The Strategic Human Resource Management: Handbook of Human Resource Management

This book has been designed to meet the requirements of Organization`s Owners, HR Head, HR professional, HR Executives and Human Resource Management students who are practicing for different Companies or taking lessons at the august institutions of India or abroad. It would be helpful for all who are dealing with business and practicing HR Functions.
The present book is a novel attempt to cover a wide range of the problems of Strategic Human Resource Management. This book faces very busy ideological preparedness in my life. I have written about managers because management is our area of professional work., it is in the context of managerial work that we have studied this aspect of human behavior, but in this book it has by no means limited to that context. Busy idleness is a disease that affects everybody and pervades every aspect of life. Active non-action is the word that I would like to explain here.
In our professional life, we always face problems in the shape of daily problem solving activities. Problems require a big picture perspective—which means reflection, systematic planning, creative thinking and time. Operational activities squeeze important problems out. Daily routines, superficial behavior, poorly prioritized unfocused tasks leech managers` capacities- making unproductive business.
The problem is not a lack of knowledge or resources. The real problem is that they simply do not do those things. They spend their time spinning their wheels, attending meetings and responding to every little query and problem.
Management is “the art of getting things done.” Managers must act themselves and mobilize collective action on the part of others. The gap between knowledge and action, stretches wide and few managers seem able to cross it. The kind of behavior that exhibited active non-action as it is called pervasive corporate “knowing-doing gap.” Managers always complain about the problem of active non-action but have not fully understood the underlying dynamics.
When driven by deep personal commitment to the goal that cuts out distractions and overcomes difficulties. The purposeful action is not a quick shuffle or mere flirtation with ideas. It is action taking to produce certain results with undivided resolve. Although external issues in an organization can make this kind of action taking difficulties.
We are deeply indebted to all the Websites and Academicians, Researchers, HR professionals and all Managers who participated directly or indirectly in authoring this book, giving us generously not only their time but also their knowledge and perspectives. I have mentioned a few of them in the book, but many others who provided their cooperation a lot go unnamed. I pay my deep acknowledgement from my core of heart to all concerned people to pay their hearty as well as practical help to this book.
And to so many others who have been left unnamed. We are also grateful to the United States of America and United Kingdom of England for their great help from Educational Associations of Management Studies, which provided a management literature, without that nothing was possible. I am also thankful to community of colleagues whose help and advice improved the quality of our thinking and portrayal of this book.
I have described in this book are as follows:
• Strategic Human Resources Management,
• Strategic Human Resources Development,
• Training and Development,
• Selection and Recruitment,
• Performance Appraisal,
• Career Management,
• Organizational Analysis,
• Personal Development,
• HR Tools,
• Recruitment,-The right person for the right Job.
• HR Strategic Planning-Optimizing Utilization,
• Important aspects of Appointment,
• Employment Laws Compliance,
• Importance of Workplace Safety and Health,
• HR as Strategic Partner,
• Effective Leadership- Organization`s Productivity,
• Career Planning- Help People,
• Human Resource Manual,
• Effectiveness of Employee Performance Management- Re