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Can Organizations Be Successfull

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Can organisations be successful without a formal and structured SHRM System?
Dr Arthur Davies PhD, M.Ed, B.A. PGCE, MICPM, MIOD Chairman and CEO Quality Management Services (UK) Ltd; Professor at University of Wales Business Faculty (Part-time) Member of Education Business Partnership for Entrepreneurship Education Development Director of Enterprise Wales office@qmsukltd.co.uk Abstract
Strategic Human Resource Management (SHRM) practices are influenced by the culture of the society in which they take place. Increasingly the European Union is seeking to harmonise employment practices among member states. The ultimate measure of effectiveness of SHRM is the contribution to good human relationship at work and improved organisational performance. An essential part of the process of management is that proper attention be given to the efficient use of human resources and recognising staff as the most important ingredient for success. In recent years there has been increasing attention to a strategic approach to ‘human resource management’ and also to the idea of ‘human capital’. However, it is important to remember that it’s people are the most important and costly asset of any organisation and that a well-motivated, well trained staff leads to organisational success. Without this organisations are at best deemed for mediocrity. SHRM requires strategic integration of people management policies and successful implementation of performance management strategies if it is to impact on organisational success. This equally applies to management as well as employees. Another area of HRM of particular importance is talent management, which offers a strategic approach to gaining a competitive advantage for organisations. There are two major and contrasting perspectives of work organisations, and the explanation and outcomes of conflict – the unitary and the pluralistic

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