Strategic Human Resource Management in Global Context

  The researchers have conducted many empirical studies to identify the relationship between training and development. A research that was conducted to evaluate the impact of training on the performances and investment for training with 123 motor technicians as a longitudinal study over a period of 7 moths has identified that the training has improved the performances of the trainees and such the investment on training was justifiable (Warr, et al., 1999) . Further it was identified that training has supported the total quality management as well as the continuous quality improvements and has identified that return on investment can use as a measure of effectiveness of training (Phillips, & Pulliam, 2000) . It was identified that many companies are not investing on training due to the fact that the companies do not evaluate how training has affected for the performances of the companies and how training as a tool has help the companies to develop a higher sustainable competitive ad

Training has defined as one of the methods that organisations can consider encouraging learning in the organisation out of many methods that should encourage learning (Renolds, et al., 2002) . Further training is considering as a formal method that organisations can consider implanting required new knowledge and skills among the employees by the organisation (Armstrong, 2009) . Training facilitates learning process of knowledge, skills, competencies, and behaviours which required to conduct the job-related assignments which such trainings should planned efforts of the organisation (Noe, et al., 2012) . Further they argue that focus of training is to master such required knowledge, skills, and behaviours of the employees which accentuated through training and apply such in the day-to-day activities of the employees as well as the future activities that required and demand by the organisation (Noe, et al., 2012) . Thus, the arguments by many schoolers emphasis that training is the main t

  F iedler (1965), has stated that the leadership as a critical factor which affects to the success or the failure of any organisation whereas Stogdill (1989), has stated that leadership as a process where the leader can influence on others to get their support to achieve a common task. Since expected outcomes of an organisation can be achieved through the people who work in the said organisation it is important to direct those employees effectively where leaders should have the capacity to lead and motivate the employees to achieve the expected results in an optimum level. Further Mullins (1996)  has stated that the role of the leadership style as the way which leaders are carried out the functions or the way of the behaviour of the manager towards the other members of the group. Further Yuki (1997) has stated that leadership as a process other than a position where leadership process lay in the middle of the leader, follower, and situation where leadership is the process of interac

  Compensation and benefits are the rewards that an employee get from the organisation and Armstrong (2009), has defined reward management as the process which articulate and implement suitable policies and strategies to reword the employees based on their value to the organisation with fair, equal, and continuous manner. Thus, it is important for the organisation to value the employees and this can be done through evaluating their performances. Further to have fair, equal, and continuous process the performance management process should be also should be a fair, equal, and continuous process. Further Weiss and Hartle (1997), have stated that performance management as a process which creates a common understanding about what and how to achieve where the employees will managed in a manner to increase the probability of achieving success. With a proper performance management system, the organisation can have a clear understanding on the dimensions which the employee will value with a c

  The employee turnover creates critical issues to the organisation that resulting incur additional costs that were not budgeted. These costs are not only involved in recruitment, selection and trainings. The turnover of employees generates many more costs to organisations and this article tries to brief some of those costs as a result of employee turnover. Recruitment Cost According to Taylor (2002), recruitment is the process which involve in identifying and attracting talents who likes to work for the company. The recruitment process consists with two main components. Initially to identify talents the organisation needs to understand the knowledge, skills and competencies that the candidates should have to perform the duties of the job in vacant. Then it is important to understand the source of candidate which means that where the company can find such talents in the market, weather from a competitor, from the labour market. Thus, this process needs a lot of time and efforts fro

  The resource capability of any organisation or a business will define that strategic capability of the business to sustain in the environment as well as to gain a higher competitive advantage which the rational for resourcing has emerged. On the other hand, the important and most valuable capabilities and resources of any organisation are those hard to replicated, imperfectly transferable, tough to identify and understand, durable and having the ownership with a controlling ability by the organisation where such resources need to be protected by the organisation since such will have an essential role in generating a higher competitive advantage through strategies that made to use such resources and capabilities with a higher efficiency and effectiveness (Grant, 1991) . From a resource base view, human resources of any firm are vital for the firm since human resource considered to be the most important and valued resource that any firm has among all other resources of the firm which w