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Research Paper
A STUDY OF MODELLING STRATEGIC HUMAN RESOURCE
MANAGEMENT PRACTICES
Dr.JOLLY.SAHNI
Assistant Professor, Government of Rajasthan, HCM Rajasthan State Institute of Public,
Administration (OTS), JLN Marg, Jaipur 302017
TRILOK KUMAR JAIN
Professor Manipal Uniersity, Jaipur 302017
ABSTRACT
The role and contribution of Human resource management is constantly evolving and now with the
epoch of globalization it calls for the integration of human resource management practices with the
business strategy. This paper is an attempt to prepare a road map and model guidelines for taking
HR function to its desired role of integrating with the strategies of the organisation and for this
purpose the authors examines the strategic human resource management practices in the telecom
industry of Kingdom of Saudi Arabia. Saudi Arabia has been chosen as the focus of study based on
discussions with subject experts. The Strategic Integration is studied through various dimensions
such as the level of strategic HRM alignment, training and development, career planning system and
employee participation. During the research, HR Practices are reviewed and analyzed as adopted by
the telecom sector, the researchers also investigate the differences in HRM practices in telecom
industry in different ownership forms (Domestic vis a vis Multinational). The major constraints faced
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by a multinational company to operate in foreign country are also discussed.Data were
obtainedthrough questionnaire survey and interviews from a sample of 121 employees including
senior HR managers. The data analysis is based on statistical tools of descriptive statistics and paired
sample t-test applying SPSS. The findings suggest that although a few steps have been taken by a
handful of companies to improve the human resource practices but the role of SHRM still remains
secondary in the country. There is indeed a significant difference and gapin the Strategic HRM
practices of domestic and the multinational telecom companies. The researchers recommend
integration of HRM practices into their overall operations and strategies that lead to organizational
effectiveness. The study concludes by developing a model of strategic HRM, which has prepared a set
of steps focusing on Role Clarity, Role Integration and Resource Adequacy, which are based on the
findings of this study.
Keywords:- Globalization, Integration, Kingdom of Saudi Arabia (Kingdom Of Saudi Arabia),
Multinational, Strategic Human Resource Management (SHRM)
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Introduction-
discussions as a business partner. Strategic
The period of globalization and expansion
Human Resource Management also implies a
of economic integration among companies
managerial orientation that ensures that human
around the worldbrings with it the ever felt
resources are employed in a manner conducive to
importance of Human Resource. The changing
the attainment of organizational goals and
environment demandsthe HR professional to
mission (Gomez-Mejia, Balking and Cardy,
become a strategic partner and a change mentor
2005).
within the organization. Integration of HRM
It is important to note that the focus of strategic
refers to the involvement of HRM in the
HRM is on the integration of business strategy
formulation
of
with HR strategy. This shift in managerial
organizational strategies and the alignment of
thought, calling for the HR function to be
HRM with the strategic needs of an organization
„strategically integrated‟, is depicted in Beer et
(Schuler and Jackson, 1999). The need of the
al.‟s (1984) model of HRM. The authors
hour is to achieve strategic integration and
espoused the need to establish a close two-way
alignment of HRM with business strategies.
relationship or „fit‟ between the external business
Integrating the use of HR practices into the
strategy and the elements of the internal HR
strategic planning process would enable the
strategy. The concept of integration has three
companies to achieve their goals and objectives
aspects:
and
implementation
in a better way. Strategic Human Resource
The linking of HR policies and practices
Management requires the HR function to broaden
with the strategic management process of
its remit from purely operational matters towards
the
a more strategic approach. HR managers must
The internalization of the importance of
participate in strategic discussions within the
HR on the part of line managers
business and, importantly, add value to these
3
organization
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The integration of the workforce into the
20percent of the world‟s proven oil reserves” and
organization to foster commitment or
oil accounts for “roughly 80percent of budget
„identity of interest‟ with the strategic
revenues, 45percent of GDP, and 90percent of
goals.
export earnings‟ (CIA, 2011). The total capital
investment injected into the joint venture
Scope of Research: Kingdom of Saudi Arabia and
factories under the Foreign Capital Investment
its Telecom Sector
Law reached (Saudi Riyal) SR. 86.4 billion by
The researchers had the challenging task
the end of 1994. Large state corporations like the
of picking the right companies from right
oil firm Saudi ARAMCO, Saudi Basic Industries
environment. Based on discussions with 5 senior
Corporation
HR
experts,
the
researchers
chose
(SABIC),
Saudi
Telephone
the
Company (STC) are few to dominate the Saudi
Telecommunication industry of Saudi Arabia as
economy.
the target for research. The experts suggested a
The Saudi Telecommunication sector is
place, where all important MNCs from a
regulated by a state entity known as the
particular company could be contacted and they
Communications and Information Technology
also
suggested
a
place,
which
is
not
Commission (CITC). This sector witnessed
geographically very wide and having all the
privatization in the year 2002 and since then a
technological and other advances so that the
large number of international telecom companies
modelling for strategic HR is as per the
have shown interest. There are mainly four
objectives of the researchers.
players, namely Saudi Telecom company (STC),
Kingdom of Saudi Arabia (KSA)is the
Mobily (Etisalat group), Zain (Kuwait based
world's leading exporter of oil, and this position
company) and Integrated Telecommunication
will remain so in the future, given its
Company (ITC). Out of these STC and ITC are
unparalleled oil reserves. KSA „holds more than
Saudi based companies and have presence in
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Countries like Saudi arabia and Bahrain. The
growing proactive nature of the human resource
other two players, Mobily and Zain have
(HR) function, its potential importance to the
presence in all different countries of Middle East
success of organizations and the possibility of
and Africa region. Therefore the total telecom
change in the HR function from being reactive,
companies operating inKSA are four outof which
prescriptive,
two are domestic companies and two are
proactive, descriptive and executive (Boxall,
multinational companies.
1994).
Literature Review
and
administrative
to
being
Huang (1998), in his comparative
Strategic HRM basically deals with
study of strategic HRM practices among
longer-term issues and macro-concerns about
American-owned, Taiwan-owned and Japanese-
structure, quality, culture, values, commitment
owned firms, the strategic level of HRM at 315
and
need.
Taiwanese business firms were examined. Using
According to Walker (1992), strategic HRM is
the General Linear Model (GLM) and Scheffe
defined
the
multi-range test as methods of statistical analysis,
management of human resource with the
the findings indicate that American-owned
strategic content of the business and human
businesses were discovered to engage in strategic
resource strategy so that the latter supports the
human resource management (SHRM) more
accomplishment of the former and, indeed, helps
frequently than Japanese- or Taiwan-owned
to define it‟. Strategic HRM involves designing
enterprises. A positive relationship was also
and implementing a set of proactive HR
found between the amount of capital resources
policies/practices
an
available to firms and the extent to which they
organization‟s human capital contributes to the
practiced SHRM. Richard and Johnson (2001)
achievements of its corporate objectives (David,
examined
Chin and Victor, 2002). SHRM highlights the
effectiveness (ratings of how effective a variety
matching
as
resources
„the
means
that
to
of
future
aligning
ensures
that
5
the
impact
of
strategic
HRM
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of HR practices were performed) on a number of
mechanisms, and job definition. K. Singh (2004)
performance variables. With the aid of multiple
studied the relationship between the human
regression analysis, they found that strategic
resources management practices and firm level
HRM effectiveness was directly related to
performance. The study conducted on 82 Indian
employee turnover and the relationship between
firms that responded positively to the survey out
these measures and return on equity was stronger
of 359 firms drawn from firms listed in the
among banks with higher capital intensity
Centre for Monitoring Indian Economy (CMIE)
(greater investments in branches).
database.
Strategic HRM has been conceptualized
by
the
high
commitment
work
Finding indicates that there is a
significant relationship between the two human
practices
resources
practices,
namely,
training
and
(HCWP), configurationally fit, and contingency
compensation, and perceived organizational and
fit approaches (Takeuchi et al., 2003). The
market performance of the firm.
HCWP
perspective
emphasizes
employee
Empirical research has demonstrated the
empowerment and progressive practices in
effectiveness of strategically aligned HRM
selection,
training,
rewards,
practices, such as selection, training, and
information
sharing,
team
recognition,
building,
and
development
socialization (Geisler, 2005).
under
Dyer,
2004),
rewards
and
recognition
in
TQM
programmes (Chang, 2005), and social networks
strategic HR practices are those that are found to
as a mediator (Collins and Clark, 2003).
consistently
organizational
Applying a stratified random sampling by
performances, independent of an organization‟s
industry, Kai (2007) surveyed 231 firms listed on
strategy. Examples are such practices as formal
the Australian Stock Exchange (ASE). Using
training
descriptive statistics and correlation analysis,
systems,
universalistic
2004),
approach,
lead
a
and
participation and development (Karami et al.,
According to Colbert (2004), SHRM is
explained
(Hatch
to
higher
profit
sharing,
voice
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results indicate that strategic integration and
of strategic HRM is widely acknowledged in the
devolvement of HRM were practiced to a
relevant literature.
moderate extent in the firms sampled, and that
Objectives of the Study
the degree of alignment of HRM with business
objectives
and
relationship
with
strategies
perceived
had
This study is an attempt to analyze
a
positive
different Strategic HR practices adopted by the
firm
financial
telecom sector of KSA. In addition, it is also
performance.
important to see if there is any difference in
Robina Yasmin (2008) examined the
SHRM practices adopted by a Domestic and
relationship between HRM (human resource
Multinational companies. Operating in different
management) systems and performance using
cultural and economic environment is always
data
challenging, what constraints and challenges
from
192
manufacturing
companies
operating in Pakistan. The study emphasizes on
does
the systematic and integrated use of behavior
multinational companies is also one of the
oriented HRM practices in order to achieve
objective of the present study. This work
competitive advantage. More recently, Noor
endeavors to achieve the following objectives:
country like

(2010) examined the effects of HRM practices on
Saudi
Arabiaentail
for
To understand and evaluate the
personnel performance of some selected Jordan
extent to which Strategic Human
Public Academic Libraries. Using Al-Hussein
Resource is practiced by telecom
bin Talal Library as a case study, findings
sector in KSA.

revealed that there is a strong relationship
To
understand
and
examine
between practicing personnel administration
whether there is any significant
functions
difference between the levels of
effectively
and
improving
their
performance leading to a higher level of
Strategic
productivity and creativity. Thus the importance
7
HRM
Practices
of
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Multinational


and
a
domestic
response rate of approximately 48 percent. The
company.
questions for the survey were drawn from
To analyze the key constraints
existing literature such as international HRM
attributed to the multinational
surveys, Price Waterhouse Cranfield Project
companies operating KSA.
Survey (Brewster and Hegewisch, 1994) etc. The
To assess the innovative practices
questionnaire consisted of 36 questions related to
adopted by telecom sector of KSA.
six
Research Methodology
dimensions
of
SHRM
Practices.
To
complement the survey questionnaire, semi-
The key research issues are threefold: (i)
structured interviews were also conducted to
finding the strategic HRM Practices adopted by
obtain valuable insights into SHRM perspectives
Saudi Arabian telecom companies, (ii) difference
and innovation as a part of HR department of
between practices of an MNC and domestic
telecom companies.
companies operating in KSA and (iii) examining
An analysis of the demographic features
the constraints that MNCs face operating in a
of the sample suggests that about 53 percent of
host country like KSA. The research involved an
the respondents are at least 35 years old while
extensive literature review in the area of concern
only 10 percent of the respondents were above
to provide an overview of KSA and the viable
the age of 40 years. The service tenure depicts
HR practices experienced in this sector.
that approximately 85 percent of the respondent
Sample and sources of data
employees have put in at least 2 years of service
A large questionnaire survey in four
and the 15 percent had just started their career
telecom companies was carried out in the time
with the respective telecom companies. It is
period between May 2012 and September 2012.
surprising and strange to note that there are no
In total 250 questionnaires were sent, 121 usable
female employees in any of the telecom
questionnaires
companies.The country strictly enforces gender
were
received,representing
a
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segregation throughout the kingdom, including in
company on a scale of 1 „strongly disagree‟ to 5
work places. As the separate office would add to
„strongly agree‟.
the cost, none of the telecom companies have
The independent variable in this study is
employed any female employee. This has in turn
ownership type i.e., multinational or domestic.
resulted
Ownership type is measured by a set of dummy
into
the
trend
where
women's
unemployment rate is four times that of men.
variables (Domestic companies are coded 1,
Measures
while MNCs are coded 0). This is consistent with
The SHRM is measured with the help of
measurement of ownership type in prior studies
six dimensions: Integration of HRM with
(see for example, David et al. 2002; Law et al.
corporate
2003; Wei and Lau, 2008; Ngo et al. 2008).
strategies
and
management,
Statistical procedure
Recruitment and selection system, training and
development
performance
appraisal
To address the issue of reliability,
and
system,
Cronbach‟s Alpha test is conducted for all the
motivation and employee participation. The
sub scales. Reliabilities are checked and they fall
dependent variables in this study are the strategic
between 0.60 and 0.85, which is satisfactory for
HRM practices.
study that is exploratory in nature (Nunnally,
system,
system,
compensation
reward
For the purpose of estimating the impact
1978). The overall Cronbach‟s alpha of the six
of ownership type on the adoption of strategic
scales used in this study is 0.871. The data
HRM practices by telecom companies, the scores
collected
on strategic HRM practices of each company are
respondents was analyzed with the help of SPSS
aggregated and converted to a single score with
software. In order to gain perspectives into the
maximum
score
being
100percent.
The
socio
respondents
were
asked
to
their
respondents, frequency distribution of responses
agreement on SHR Practices followed by their
is calculated while descriptive statistics is
indicate
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through
questionnaire
demographic
from
characteristics
the
of
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employed in determining the extent of strategic
objective‟ is 21.64 out of a possible maximum
HRM practices implemented. A Paired sample t-
score of 35, suggesting a moderate extent
test is another analytical tool used to compare
(61.8percent) of strategic HRM alignment with
and find out if any significant difference exists
the overall objectives. Some empirical evidence
between the levels of strategic HRM practices of
from previous research indicates that the full
domestic and multinational telecom companies.
impact of HR practices on organizational
Findings
performance occurs when HR practices are
The
crucial
linkage
between
strategically congruent and consistent with each
HRM
other (Khatri, 1999).
functions and the Strategy of company needs to
Insert Table 1 here
be established in order to synchronize the
Overall,
functions through planning to control and thereby
only
49
percent
of
the
produce Synergy. The study focuses on the same
respondents agreed to the statement „human
and came out with the following findings:
resource department is an integral part of
Integration of HRM with Corporate Strategies
company‟s
and Management
However, 70 percent of the respondents agreed
strategic
planning
processes‟.
means
that employees were viewed as a strategic
accepting and involving the HR functions as a
resource, while 45 percent agreed that their
strategic
organization‟s mission statement was
In
an
organization
partner
in
the
SHRM
formulation
and
well
implementation of the company's strategies
communicated and understood at every level of
through HR
recruiting,
the organization. It was also seen from the study
selecting, training and rewarding personnel.
that SHRM in some of the telecom companies
Table 1 presents the descriptive statistics of the
takes a back seat. In an interview with HR
variables. The mean score of the „strategic HRM
Quality assurance manager, he said:
activities such as
alignment with the overall company‟s goals and
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“HR is involved only at the time of policy
formulation and other then this
it
Training and Development System
does
Another important dimension of SHR
administrative task like punching the names of
Practice is the training and development system.
new employee in the tool, getting entry exit visas,
The training and development activities were
getting insurance claims etc. I think it is just a
found to have mean score of 13.01 (67.5percent)
‘dummy’ if we talk about strategic planning”.
out of a possible maximum score of 20 depicting
Recruitment and Selection System
a moderate level of training and development
Recruitment and selection system lays
programme adopted by telecom companies. The
down the foundation of other HR activities. A
findings indicate high use of practices such as
rigorous, valid and sophisticated selection system
inductions programme in almost all the telecom
helps in identifying the right candidate with
companies, although it is disappointing to note
potential to perform. It generates a sense of
that only 32percent of the employees agreed that
elitism,
creates
performance,
and
high
expectations
of
the training programme are linked to the
signals
a
of
requirement and company‟s objectives.
message
importance of the people to the organization
Performance Appraisal System
(Pfeffer, 1994). As per the findings of survey,
Performance management, if implemented
employee selection system records a mean score
properly should link together individual goals,
of 11.42 (76.13percent) out of possible maximum
departmental
score of 15. The result indicates a high fit
objectives. The mean score of performance
between the prospective employee‟s abilities and
appraisal system in the telecom Industry is found
qualifications
organization‟s
to be 26.03 (65percent) out of a possible
requirements, while 70percent of the companies
maximum score of 40. Although the overall
used validated employment tests before being
result of performance appraisal is moderate but if
hired.
individual variable is observed, some profound
and
the
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purpose
and
organizational
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findings come out representing only 21percent of
country. Also most of the employees are satisfied
employees agreement to the fact that the superior
with the compensation package, as the cost of
discusses the performance with subordinates. The
living in KSA is comparatively low. Most of the
findings also suggest that 38percent of the
expat professionals working here remit money to
respondents were of the opinion that performance
their respective countries.
appraisal is not measured on the objective
Employee Participation and Motivation
quantifiable results. It is thus clear that the
Employee participation also enhances the
telecom industry of KSA really needs to look at
motivation levels among employees of the
the performance appraisal aspect as one the key
company. Employee participation is part of a
factor of employee retention. It is significantly
process of empowerment in the workplace.
important because if ignored it can create a heavy
Telecom companies in KSA have adopted
attrition rate among workforce.
numerous practices which are meant to aid the
Compensation System
handling of grievances amid the stakeholders.
The motivation level of employees can be
Various companies have enacted procedures,
influenced by the company heads in many ways.
which they perceive as viable and effective. One
They can use performance-based compensation
universal approach employed by most companies
to provide rewards to employees for achieving
is to incorporate a fair hearing of the claiming
the targets for company. The findings suggest a
parties and derivation of amicable solutions.
moderate fit between „perceived compensation
The
mean
scores
of
„Employee
system‟ in the telecom companies and „the
participation and motivation‟ are found to be
overall industry policy on compensation of
20.17 (57.6percent) out of possible maximum
workers‟. It depicts a good picture because most
scores of 35, which is the least score among all
of the employees are expatriates and are paid
the scales. The result indicates a low level of
higher compensation if compared to their home
employee
12
participation
within
the telecom
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industry.It is surprising to find that the statement
multinational telecom companies. Similar results
„Everyone is treated fair regardless of different
hold for recruitment and selection system,
backgrounds‟, was disagreed by 70percent of the
training and development system, performance
respondents, depicting a terrible picture of
appraisal,
discrimination at work place.
employee participation among different type of
The Strategic Integration of HRM practices
ownership.
across different Ownership forms
companies the multinational telecom companies
and
compensation
As
compared
system
to
and
domestic
adopted more and better SHRM activities.
According to Law et al. (2003), ownership
types not only encompass the influences of
Insert Figure 1 here
variables external and internal to the firm, but
The results in Figure 1 reflects the strong
they also represent interacting systems of factors
SHRM alignment at the Multinational companies
that are relevant to the way management
as the average score is 4.04 (80percent), whereas
practices operate. Multinational firms tend to
the domestic telecom company scores only 3.18
transfer their management system from their
(63percent). This
home country to the local subsidiaries (Lau and
developed to measure the degree to which HRM
Ngo, 2001).In testing whether a significant
policies are integrated into a broad strategic
difference exists in implementing the strategic
approach to management. Looking at other HR
HRM practices by domestic and multinational
practices in figure 1, this clearly depicts that
companies, paired t-test is adopted.
MNCs score higher points on all variable. This
strategic integration was
Insert Table 2 here
provides some evidence to show that an
As shown in Table 2, there exists a
organization with a high strategic HR focus was
significant difference between strategic human
also more inclined to adopt objective selection
resource management alignment with company‟s
system as well as training and development
goals and objectives of domestic company and
practice. HR policies and practices in KSA vary
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according to ownership (private or public), and
practices in KSA are: the structure of the
type of employees (Saudi or foreign). The
economy, the political environment, structure of
preferred characteristics of Saudi employee are:
the labor market, national HRD strategy and
lifetime employment; seniority wages; and social
national culture (Budhwar and Debrah 2001). To
cohesiveness
The
improve the market competitiveness and to
dualistic nature of the labor market of KSA
attract and retain talent, the telecom companies
suggests two sets of HRM practices one for
have started to invest more in HR and to develop
Saudi nationals and another for foreign workers.
their HR systems.
rather
than
competence.
To sum up, there exists a certain amount of
The labor market has beenrelying heavily
disparity and significant differences in SHRM
on expatriates or foreign workers. The challenges
practices among domestic and multinational
faced by foreign firm include; the competitive
telecom companies operating in KSA.
threats
Constraints for the multinational companies
development of local industries, strong local
operating in KSA
subsidy/support to the local industries, gradual
from
other
multinationals,
Saudization/nationalization
As the consequence of opening of the
of
work
fast
force,
Saudi telecommunication market to both local
scarcity of qualified local manpower, language
and international private sector operators, the
barrier/communication
number of foreign-invested enterprises has
resistance to change. The key challenge faced by
increased substantially over the past two decades.
the employees of MNC is the cultural differences
Now, foreign investors can own up to 70 percent
which act as barrier.
stake in a locally established fixed line joint
following major constraints for multinational
stock company and up to 60 percent in a mobile
company in a country likeKSA:

phone company. The five key factors which have
Cultural
problem,
and
local
The study suggests
barrier:
The
Islamic
culture being very different, rigid
shaped and continue to shape SHRM policies and
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
and prominent at the workplace
part
provides a challenge for MNCs to
Saudization (Saudi for saudians) is
modify their competition approach
the replacement of the expatriate
and human resource policies in
workforce with a locally qualified
line with the general norms in the
and
Kingdom.
localization).

International crisis experienced by
skilled
strategic
workforce
goal;
(job
One of the common problems that
MNCs face is that the native
both the premature return of
Arabians are more inclined to
expatriates
work in public sector and look for
due
to
failed
job that pay higher salaries.
of returned expatriates due to

failed repatriation.

its
Multinational corporations include
assignments and the poor retention

of
Bureaucratic
Language
is
one
of
the
majorbarriers to communication in
to
the international context where
business operations are rampant in
there is diverse workforce. Arabic
the
Local
language is used as the official
bureaucracy results in unnecessary
language in the enterprises-posing
delays and costs to multinational
a
business operations in the host
where
country.
diverse background.
Middle
constraints
East,
challenge
to
employees
multinationals
come
from
Innovation in practice
Saudization of workforce- The
Saudi government has expanded
It is interesting to note that the findings
employment of Saudi nationals, as
indicate few innovative practices which fostered
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Vol- 1 , Issue- 1 ,JAN -2015
employee communication and involvement in
KSA, including many large sized organizations,
multinational company, such as the provision of
often treat HR management akin to any logistic
daily emails about the plans and day to day
function. Typically, HR departments in the
information about strategic leadership is send to
organizations are assigned the functions of hiring
each employee across the company.
and firing of employees, maintaining their
database, handling periodic renewal of personal
documents (passports, residence permits, work
Conclusion and Modelling SHRM
permits, driving license, medical insurance etc.);
preparation
Although the study was conducted in
of
payrolls,
calculation
and
Saudi Arabia, yet, the findings would be
disbursement of allowances; maintenance of
applicable on other similar developed and
personal files; issuing notices to employees,
developing countries also. The researchers have
filing of regulatory returns and in few cases,
found that there are strong evidences of improper
ensuring their safety and security.
alignment between strategies and HR function. In
Results indicate a moderate adoption of
terms of the diffusion of Strategic HR practices
strategic HRM practices in the telecom Industry.
the findings indicate a high usage of practices
Thus companies should be encouraged to
such as employee induction programme and
adequately plan for the career development of its
specific company training, while there are less
employees as well as giving them adequate
than one third of companies which apply
opportunities to participate in taking strategic as
validated employment tests, had a skill or
well as tactical decisions affecting their work
knowledge based pay system, paid a premium
environment. The studies indicate a huge gap of
wage or administered employee attitude surveys
manpower supply resulting in need of more
on a regular basis. Exclusive of a few
qualified and experienced employees.
corporations, most of the telecom companies in
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Despite its unique challenges, KSA
management and is able to attend the board
remains an exciting opportunity for multinational
meetings focusing on formulation on corporate
companies.
strategies and policies.
The
researchers
confidently
concludes that this study has practical and policy
ROLE INTEGRATION
implications for the companies in telecom sector.
a. Is the HR department able to connect
The findingspropose that companies can improve
all important HR functions with the
their performance by integrating human resource
corporate strategies and are able to
practices with business goals. At present most of
align them as per the corporate
the companies club the HR management function
policies.
either with general administration or with public
b. Are the HR executives able to clarify
relations and in some cases even with the
the different functions they perform in
accounts and finance function, which reflect
the light of corporate strategies and
nothing but a total misunderstanding and
objectives?
misgivings about the importance of human
c. Is each function of HR seen as an
capital.
important function in the light of the
The researchers therefore present the
corporate strategies and objectives?
following roadmap for the SHRM: -
RESOURCE ADEQUACY
ROLE CLARITY
a. Do the HR executives find themselves
a. Is HR aware of corporate strategies and
adequately competent and empowered
are the top management willing to involve HR in
to executive the work they have to
implementation of strategies? If yes, proceed to
perform in order to make employees
b.
clear about the ultimate objectives and
b. Is there a separate and exclusive HR
vision of the organisation?
department, which is able to interact with the top
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International Journal of Engineering, Management & Medical Research (IJEMMR)
Vol- 1 , Issue- 1 ,JAN -2015
b. Do the HR executives feel that they
have the required resources to plan,
In the present study the researchers have
design and implement activities and
found that there is a perception that ;„any senior
functions to align all important roles
executive in the organization can handle this
with the corporate strategies and
(HR) role‟, it further demonstrates lack of
objectives.
understanding
c. Are there adequate resources for
conducting
required
training,
development
and
orientation
multinational firms to sustain and enhance their
competitive
and
skilled
training
programmes,
background
be
transparent
in
all major cities like Riyadh, Jeddah, Al-Khobar,
Dammam and Jubail, whose services are
available free of charge to any individual,
functions are assigned to experts, who
adequate
important
KSA, Islamic call and guidance centers exist in
grievance handling etc. and that these
have
most
implementing its HR practices and policies. In
manpower to steer important HR
counselling,
cross-border
learning the host-country's culture in its totality,
them as per the requirements?
employee
and
intensive cross-cultural training that includes
these programmes and implement
including
position
profitability; their managers and employees need
department empowered to plan out
functions
human
and frustration. The study therefore recommends
strategies and objectives and is the HR
adequately
of
HR practices leads to employee dissatisfaction
clarity of purpose, vision, mission,
there
magnitude
resources. It was also seen that dualistic nature of
programmes for employees to ensure
d. Are
the
institution or company. As human resource forms
and
the most important intangible asset, must be
understanding of the role that they
developed, integrated and linked with the overall
have to perform?
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International Journal of Engineering, Management & Medical Research (IJEMMR)
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business strategy to be in the race and get that
Brewster and A. Hegewisch (eds.).
edge in the Industry.
Policy and practice in European human
resource
management:
The
Price
Waterhouse Cranfield Survey. London:
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