| المستخلص: |
Human resource management (HRM) is a popular style cum philosophy of management. It came to prominence in the 1980s, and as of the mid-2000s, in response to the various disruptions to the world economy during the 1970s, it is common to ubiquitous in western, developed economies. HRM is increasingly used in non-western nations, too. In part this is because of globalisation, and in part because of developing nations’ perceived need to diversify and develop their economies, and in doing so to emulate the western practice. A considerable body of literature suggests HRM is effective. The present study investigates executives’ perceptions of implementation of HRM pnc ices and their influence on organisational performance and realisation of organisational objectives. It does so in the context of the Libyan Iron and Steel Company (LISCO). Results suggest that LISCO executives have positive perceptions of LISCO’s implementation of HRM, of LISCO performance, and of LISCO’s realisation of its objectives. Moreover, the results accord with what the literature suggests: HRM is effective. However, the results suggest that the major impact of HRM at LISCO concerns its organisational performance, that is, HRM as practiced in LISCO mainly pertains to the day-to-ay running of the company. HRM figures less in LISCO’s realisation of its objectives. A further result of the study is that specific HRM practices figure differently as regards LISCO’s performance and realisation of objectives. LISCO appears to take cognizance of most HRM practices as regards performance, but relatively few as regards realisation of objectives. Moreover, analysis of results suggests most HRM practices have major impact on LISCO performance, and fewer on LISCO’s realisation of objectives. LISCO is unusual in that it is part of heavy manufacturing industry and it is located in the developing world. However, the results of the present study accord with those of many studies of organisation of all types in the developed world. This suggests that, despite cultural differences between Libya and the West, and the need for different management styles according to type of organisation, the results of the present study may be generalised beyond LISCO and beyond Libya.
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