Author Details

The research pursues an eminent theme of human resource management, "the co-operation and coordination of human resource activities in an organization". Importance of the HR-activities in an organization cannot be under estimated, as the HR-activities directly or indirectly influence the performance of the organization. The following research will study the co-operation and co-ordination among the staff of Horticulture Department towards achieves the objectives of the organisation. The study will also identify the reasons for conflicts and identify the solutions to solve them. The positivism along with qualitative method of research have been adopted for the study, data will be collected from primary and as well as secondary resources. Research will be pursuing the objectives of the study and will contribute to the vast subject of human resource management, namely the Human resource activities, co-operation and co-ordination among staff that influence on the organizational growth. The Human Resource function has evolved over the years from the labour officer, to the personnel officer, personnel manager and the human resource manager of today. The change in terminology also suggests a change in the objectives and boundaries of the function. The dynamic and competitive business environment resulting from globalization has led a new focus on how human resource should be organized and managed. This has led to the emergence and increase in the use of the term strategic human resource management (SHRM). There has now been a visible convergence between HRM and strategy. Human resources are one of the most important assets in the organizations. Human resources provide an organization a source of sustainable competitive advantage in a highly competitive environment, facing a shortage of talents.

Keywords

Strategic Human Resource Management, HRM, Co-Operation, Co-Ordination, Human Resource, Objectives, Organization.

Full Text

References

Becker, B.E. and Huselid, M.A. (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. Research Person. & Human Resource Mgmt., 16: 53-101.

Becker, B.E., Huselid, M.A. Pickus, P.S. and Spratt, M. (1997). HR as a soure of shareholder value: Research and recommendations. Human Resource Mgmt., 36: 39-47.

Calvert, H. (1926). The Law and Principles of co-operation being the co-operative Societies Act No. II of 1912 of Bombay Act No. VII of 1925, Thancer Spink and Co., Calcutta (W.B.) INDIA .

Delery, J.E. and Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency and configurational performance predictions. Acad. Mgmt. J., 39 (4): 802-836.

French L. Wendel (2002). Organizational development PHI, NEW DELHI, INDIA.

Huselid, M.A. and Becker, B.E. (1998). High performance work systems, intellectual capital and the creation of shareholder wealth. Working paper. School of Management and Labour relations, Rutgers University, New Jersey (U.S.).

Lawler, E.E. (1984). The strategic design of reward systems. In C. Fombrun, N. Tichy and M. Devanna (eds.), Strategic human resource management (pp. 127-147). New York: Wiley & Sons, New York, U.S.A.

Schuler, R.S.(1990). Repositioning the human resource function: Transformation or demise? Acad. Mgmt. Executive, 4: 49-60.

Singh, K. (2003). Strategic HR orientation and firm performance in India. Internat. J. Human Resource Mgmt., 14 (4): 530-543.

Ulrich, D. (1997). Human resource champions: The next agenda for adding value and delivering results. Harvard Business School Press, BOSTON.

Wright, P.M. and McMahan, G.C. (1992). Theoretical perspectives for strategic human resource management. J. Mgmt.,18 (2): 295-320.

Fay, C.R. (1948). C_operation_at_home_and_abroad_Vol_ 2_2n.html...2nd ed., Vol. 2. Reviewshttp://books.google.com/books/ about.

Username
Password
Remember me