Management Des Ressources Humaine

HR is a vast field that sets off, builds a strategy, executes and ends with a enduring solution. To deal with Human Resources seems to be very easy, but when it comes to be the player then starts the real snag in handling it. It is always easy to underscore someone or to that matter anyone about anything. However, the best is always esteemed.

HR in a company is always reachable to each one of them irrespective of the levels. To start or make the first move it is the HR department that any one should get in touch with. They strategize the policies and procedures in the company for which it would have been a year, to do so provided the focus is on to Quality processes.

'Capabilities' refers to a firm's ability to deploy and coordinate its resources to reach a desired end. Capabilities are information-based, tangible and intangible firm-specific decision-making patterns (routines) that an organization develops through experience. Capabilities thus refer to the mechanisms used by firms to develop, combine, deploy and pro¬tect resources to convert them into outputs. Dynamic capabilities reflect the organization's capacity to draw on its past experiences to renew, reconfigure, and integrate new processes to remain competitive in a changing market environment (Teece et al., 1997).

(Amit and Schoe¬maker, 1993). Strategic assets are the resources and capabilities that enable the firm to realize superior economic performance (i.e. capture economic rents), and are thus subject to imitation by other firms. Valuable strategic assets have the following properties: they enable the execution Df a firm's market strategy, and thereby enhance revenue and /or reduce costs, are difficult to trade or imitate (i.e. are subject to market failures), are worth more in combination with other capabili¬ties than in isolation, are rare, are robust and get bet¬ter with use, and are not substitutable with other capabilities (Amit and Schoemaker, 1993).

the institutional perspective focuses on the social context, values, and norms within which an organization functions. The institutional perspective centers on institutionalized organizational behaviors, and on the cultural persistence and endurance of such stable repetitive and enduring activities (Oliver, 1992).

HRM processes are deeply-embedded, firm-specific, dynamic mechanisms by which a firm attracts, socializes, trains, motivates, evaluates, and compensates its human resources.

HRM processes lead to enhanced productivity and strategic flexibility, which, in turn, create value ar d enable the firm to carry out its chosen market strategy.

the firm's HRM processes become one of its strategic assets (Amit and Schoemaker, 1993) as they enable the firm to realize superior profitability. The value of this asset stems in part from its being based on organization-specific past experience and therefore not easily or cheaply reproduced by other firms.

HRM processes change over time as a result of internal organi-zational experience and feedback from the market on their effectiveness.

The process view of HRM that we propose, in contrast to the human-capital perspective, maintains that the processes used to create human-capital remain with the firm, even if individuals leave. In other words, the processes used by the firm to attract, train, motivate, retain and replace human resources are not threatened by the turnover of workers. The human-capital approach is an output perspective; ours is a process perspective. Our approach builds on Becker et al. (1997); Coff (1997) and Stewart (1997), who describe human-capital dilemmas and prescribe capture and retention strategies.

it is not the specific knowledge (stock) of the firm that results in sustainable competitive advantage. Rather, it is the ongoing, dynamic organizational HRM process that renews and adjusts the ways in which the firm selects, trains, socializes, evaluates and compensates, its human-capital that enable a firm to effectively execute its strategy (flow).

People come and go, processes stay and improve in the firm. The HRM process is the engine of renewal used to transform new employees.

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