Exploring the value and application of HRM best practice theory within a third sector micro-organisation.

Abstract

This paper is written based on the research findings of a Masters dissertation in Human Resource Management. The findings have been thought provoking for both HR practitioners, academics and professionals within the voluntary sector, and therefore this paper aims to share some of the research to the benefit of others in the field. The paper considers the different Human Resource Management (HRM) best practice tools available, then uses Jeffery Pfeffer‟s best practice tool applied to a case study organisation in order to consider the need, value and application that the practices have for them. The research findings suggest that despite the size of the organisation, or its sector, that specific practices have a positive impact for employees and volunteers which ultimately impact on the organisation. The most valued practices taken from Pfeffer‟s 7 include; 1) Selective hiring and selection processes; 2) Training and development opportunities; 3) Self-managed teams and team working; 4) Reduced status distinctions and barriers and 5) Employee involvement, sharing of information and worker voice. The aim of this paper therefore is to share the findings, with the understanding that although the research was specific to one third sector micro-organisation, they appear to be useful and representative to other third sector organisations.