Strategic Human Resource Management and Organizational Performance

The central challenge facing Human Resource Management has been always to provide a set of services that make sense in terms of the organization's strategic plan. These services include innovative recruitment and selection strategies, provision of career development opportunities, competitive salaries and policies that reward superior performers and hold low-performing employees accountable. This book represents a case examining the relationship between strategic Human Resource management's various patterns and practices and organizational performance outcomes in one of the rapidly growing nonprofit organizations in Egypt. Based on results, policy recommendations were suggested for immediate implementation within the Egyptian private, public and nonprofit sectors in order to secure HR management systems those are leveraged strategically to have a significant impact on organizational performance and contribute to creating and sustaining a competitive advantage for the firm.

Autorentext

A recognized Human Resource Consultant. EMBA, Hult International Business School; M.Sc. Public Policy and Administration, The American University in Cairo; PGDip. HR Management, Heriot-Watt University. CHRC, The HR Management Institute; CCP, Certified Coaches Federation. Member at The Egyptian HRM Association and The American Chamber of Commerce.