society in which the firm is located. The employer needs to be able to attract and keep labor and ensure that labor power is utilized for productive purposes relevant to its business objectives. It is by no means certain how best to proceed in this endeavor (Paauwe, 2007). This uncertainty in the context of inevitable resource constraints—whether financial, cognitive, or the capacity for control—make both the meaning and practice of human resource management difficult and ambiguous.

Human resource management as a new label for the personnel function and as a descriptive term for labor policies was developed ...