Human Resource Management and Innovative Practices : Key Connections

Author:T.S. Tomar

Abstract:
The innovative practices and leadership theory of organizational performance emphasizes the sustained competitive advantages gained from production and economic development capabilities that are rare and hard to imitate. Under certain conditions, such capabilities become core competencies and tend to involve the human resources. There is not yet a standard research protocol for how to research key connections between HRM and innovative practices to catalyst the core competencies of leadership. Based on a review of existing studies on innovative practices and HRM from a variety of fields, a framework for studying key connections between these is proposed here based on four questions: does the HRM have a competitive advantage? If so, is it based on innovative practices? What is the nature of the specific core connections of competencies involved? Do the connections have core competencies, and if yes, what are they? Global changes in the rules of the public and private sectors and the dramatic advancements in technology have also strongly affected HRD needs. These evolving changes have important policy, institutional and programmatic implications. This article, therefore, places HRM in context of current concerns for the development of using innovative practices.

Keywords:Keywords: Innovative practices, performance rationality, value creation, sharing initiative.

DOI:

International Journal of Trade & Commerce (Vol: 6 Issue:1)