Product innovation for the development

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1. Introduction

The vital importance of product innovation for the development, successful and survival of most firm has evoked various empirical studies on the determinants of new product success (cooper, 1979;Cooper and de , 1991; Cooper and Kleinschmdt 1987; Zirger and Maidque, 1990). The most significant determinant of new success are controlled by management ( Cooper, 1979; Montoya-Weiss and Calanton, 1994) and thus involve managerial behaviour ., it follow that Human Resource Management practice related to innovation could determined not only the new product success but its determinants. Human resource management faces challenge of bringing best suited worker into an organisation and meeting the workers need and expectation. (The influence of innovation oriented in Human Resource Management on New Product Development: The Moderating Role Of Innovation Type)

Every Manager make decision within the context of the guideline laid down by his or her organisation strategic plan. The Strategic plan of the company define the company nature which make him difference from the other competitors. (Human Resource Management by Gary Dessler )

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Strategic Human Resource Management is relatively new concept over past decades. Strategic HRM function include planning and enforcing companies internally consistent practices and policies that make the human capital Employees collective knowledge, ability, and skills of a organisation contribute to the accomplishment of its business objective (Schuler & MacMillan 1984, Baird & Meshoulan 1988, Jackson & Schuler 1995)

A huge quantity of research has established the positive relationship between Human Resource Management and firm performance in term of sale, revenue, profitability, net assets ROI and market share ( Huselid, 1995; Schuler & Jackson, 1987; Hill & Rothermel, 2003) However limited research on HRM have been discovered to empirically examine its affect on the performance of the firm. Thus understanding the relationship between HRM and firm performance would serve as platform for companies manager, to help them in attaining better performance.

The Traditional HRM function, technical HRM activity , covers broad range of employment practice, including recruitment, selection, performance estimate, training, growth and benefits. By combining the Human Resource Management function with business strategy. Strategic Human Resource Management reflect a more elastic placement and use of human resource to attain the organisational goal, and consequently helps firm to gain a competitive reward. The ‘FIT' among HR practice and business strategy has been emphasised in studies related to Strategic Human Resource Management. It is a the principal logic of melding the HR function into the strategy of a firm (Mile & Snow 1984, Wright & McMahan 1992) .SHRM emphasises developing the organisations capacity for the External environment through better development of HR. According to the Wright and McMahan (1992; 298), FIT means “....the pattern of planned human resource deployment and activities intended to enable the firm to achieve its goal.”

2. Technical And Strategic Effectiveness

Over a long period time the HRM activities interest to shareholder spread through the firm. External Shareholder whose expectation is shaping technical HRM is includes government. which regulate a Wide range of employment practice, and various profession organisational (Baron, Jennings & dobbin 1988,Tolbert &zucker1983). The expectation of shareholder are similar for all the firm, and all firm Feel some pressure to conform . Technical HRM activities for shareholder include recruiting, selection ,performance, measurement, training& administration of compensation and benefit. In contract to HRM activities, strategic HRM activities are belong to innovation , so shareholder does not put strong pressure to adopt these practice (C F .Jones 1993) other strategic HRM activities included quality improvement practice, workforce,Flexible team base job design, empowerment, study design to diagnose a firm strategic need, and planned development of the talent that required to implement strategy and to achieving the organisational goal.

Strategic Effective Model

3. HRM Effectiveness And Firm Performance

The resource based firm suggest that the pool of human Capital can be averaged to provide a source of competition advantage (C F. Barney 1991: Wright ,McMahan & Mc Williams 1992 ). HRM practise comprise the many activities which help the firm to create human capital that meet needs. Specifically , firm can used the technical HRM strategy to select the high skilled employee, and talented employee whose talent is rare in definition. And Because of social compounded and casual ambiguity in strategic HRM the competition neither copy these practice nor replicate such practice.

Hypothesized Model Of Hrm And Firm Performance

4. Capabilities That Enhance HRM Effectiveness

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Generally the issue is a concern with How Organisation can maximize HRM effectiveness. Specifically in order to the above issue there are two type of HRM staff capability have been identified, (1) professional HRM capability and (2) business related capability. The presumption of the field was that professional. HRM capability related to the delivery of tradition HRM practice were both necessary and enough for the development and implement of HRM. Presumably business related capability enable member of human resource staff understand how business consideration unique to firm can create firm specific HRM need (Lawler,1992: Ulrich & lake, 1990)

5. Most Important Factor That Increase Firm Performance

Employee training and firm performance:

Human Resource Management is known as the important business concern , as matter related to policies, practise, system that sharp employee, behaviour, attitude and performance. (Noe. Hollenbeck, Gerhart & Wright 2000). Training is a planed and systematic effort to chang and grow knowledge, skill, competence and attitude toward learning experience to achieve effective performance through work productivity ( Buckley & Caple 2004). According to the Robert, Alan, Compton and McCarthy (1999) that effective training not only fit employee with knowledge and skill complete job it would also help to reach overall organization objective by leading to the satisfaction and productivity of employee.

Employee motivation and firm performance :

Theorist such as Harsanji (1969) suggest that people behaviour more likely to be placed into two part economy gain and social adoption. These both internal have actually create incentive for the firm employee. Incentive play an important role incomplete arrangement to show and keep the worker relationship between the employer and employee. It demonstrate to not only what the management is trying to attain but in circumstance contribute to the overall firm's performance (Lupton & Bowey 1975)

Information technology and performance:

Technology innovation was found strong impacts and influence on firm performance ( Nohria & Gulati 1996). Technology capability of firm has most Influence on the long term performance of the application of technology to improve their efficiency and their effectiveness in an effort to improve the firm performance.

Performance estimate and firm performance:

Performance appraisal system is form basis yardstick for assessing individuals performance, highlight potential for future career. Advancement most importantly , to improve the performance ( Mullins, 2002). According to Leeky 1999, performance appraisal system as a benchmark which is set against specific task, define and evaluating current performance at require criteria like remuneration payment, expectation level, promotion and planning.

6. Manager Should Concentrate On Following Factor To Increase Firm Performance

Professional HRM capability:-

  • Anticipated effect of external, internal change,
  • present leadership for the corporation,
  • Demon creates the financial affect of all HR activity,
  • Defend & communication HR sight for the future,
  • Educate and influence like manager on HR issue,
  • Takes opportunity risk to attain objectives,
  • Board knowledge of many HR functions,
  • Knowledge about rivals HR practice,
  • Concentrate on the quality of HR service and international experience,
  • Influence matches in other company,
  • Important external customer contact,
  • Foreign language,
  • Capability,
  • Computer literacy,
  • Extremely specialised knowledge of HR function.

Strategic HRM effectiveness:-

  • Team work,
  • Employee engagement and authorization,
  • Work force planning,
  • Flexibility and preparation,
  • Work force productivity and quality of output,
  • Management development,,
  • Success and growth planning for manager.
  • Advance issue identification / Strategic studies,
  • Employee and manager communication ,
  • Work / Family program.

Technical HRM effectiveness:

  • Gain and services,
  • Compensation,
  • Recruiting and training,
  • Safety and health,
  • Education for employee,
  • Retirement scheme,
  • Employee/ industrial relation,
  • Social obligation plan,
  • EEO for females, minor etc.
  • Management of labour cost,
  • Selection testing,
  • Performance estimation,
  • Humana resource information system,
  • Assessing employee attitudes.

Business related capabilities:

  • Experience in other key business area,
  • Line management experience,
  • HR carrier oriented.

7. Types Of Strategies Used By Organisation

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Commitment strategy:

A commitment strategy attempt to shape a common ability of concern among the organisation (much represented by the management ) & the employee. In this there is big emphasis on employee training and growth, internal staffing & carrier growth on the basis of the internal equity norms rather than market.

Compliance strategy:

An organisation strategy whose concentrate is on attaining labour effeciency by control over labour cost, use of irregular or contingent workforce, and maximum control over process and using it as a fundamental competitive arm.

Paternal human resource strategy:

An organization strategies in which some minimum level of training and competency progress though training, job rotation etc is done with the aim of attaining flexibility staffing and task assignment and keeping work force stability.

Cooperative strategy:

An organisational strategy that realise on highly skilled contract labour to supply the required staff specialisation by employing that on as required basis or continuing that on an “on call” basis . this highly skilled people are evaluate on the basis of their performance outcome.

8. Strategic HRM Practices Performance of High Profitable Organisation

Following are the some of the strategic of high profitable performance organisation

Engage in selection hiring :-

In high performance organisation the manager are concentrate in the selective employing i.e. they choose the best individual for the job. However Human Resource Management shows the growth and innovation of the organisation which make it best among the competitor. In order to achieve this they enter into HRM planning to estimate future development needs and innovation.

Forecasting employment security :-

In high performance organisation manager belief in employment security in facing of economic uncertainty. We know that deficiency of protection cause effective to the employee performance. High performance organisation firstly are willing to open give such protection to core employee , secondly setting up the system for regular feedback.

Building and employee team:-

High performance organisation are continuously make an effort to build and employee team which are capable of making an important decision to achieve the organisation goal.

Providing Development and training :-

In organisation every person has some training program experience ,its common for every manager but in high performance organisation there is a special training and management development program to give strength to the competence to its human resources.

Creating supportive culture :-

In high performance organisation they are highly concentrate on the cultural social practice and norm which facilitate inhibit and facilitate their result , they continuously and routinely check their culture to strengthen and change facilities of performance.

Disclosing essential information:-

In high performance organisation they openly disclose all information relating to the financial and strategic matter to all the employee. In fact they did not keep their employee in Dark side ,they believe employee perform their job well when they had clear information about the job and organisation.

Reducing position different :-

This issue may surprise some manager and make them concentrate on it. In high performance organisation they put much effort to reduce the social and political status different they belief that such difference interfere in single performance and team performance.

Connecting compensation straight to performance :-

In high performance organisation they plan an compensation system which reward to the desire performance directly. They allocate substantial portion of the compensation incentive.

Promoting to the health and safety :-

In high performance organisation health and safety are at the top priority. In such organisation an climate of culture created in such manner that employee are motivated to keep them self well and fit and manage their own safety in risky environment. High performance organisation also often health promotion program to supportive culture.

9) Examples

Euro Disney

Euro Disney is explanation of the significant role of HR strategic partner. It was the insufficiency of HR strategic management that conducted to the numerous mistake in the Euro Disney's project development. Insufficient awareness of the French culture, the French labour laws, the business risk, and the insufficient training and putting the right personnel were all factor that contribute to the failure of Walt Disney in Europe. ( International Business and Economics Research Journal 2009 volume 8)

U. S. Mint

To prove its commitment to human capital, agency leadership at the U.S. Mint has supported various initiative involving the use of human capital flexibilities. According to function at the Mint, the full support of agency leadership was achieved for these initiative that were engaged for their strategic value and alignment with business objective. The Mint has engaged advanced in the area of enrolling, training, employing, developing and holding talent, changing the flexibility of the workforce and concerning and rewarding employees ( U.S. General Accounting Office, Management Reform; Element Successful Improvement Initiative GAO/T-GGD-00-26 ( Washington , D.C. October 15 , 1999)

Nuclear Regulation Commission (NRC)

since the changing needs of manager at different program and regional office the Nuclear Regulatory Commission (NRC) concern to its personnel specialisation as account representative in an effort to incorporate the human capital function into management teams. Approximately 5 year ago, the Office of human resources inside NRC achieved its goal of allowing full service operation by making one-stop shopping for its clients.

Internal Revenue Service ( IRS)

As result Restructuring and Reform Act of 1998 ( Restructuring Act), the Internal Revenue Service (IRS) has accepted some action for developing its firm structure and its performance management system. The Restructuring Act conducted IRS to take a new mission statement that place greater importance on serving the public and meeting taxpayer wants, developing and enforcing a recognization plan and raising tax payer rights. In reacting to the requirement of the Restructuring Act. IRS has started to adjust human capital approaches to help in achieving its strategic objective of improved customer service. ( www.unclefed.com)

Air Force Material Command (AFMC)

The Air Force Material Command (AFMC) has taken steps forward for improving the collection and apply its human capital data to handle the risk it bear in light of retirement eligibility projections and the possible loss of institutional memory by developing programme for reshaping its workforce to cop up with its future business necessity . The mission of AFMC, the most prominent employer of civilians in the Air Force, is to formulate, deliver and sustain the best product for the Air Force.( The Air Force Material Command's Work Force Shaping Study: Sustaining the Sword (April 14, 2000)

State Department (State)

Widespread shortfall in the human capital field have led to provable shortage in agency and program performance in the information technology (IT) field government wide. To deal its dispute , the State Department is building targeted investments in it IT workforce to assure it has the vial skills and competencies on available for mission achievement through the use of memory and skill development strategies ( Human Capital Meeting the High Risk Challenge, Washington D.C.: February 1, 2001) (www.gao.gov)

The Veterans Health Administration (VHA)

One tool available to agencies for adjusting employee expectation with agency goal is the executive performance agreement. The Veterans Health Administration (VHA) has utilised performance agreements among career executives and the Under Security for Health since 1996. For staff at lower levels, agreements are being cascaded to changing levels.

10) Conclusion

In order to increase the performance of the organisation and to achieve the organisational goal and to be successful in the this cut throat competition the firm should take correct decision carefully along with the company strategy. HR management hold the key of company success, it should be strong. If manager work out strongly on the some of the factor like internal external change, leadership, communication, education culture, planning , training and development, motivation, etc it lead to success of the company.

11) References

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Cho, H & Pucik, V. 2005, Strategic management journal “Relationship between innovativeness; growth, market value, profitability, and quality.”

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Human Resource Management Journal, David Collings, Tony Dundon and Mick Marchington

Lawler, E.E.,III. 1992. The ultimate advantage. Ulrich, D., & 1990 . Organisational capability; competing from inside out.

Lupton T & Bowey, A. 1975. Handbook of salary and wages system, Gower press.

Mullins, J.L. 2002. Management and organisational behaviour.

Schuler, R, & Jackson, S. 1987, Linking Competitive strategic and human resource management practices, Academy of Management Executive, 1, 202-21

Strategic Human Resource Management Practice of High Performance Organisation by Steven J. Mayer, PhD

Strategic Human Resource Management: Determinant of Fit by Li-Qun Wei

The relationship between Human Resource Management and Firm Performance in Malaysia, May-chiun Lo , University of Malaysia Sarwak, Faculty of Economics and Business.

Tolbert, P.S., & Zucker, L. G. 1983. Institutional Source of change in organisational structure 23,22-29

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12) Bibliography

SHRM; What is it - Really??? Theresa Welbourne, PhD

Youndt, M.A., Snell, S.A. Dean, J. W., & Lepak, D.P. 1996. Management journal “Human resource management, manufacturing strategy, and firm performance.”

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