Format:
1 Online-Ressource
Content:
Research on HR intervention for organizational turnaround has largely been focused on the impact of good management practices to improve organizational performance (e.g. vision, mission, training and development of HR, and performance management etc.). This paper applies a new model of HR intervention which suggests that for organizational turnaround, HR managers need to focus on a) shifts in external environment variables that are beyond the control of organization, b) Organizational inertia, and c) Good Management Practices. This paper applies this model to the private banks operating in Pakistan and finds that organizational turnaround is influenced by changes in external environmental variables, by changes in organizational inertia, and by good management practices. The paper also develops new hypotheses about the impact of various turnaround strategies in the same model
Note:
Nach Informationen von SSRN wurde die ursprüngliche Fassung des Dokuments August 8, 2009 erstellt
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Volltext nicht verfügbar
Language:
English
DOI:
10.2139/ssrn.1520316
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