Reinventing Human resources management / Deepak Kesarwani.

1. Reinventing public personnel administration
2. Reinventing Government Human services management
3. Changes in human resource management
4. Implications for managers and public personnel systems
5. The public employer- employee relationship
6. Facilitative state and human resources management
7. Management development
8. The evolution of HR: developing HR
9. Human resource function in transformation
10. Reinventing or repackaging public services
11. Strategic HRM effectiveness: A case study
12. Bureaucrats and effective use of performance management information

new demands facing organisations as a result of heightened competition, globalization, and technological advances have put a premium on creativity and innovation, speed and flexibility as well as efficiency. The critical firm assets do not appear on a balance sheet but reside, instead in people and management systems. The role of firm strategy, human resources, and HRM in firm performance is being rethought. Rather then seeing the HR function as a cost, An HRM system that supports a firms strategy should be seen, instead as an investment, a strategic lever for the organization in creating value. HRM practices influence employee skills through the acquisition and development of human capital. Effective recruitment and selection practices can provide the firm with highly qualified applicants. Training and development opportunities contribute to increasing human capital. HRM practices can also influence levels of motivation through the use of performance appraisals, pay-for-performance incentives, and internal promotions systems based on merit. HRM practices can also influence the design of work so that highly motivated and skilled emploees can use what they know in performing their jobs. The past decade has produced research evidence supporting the critical role human resource management plays in the success of an organization.