A framework to integrate GIS in human resource management for organizational efficiency: A case study of Mildmay Uganda

Abstract

Parallel to the understanding that human resources are vital for an organization, human resource management function is also going up in organizational hierarchy (Aoin, 2017). Human resource management aims to ensure that the organization obtains and retains the skilled, committed and well-motivated workforce it needs (Becker & Gerhart, 1996). This means taking steps to assess and satisfy future people needs and to enhance and develop the inherent capacities of people – their contributions, potential and employability – by providing learning and continuous development opportunities (Ziemba & Obłąk, 2015). It involves the operation of recruitment and selection procedures, management development and training activities linked to the needs of the business. Organizations are becoming aware that successful human resource policies and practices may increase performance in different areas such as productivity, quality and financial performance (Becker & Gerhart, 1996). Human resource management can contribute to sustained competitive advantage through facilitating the development of competencies that are firm specific. The sustained superior performance of many companies has been attributed to unique capabilities for managing human resources to gain competitive advantage (Aoin, 2017).