This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of Strategic HRM is presented and this model is used to explore the concepts of fit and flexibility as they apply to Strategic HRM. The concepts of resource and coordination flexibility are applied to Strategic HRM, and the implications of the framework for both the practice of and research on Strategic HRM are discussed.

Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

Part One Overview of Strategic Management Chapter 1 Strategic Management Part Two Strategy Formulation Chapter 2 Company Mission Chapter 3 Corporate Social Responsibility and Ethics Chapter 4 The External Environment Chapter 5 The Global Environment Chapter 6 Internal Analysis Chapter 7 Long-Term Objectives and Strategies Chapter 8 Business Strategy Chapter 9 Multibusiness Strategy Part Three Strategy Implementation, Control, and Innovation Chapter 10 Implementation Chapter 11 Organizational Structure Chapter 12 Leadership and Culture Chapter 13 Strategic Control Chapter 14 Innovation, and Entrepreneurship

Strategic Management Frmulation, Implementation and Control

Politics and markets

Corporate failure among companies in Kenya has often been associated with the financing behaviour of the firms. Momentous efforts to revive the ailing and liquidating companies have focused on financial restructuring. A great dilemma for management and investors alike is whether there exists an optimal capital structure and how various capital structure decisions, both short-term and long-term, influence business performance. This study therefore investigated the relationship between capital structure on the performance of non-financial companies listed in the Nairobi Securities Exchange (NSE), Kenya. The study employed an explanatory non- experimental research design. A census of 42 non-financial companies listed in the Nairobi Securities Exchange, Kenya was taken. The study used secondary panel data contained in the annual reports and financial statements of listed non-financial companies. The data were extracted from the Nairobi Securities Exchange hand books for the period 2006-2012.The study applied panel data models (random effects). Feasible Generalised Least Square (FGLS) regression results revealed that financial leverage had a statistically significant negative association with performance as measured by return on assets (ROA) and return on equity (ROE). The study recommended that managers of listed non-financial companies should reduce the reliance on long term debt as a source of finance.

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Relationship between Capital Structure and Performance of Non- Financial Companies Listed In the Nairobi Securities Exchange, Kenya

The rise and fall of many organizations is a reflection of how adaptive, flexible, and focused they are with the changing pattern. The rapid change in technological innovation and advancement has become an indispensable means for organization to equip their employees with the required skilled, knowledge and abilities which are acquired through consistent training to stand against competitive forces. However, this study has examined how best training can be used to reduce waste, incessant level of industrial accidents, lateness to work, fatigue, and absenteeism in order to ensure the survival and growth of the banking industries. The survey design was adopted. Questionnaire was used the major source of data collection. A sample size of one hundred and eighty five (185) staff and management of the selected banks in Lagos metropolis. While the Correlation Analysis and chi square were adopted using Statistical Package for Social Sciences. The findings revealed that employees training significantly influences organizational effectiveness though some of these banks failed because they send their employees on a training programme when they do not have the machines or equipment which they can use to practice when they return from such a training. Without a commitment from management, training will be nothing more than a dream.

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Strategic role of human resource training and development on organizational effectiveness in nigerian banking industries

Prime Journal of Business Administration and Management encompasses all areas of  Business Administration and Management  such as  general management, business law, public responsibility and ethics, marketing theory and applications, business finance and investment, general business research, business and economics education, production/operations management, organizational behavior and theory, strategic management policy, social issues and public policy, management organization, statistics and econometrics, personnel and industrial relations,  technology and innovation, case studies, and management information systems.

Publisher: Prime Journals Limited

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Prime Journal of Business Administration and Management