Human Resources Management (HRM) have been increasing aware by Business Studies and Organisation Management approaches because it closely related to organisational daily and organisational performances (Kalleberg & Moody, 1994). Human resources practices are suggested have influences on improving organisational performances in most organisations. Basically, oorganisational performances refer to the outcomes of employees performances and daily working which reflect the ability of one organisation fulfil its objectives and goals, such as employee’s performances, productivities, employee’s job satisfaction, financial outcomes (Huselid, 1995).
In my opinion, HR practices can make positive contributions to organisational performances, because except the unpredictable external environments, human resource management can improve the most factors that affect employees’ performances which finally influence organisational performances in long-term perspectives. This essay is aim to prove human resource practices can positively effect organisational performances based on literature discussion and empirical evidences. The next section briefly brings few negative views about the limitation of HRM related to improving organisational performances. The third section discuss the positive relationship between HR practices and organisational performances are established by applying HRM processes of hiring, selecting, placing employees as well as creating employment relationships within organisations. The final section is going to analyse an example company Mark & Spensers successfully utilised HR practices to improve their organisational performances and created competitive advantages.
Negative Evidences
There are few arguments recently raised ...
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In a competitive economic environment, human resource management has taken more of a strategic, hands-on role in many companies to handle the challenges they face to stay competitive. Companies must find ways to bring in customers and keep good, well-motivated employees on the job. With this in mind, companies that are successful must have sound HRM practices and provide a positive workplace for employees. Looking at the Top 10 Companies to work for, we want to know if HRM practices have an effect on that company being one of the best places to work. We will look at REI, number 9 in the top ten companies to work, to see if Strategic Human Resource Management plays a role in their success.
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Human Resource Management comes with performance management leads for better employee satisfaction. All the HRM activities like strategic or operational have significant impact on employee satisfaction. HRM helps to allocate all the employee working performance and it helps to manage it impact by monitoring and controlling which help to achieve best result. The HRM can allocate best suited education, training and other additional programmes which will increase the better result for he organisation along the satisfaction of employee.
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. 2012. How does human resource management influence organizational outcomes? A meta-analytic investigation of the mediating mechanism. Academy of Management Journal, 55: 1264-1294.
As most of the literature suggests, employee performance is a vital element in organisational survival and success. The systems developed and applied to facilitate the management of employee performance are therefore major contributors to the overall success of performance management. To remain effective the RM process should not be isolated from other HRM functions, in addition the process must be dynamic and constantly aligned to organisational strategy. In these instances long term benefits for all stakeholders can be realised.
Sani, A. D. (2012). Strategic Human Resource Management and Organizational Performance. Business Intelligence Journal, 10.
Critically evaluate the organization’ HRM practices with particular reference to their impact on individual and organization performance.
In this report will cover the importance of having a close relationship between an organisation’s HR strategy and business strategy along with the difficulty to determine the impact of an organisation’s human resource strategy on organisational performance.
Data illustrated from Teo (2002) from the interviews conducted towards the HR department suggested that the corporate HR department of the specific organization interview was becoming a key source in the strategic management process. Evidence has continually suggested that HR departments in commercialized entities develop a greater role in the strategic aspects of people management. For example, performance based pay, combining performance management with corporate strategy and corporate bargaining activities will develop a greater role for the HR department as one of the strategic gain of an organization (Teo,
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
Human Resources Management (HRM) Interventions relates to the idea of improving an organizations overall performance and efficiency by improving the members (individuals and groups) performances, commitment, and flexibility. According to Beer et al. (1984), this is often a relevant intervention technique when organizations are facing increased international competition. They see the value of HR investments as a way to improve organizations competitive advantages. Further, they establish that HRM policies have long-term consequences and immediate organizational outcomes. These policies should include the overall competence of employees, the commitment of employees, the cost effectiveness of HRM practices,
Contrary to traditional beliefs, recognition and integration of the link between human resource (HR) strategy and business strategy, or rather, strategic human resource management (SHRM) can contribute to the success and establishment of a business. The first half of this report will draw attention to and examine the importance of having a close relationship between the two named strategies. Bratton and Gold (2007), suggest that SHRM can improve performance by connecting the strategic goals of the business to the HR functions. Be it in a management or academic literature, the proactive nature of SHRM allows the business to have a significant edge given the volatility of the market due to advancement in information systems, globalisation and many other factors. Having said these optimistic accounts, this report will also examine the reasons as to why it can be tedious to determine the influence of human resource strategy on business performance.
The term human resources was becoming poplar, so much so that it developed form the U.S.A to reach the United Kingdom. This modern approach was brought into effect to show how businesses could utilise their workforce to maximise productivity. Human resource management differs from personnel as rather than only seeing employees as a collective and only trying to satisfy work based needs, human resource management sees employees as valued by giving employees more trust and trying to motivate employees rather than just satisfy them. This type of management leads to committed, loyal employees who value their work meaning higher productivity. This type of management style also uses strategies to determine continuously plans to combat future scenarios which could affect the employees or productivity. This new approach of human resource management also allows line managers to be involved in the activities that a personnel specialist would normally undertake, this makes employees feel more valued and can also benefit the organisation itself as it may be daunting to speak to a specialist whereas if an employees is finding they have any problems which are impeding efficiency in completing their job role effectively then they can approach their line manager who they would have contact with on many occasions and speak openly about their issues and hopefully come to a