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Transforming Human Resources into Strategic Assets: Differential Importance of Various HR Practices
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Human Resource Management (HRM) as a function has undergone substantial changes and has evolved tremendously over the past few decades. Primarily it concerns with building processes that ensures optimum and economic use of people's talent in an organization. Standard HR practices (that include recruit, retain and reward) are the tools any HR manager has in his/her hands to deal with people issues in an organization. The aim of this paper is to demonstrate that various HR practices are not equally important, but can have differential impact on the outcomes of organizational objectives, depending on the context provided by the organizational strategy
Keywords
HRM, Differential Importance, Context Specific Perspective.
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