Strategic human resources management is irrelevant when it comes to extremely dexterous professionals in the Canadian clean economy
´ ´ Stephanie Chasserioa and Marie-Josee Legaultb*
a
Lille School of Management enquiry Center, Lille, France; bLabor Relations, ´ Teluq-UQAM, France
The goal of this paper is to explain the commitment behaviour of highly skilled professionals in Canadian business-to-business (B2B) technology services companies that do not throw off a formal and explicit managerial commitment strategy and to emphasize the need to take the organisational context into consideration when developing a theory that seeks to look for differences in employees organizational commitment. Our contribution is to reappraise the relevancy of the traditional organizational commitment de?nition in this organizational context, a new organizational form. We demonstrate that in the companies which are antithetical from the traditional bureaucratic organizational forms and which employ highly quali?ed professionals, the employment relationship is based on a psychological contract that is not accounted for in the strategic HRM theory.
Indeed, the basic principles of strategic HRM dictate that an organizations most valuable asset is its employees; it is therefore incumbent on management to do some(prenominal) is necessary to retain its workforce, readily described as a key resource, and to use human resources management (HRM) practices as tools to paint a picture commitment. In a study of highly skilled workers in Canadian business-to-business (B2B) technology services companies belonging to the so-called new economy, we observed that although the competitive advantage enjoyed by these companies depends to a large degree on the creativity and innovativeness of their workforce, these companies barely have any of?cial HRM policies, and the HR department plays a very obscure role. Yet, no one...If you want to get a full essay, articulate it on our website: Orderessay
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