...Measuring the impact of HRM on organisational performance Anastasia A. Katou University of Macedonia (GREECE) akatou@uom.gr Received September 2008 Accepted December 2008 Abstract: The purpose of this paper is to measure the impact of HRM on organisational performance in the context of Greece. Data were collected from 178 organisations using a questionnaire survey in the Greek manufacturing sector, and analysed using the ‘structural equation modelling’ methodology. The results indicated that the relationship between HRM policies (resourcing and development, compensation and incentives, involvement and job design) and organisational performance is partially mediated through HRM outcomes (skills, attitudes, behaviour), and it is influenced by business strategies (cost, quality, innovation). Thus, the contribution of this study for academics and practitioners is that HRM policies associated with business strategies will affect organisational performance through HRM outcomes. Keywords: HRM policies, organisational performance, Greece 1 Introduction Over the last ten years significant steps forward have been made in identifying the HRM – performance relationship. However, serious gaps in our understanding still remain with respect to the causal ordering of the variables involved in the HRM – performance relationship (Purcell, Kinnie, Hutchinson, Rayton, & Swart, 2003; Wright, Gardner, Moyniham, & Allen, 2005). Specifically, in analysing the impact of HRM on organisational...
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...(mentioned in the reference section) and studies about different range of strategic HRM practices. The findings indicate that a valid set of strategic HRM practices (training, participation, results-oriented appraisals, and internal career opportunities) affect both service performance and financial performance. HRM strategies may be influenced by the decisions taken on strategy (the nature of the business currently and in the future) and by the structure of the enterprise (the manner in which the enterprise is structured or organized to meet its objectives). In an enterprise with effective HRM policies and practices, the decisions on HRM are also strategic decisions influenced by strategy and structure, and by external factors such as trade unions, the labor market situations and the legal systems. In reality most firms do not have such a well thought-out sequential model. But what we are considering here is effective HRM, and thus a model where HRM decisions are as strategic as the decisions on the type of business and structure. This study explores the three important questions in the context of Bangladesh mentioned below: 1. Whether extent of impact of strategic HRM varies from sector to sector within service sector? 2. Whether influence of strategic HRM depends upon the ownership? 3. Is there any difference between private sector and public sector so far as impact of strategic HRM or performance is concerned? A company is known by the people it keeps. Researchers...
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...Essay Title: ‘Assess the state of the evidence in favour of HRM’s impact on organisational performance. Do the supporters of HRM’s strategic contribution have enough of a case?’ Word Count: 3,105 Abstract The evidence in favor of HRM’s impact on organizational performance is growing, however some doubt has cast on these studies. Thus, this essay suggests that the evidence of HRM-performance linkage is weak because theoretical and methodological issues remain among most of these studies. So, this essay will mainly analyze theories concerning on HRM and firm performance relationships and methodological problems in empirical studies. As there are flaws in both theories and the process of studying the relationships, this essay concludes that the evidence in favor of HRM’s impact on organisatioanl performance is weak. It seems that it is better to pay more attention to the HRM’s theories and methodologies in order to further the understanding the correlation between HRM and firm performance. TABLE OF CONTENTS 1. Introduction 4 2. Evidence of previous studies 5 3. Theoretical evidence 8 3.1 Categorizing theories 9 3.1.1 Strategic theories 9 3.1.2 Descriptive theories 11 3.1.3 Normative theories 11 3.2 Conceptual theories 13 4. Methodological issue 15 4.1 Measurement of HRM 16 4.2 Measurement of performance 17 5. Conclusion 18 1. Introduction Human resource managers have been worrying about the inability to prove their contribution...
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...current study is intended to provide analysis of the relationships between HRM practices and organizational commitment. These include “manufacturing and human resources fit, behavior and attitude, team activities, interaction facilitation, incentives to meet objectives, training on job skills, training in multiple functions, communication of strategy, feedback on performance. In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance.. Data was analyzed using descriptive statistics to project the respondents’ profiles as well as the general patterns of the variations in the HRM variables and organizational commitment. Correlations and multiple regression, statistic regression analysis were used to explore the relationship between the variables involved in the study. As a result of analysis of the findings from top, middle and, the first-tier managers except for “training on job skills”. It was found that there was a strong and statistically positive significant relationship between other HRM variables and organizational commitment. The findings of the study provide support for the variables concerned and are confirmed by the results of the previous studies. The study of HRM has come a long way in a relatively short period of existence. In a society...
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...____________________________________________________________ _______________ Reference System: APA. Primary Question: What are the impacts of the internationalisation of HRM? Thesis statements: Internationalisation effects on the human resource management in different ways .Its has an impact on the level of qualifications, recruitment and the exchange of HRM approaches. Outline: 1. Introduction Draft 1: 2. The internationalisation of HRM. The internationalisation combines with the human resource and form the concept of the internationalisation of HRM (IHRM). Internationalisation effects on the human resource management in different ways .Its has an impact on the level of qualifications, recruitment and the exchange of HRM approaches. 2.1. The internationalisation. The internationalisation refers to the ability of linking and communicating between the state and the social which create the present word system.(Petrella,R,1989.p.64). Internationalisation is, about creating a new set of capabilities that make the company able to use resources on an ideal basis to join differentiated customer demand profitably and cost-competitively without regard for geography. Put more simply, internationalisation is about getting an organisation into a position of doing business in any market it chooses, and doing business is not just about marketing and selling. Looking at globalisation as a process of acquiring and renewing competencies helps us understand...
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...RELATIONSHIPS BETWEEN HUMAN RESOURCE MANAGEMENT PRACTICES, BUSINESS STRATEGY FIT AND FIRM PERFORMANCE Oya Erdil & Ay e Günsel Gebze Institute of Technology, Turkey ABSTRACT While there has been growing interest concerning the relationship between human resource (HR) practices, firm strategy and firm performance, limited research attention has been paid providing empirical evidence in support of them. This study investigates the relationships between HR practices, human resources management (HRM) - firm strategy fit and the firm performance of 63 small and medium sized firms located around Kocaeli and Gebze from both theoretical and empirical perspective. The findings indicate a strong relationship between different HR practices and HRM-firm strategy fit and firm performance. Further, the results provide support for the assertion that HR-firm strategy fit can significantly assist a firm in improving performance. Therefore, empirical support is obtained for the efforts at aligning HRM practices with firm strategy and firm performance. (recruitment, development, etc.) share the same basic character and play a similar kind of role in relation to strategic management (Luoma, 2000: 771). Effective HRM strategy systematically organizes all individual HRM measures to directly influence employee attitude and behavior in a way that leads business to achieve its competitive strategy. (Huang, 2001: 134). In view of the fact that the goals and necessities of each of the competitive...
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...of internally consistent bundles of HRM strategies/implementation to its overall business strategy and desired performance, to develop critical resources or competencies. This...
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...EPG SHRM Foundation’s Effective Practice Guidelines Series HRM’s Role in Corporate Social and Environmental Sustainability Produced in partnership with the World Federation of People Management Associations (WFPMA) and the North American Human Resource Management Association (NAHRMA) HRM’s Role in Corporate Social and Environmental Sustainability This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM®). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2012 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part...
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...defines ethics as: "…a study of values and customs of a person or a group. It covers the analysis and employment ofconcepts such as right and wrong, good and evil, and responsibility." Wikipedia, defines utilitarianism as: “…ethical doctrine of greatest good. The ethical doctrine that the greatest happiness of the greatest number should be the criterion of the virtue of action The complexities of business and our human/social society makes corporate ethics a very interesting study. To a practicing manager in the working world today, this becomes critically important, especially if they don’t get it! And many obviously have not and still do not. The questions are really simple to ask - yet hard to answer: What does good business today really mean? What does ethics have to do, if anything, with good business? What impact can the human resource function have on either? Within business, what is my responsibility as a human resource professional? Corporate social responsibility (CSR) is known as one of the areas that has drawn many attentions in the business environment over the last twenty years. Carroll (1991) argued that corporation should be addressed not only from economic and legal perspectives but also from ethical and philanthropic perspectives; the idea of CSR’s pyramid is then derived. Furthermore, the efficiency theory and the social responsibility theory have influenced the debate on corporate ethical and social responsibility. The efficiency theory represented...
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...recognition of the need for, and benefits from, improved working conditions and motivation can be seen as the origins of organisational culture and motivation theory. Just as each theory reflected the influencing environment of its time, both internal and external, the political, social, economic and other changes of the past 20 or so years, has evolved people management to where human resources management (HRM) is today. Over this period, the global and local business environment has prospered and suffered, industry and organisations have grown and retrenched, and against these backdrops, ideas on what approach best yields superior employee/organisational performance has evolved, with HRM the widely supported approach in today’s business environment. The popularity of HRM rose from US theorists in the 1980’s such as Storey, whose “ideal type” of HRM pinpointed 27 differences (Appendixes 1) between the personnel management role, “essentially an administrative support function…perceived as being remote from business performance issues” (Storey, 2007, cited in Beardwell and Claydon, 2010, p. 21) to encompass, “all management decisions and action that affect the nature of the relationship between the organisation and its employees”. (Beer et al, 1984, cited in Armstrong, 2009) The argument to support this approach has been...
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...role? 4. INTRODUCTION There has been a dramatic shift in the role of human resource management (HRM) in recent decades. Traditionally, the HR function has been viewed as primarily administrative, focusing on the level of the individual employee, the individual job, and the individual practice (Becker, Huselid, and Ulrich, 2001), with the basic premise that improvements in individual employee performance will automatically enhance organizational performance. In the 1990s, an emphasis on strategy and the importance of HR systems began to emerge. Both researchers and practitioners began to recognize the impact of aligning HR practices with organizational strategy. HR has now emerged as a strategic paradigm in which individual HR functions, such as recruitment, selection, training, compensation, and performance appraisal, are closely aligned with each other and also with the overall strategy of the organization. This new approach of managing human resources has introduced a more strategic role of HRM in an organization. Globalizations, technological advance, changes in the nature of work, changes in workforce demographics are the factors that demand more strategic role of HRM in management. In order to play a more strategic role as a HR manager you need to involve in many tasks like creating strategy execution role, creating formulation execution role, creating a strategic HRM system, creating high-performance-work system, translating strategy into HR policy & practice, and...
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...the challenges of business globalization. Capital can be generated. So can technology. But the HR required to propel an organization through the coming challenges must be rightly and appropriately encouraged and motivated. Significantly, these days careful management of this important resource calls for a strategic focus on Human Resource Management (HRM) in the organization. Previous research on HRM widely accepted that employees create an important source of competitive advantage for firms (Barney, 1991; Pfeffer 1994). As a result, it is important that a firm adopt HRM practices that make best use of its employees. This trend has led to increased interest in the impact of HRM on organizational performance, and a number of studies have found a positive relationship between so-called “high-performance work practices” (Huselid, 1995) and different measures of company performance. Furthermore, there is some empirical support for the hypothesis that firms, which align their HRM practices with their business strategy, will achieve superior outcomes (Bae & Lawler, 1999). However, a review of the literature indicates a serious lack of large-sample empirical studies designed to investigate whether extensive use of “high-performance” HRM practices and a good alignment between HRM and firm strategy have positive effects on the performance of multinational companies located in developing countries in Asia, except Malaysia. Moreover, research in the area of strategic HRM has been almost exclusively...
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...HRM 530 Full Class All DQs Assignments and Final Exam Click Link Below To Buy: http://hwcampus.com/shop/hrm-530-full-class-dqs-assignments-final-exam/ HRM 530 Week 1 DQs Technology and Strategic HRM (graded) This course focuses on the strategic value that technology brings to HRM and the business. Thanks to technology, HRM is now a strategic partner in companies. How specifically has technology created this strategic partnership? Share an example. What value has resulted from this strategic partnership? HRM Technology Trends (graded) From the lecture, you can see how far HRM has evolved. Conduct some research using your text, supplemental readings, and other academic sources. What are some of the current trends in HRM technology? Where do you see HRM technology headed? Provide specifics. HRM 530 Week 2 DQs HRM Strategic Partnership (graded) As shared in this week's lecture, HRM has moved from support to strategic partner. The examples shared included tracking employee work time, tracking leaves, and time tracking for payroll purposes. How has, and how can, HRISs impact this strategic partnership? Review an example from your employer or through research on how a business has used HRM technology to create a strategic focus. HRIS E-Engineering (graded) Business Process Re-Engineering (BPR) is a valuable tool to help organizations assess the probability of process change. Why might this be an important concept for HRM professionals introducing...
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...corporate strategy and HRM practices will yield to a positive effect on organisation performance List of Contents Abstract ……………………………… 1 1. Introduction 1.1. Overview ………………………………. 3 1.2. Literature review and hypotheses ………………………………. 4 2. The research method and conceptual framework 2.1. Method ………………………………. 6 2.2. Measures ………………………………. 7 3. Results and conclusion ............................... 8 4. References ………………………………. 9 Appendix ………………………………. 10 1. Introduction: 1.1 Overview: Each organization has its particular strategy to fit its distinctive competencies, needs and circumstances. Strategy can be conceptualized into three levels: corporate level, business level and functional level. At the Corporate level strategy is interested with the question what are the range of businesses the corporation wants to compete in (Buller & McEvoy, 2012) On the other hand, M.L. Lengnick-Hall and others (2009) mentioned that Human Resource Management (HRM) could be categorized...
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...resource managers through several of theorists and management theories to achieve their goal and benefit the organisation in order to bring profitability. Human Resource Management (HRM) In simple and short form Human resource management is the process of hiring and developing employees so that they can become more valuable to the organisation. HRM is also strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organisation’s goals and objectives. HRM is moving away from traditional personnel, administration, and transactional roles. Now HRM is expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and culture. Developments in the field of HRM are well documented (see Sisson and Storey, 2000). The history of HRM goes back as far as the 1950s. This was succeeded by the ‘Behavioural science movement’ in the 1960s headed by Maslow, Argyris and Herzberg. These theorists argued for a better quality of working life for workers. The last 25 years or so there has been a rapid development in the field of HRM, which are an outcome of a number of factors such as globalisation, growing competition and realisation about the importance of HRM’s contribution towards organisations performance...
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