Theory and Professionals: Impact of HRM on Economy

Twenty years ago published his normative framework describing the essence of HRM. He presented HRM as a new approach to personnel management, emphasizing its strategic contribution, its closer alignment to business, the involvement of line management, and focusing on HRM outcomes like commitment, flexibility and quality. The achievement of these human resource outcomes was, in turn, expected to contribute to a range of positive organizational outcomes, including high job performance, low turnover, low absence and high cost-effectiveness through the full utilization of employees, now relabelled as human resources. Put this way, it is not difficult to understand the wide appeal that the notion of HRM had (and still has) to academics and practitioners alike. It led to the renaming of chairs/departments within universities and to changed job titles in the business community. The attractiveness of the concept of HRM increased considerably when Huselid, in 1995, published a ground-breaking paper in the Academy of Management Journal in which he demonstrated a correlation between the degree of sophistication of HR-systems and the market value per employee among a range of publicly quoted companies in the USA. The paper generated admiration, criticism and an abundance of 'me too' research, trying to replicate the proclaimed relationship between HRM and Performance . Since then many academics on both sides of the Atlantic have become active in this field, with a special focus on the relationship between HRM and Performance. Within this rapidly expanding field of study, the HRM-Performance relationship has been approached from a variety of perspectives rooted in organizational behaviour, sociology, economics, industrial relations and organizational psychology, with a particular emphasis placed on the impact of various combinations of human resource practices on a range of performance outcomes at the individual and organizational level of analysis.

Human Resource Management Journal, 1998

The aim of this research paper is to examine human resource management impact on organization.

2002

In this paper we aim at furthering research on the link between human resource management and firm performance. The contribution of this study about the influence of HRM on operational and financial performance is threefold. (1) By studying small and medium sized companies (defined as organizations with at most 100 employees), we focus on the importance of HRM for small business management.

SHRM THESIS Proposal , 2023

The focus of this study is the impact of strategic Human Resource Management on Organizational performance. The aim of strategic human resource management is to improve organizational performance through the management of people. The organizations need to effectively and efficiently manage their human resources in order to achieve the desired goals and objectives. The attainment of the goals and objectives translates also in better performance (corporate, financial, etc.). Therefore, the issues raised in this study is the approach used by organizations to manage their human resources and to check if strategic human resource management help to meet the requirements, the goals and objectives of the business organization. The aim of this study is to establish the potency of human resource management in an organization, to ascertain the correlation in strategic human resource management practice and organizational performance, to investigate the interrelation of strategic human resource management exercise and organizational performance and to explore the relationship between these strategic human resource management practices and numerical difference. Sources of information for the study were obtained from questionnaire responses, books, seminar, and journals. The discovery of the study is based on the analysis that: there is a beneficial link between strategic human resource management (recruitment, appraisal, training, etc.) and an organizational performance. There is a remarkable correlation of output per employee and strategic human resource management. There is an association between profit per employee and strategic human resource management. There is a beneficial and remarkable relationship linking strategic human resource management and the overall enhancement of organizational operation. The following recommendations were made on the basis of the above; 1. The role of trust towards achieving service delivery should be addressed. 2. Management should accept a service orientation for an employee in order to meet their professional standard. 3. Human resource management should be made an element of learning at all levels. The study presumes that human resource management is concerned with all the areas of an organization in order to obtain the needed skill and will-motivated workforce in organizations so as to achieve organizational performance.

Journal of social & organizational matters, 2024

The aim of current research is to check the impact of HRM practices on organizational performance. The current study uses incentives, employee training, recruitment, and job security as the main HRM practices. The current study considers the officer-rank employees of Shukkar as target population. The current research used a purposive sampling technique for data collection. Around 379 questionnaires were distributed to employees 315 complete questionnaires were used for final analysis. Data was analyzed with the help of SPSS 24. Reliability, Correlation, and Regression analysis are tests that are employed. Results indicate that incentives, employee training, recruitment, and job security have positive and negative impacts on organizational performance. Incentives for Employees and Job Security have a negative impact on organizational performance. This means that Recruitment and employee training has a positive impact on organizational performance. In the future, more HRM practices like teamwork, and leadership style may also be included. For generalizability, data will be collected from other sectors like the education sector, telecom sector, textile sector, and engineering sector.

Journal of Engineering Management and Competitiveness

In this paper the influence of human resource management (HRM) on business performance is analyzed. The main goal was to thoroughly and systematically examine literature in the domain of HRM, and business performance that resulted in a concise review paper. A large body of literature addresses the HRM-business performance link, thus there was plenty of room for an extensive analysis of various articles. To be more precise, two hundred and twelve (212) articles were analyzed from which 187 were removed through several steps in the review process. The findings indicate that there is a positive relationship between HRM practices and overall business performance. In addition, HRM has a positive influence on employee wellbeing, productivity, and organizational climate. However, there is a possibility that good HRM practices are not the cause of good business performance, but vice-versa. This issue is addressed, and discussed further in this present article. Based on the gathered information, and obtained results, it is safe to suggest that this systematic review paper has a significant contribution to the existing body of literature. In addition, the paper can be used as a starting point for future research in the domain of HRM practices and their impact on business performance.

The aim of this study was to identify commonly HRM practices effect on Malaysian private companies' performance. We found support for the four HRM practices are found to be correlated with the business performance based on responses from 153 managers from Selangor based private firms in Malaysia. Regression results showed that training and development, team work, compensation/incentives, HR planning, performance appraisal, and employees security have positive and significant influence on business performance with the exception for compensation/incentives and employees security.

The objective of all organizations is to improve their performance so the aim of this study is to investigate the organizational performance of 200 employees of ufone & Mobilink franchises in Sargodha city. The population in this study has included all companies in telecommunication in Pakistan. We are conducting the exploratory factor analysis. In analyzing the data the descriptive statistics was used. Software used for data analysis was SPSS version 20.The results shows that the higher level of compensation management, organizational citizenship behavior and employee development practices that will lead to a higher level of organizational performance, also indicate that compensation management, organizational citizenship behavior and employee development is positively associated with organizational performance.0ur result shows that there is positive or significant relationship between independent and dependent variables, so we reject the null hypothesis. There are some areas that need more development in future including the topics that relate to the study that can be conducted on manufacturing firms with more variables.