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Turksh Arlines Human Resource Strategies

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No wonder, the way HRM practices and policies take shape also affects the employee’s experiences of work and the employment relationship. Within the mainstream HRM literature, there is a long tradition of research arguing that in order to make an optimal contribution to firm performance, HRM policies and practices should be integrated both with firm strategy, so-called vertical strategic integration and with each other, so-called horizontal integration3. Paul Isle’s best fit model attached in the appendix lays emphasis on this.

In a present-day organization, because any discussion about how an organization succeeds or fails ultimately comes back to the way individuals are managed, Academics and Practitioners agree that as the dynamics of competition accelerates, people are perhaps the only true source of competitive advantage4. According to, Turner, Keegan &amp. Hueman (2006:317), for an organization to be effective and successful, the human resource management functions must be integrated into the various organizational strategy.

According to this model, the HRM functions its goals and aims, needs to be aligned with the strategy of the organization. Here the emphasis is both on the on projects and routine products and services and where the job requirements are well defined and stable.

Today, with the increasing researcher’s desire to demonstrate the importance of an effective human resource policy on organization performance research has shifted from a micro-level that previously dominated research interest to a more general, strategic macro level5. The term human resource management is not new. It has been widely used by scholars and managers to refer to the set of policies designed to maximize organizational integration, employee commitment, flexibility and quality of work6.

Jackson &amp. Shuler (2002) referred to it as an umbrella term that encompasses (a).specific human resources practices such as recruitment, selection and appraisal and (b).