Journal of Health Organization and Management

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The issue I have chosen is the relationship between HRM and organisationa,l and individual performance within the NHS. I have used two academic research based journals Baluch et al, (2013) in the Journal of Human Resource Management and Hyde et al, (2013) in the Journal of Health Organization and Management. Despite researching a similar field of study, the authors used different research methodologies.

HRM and performance is part of a wide-ranging area of study in this field. The advancement of theory and research on links between HRM and performance started in the 1980s.There has been a lack of consensus in developing a theory of HRM and performance, (Guest et al, 2012). Boselie et al, (2005) determined that up until his review RBV (Resource based view) and contingency theory, which focus on the organisational level and AMO (ability, motivation, and opportunity) theory, which focuses on individual factors, were the most common theories in use. Expectancy theory has also been linked to HRM and performance due to its links between motivation and performance at an individual level, whereby high performance is dependent on high motivation with HR practices designed to foster HR outcomes (Legge, 2005)

Performance is a contemporary issue, there have been many studies relating to HRM and performance, specifically focusing on whether high performance HRM equates to improvements in organisational or individual performance. This is important to organizations, as studies have shown High performance HRM can contribute to improved attitudes, less absenteeism and improved productivity. (Marchington & Wilkinson, 2005) Against this background Baluch et al, (2013) examined the complex links between employee perception of HR systems and hospita...

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