Impacts_Of_SHRM_and_Planning_on_UK_Technology_Industry
docx
keyboard_arrow_up
School
KCA University *
*We aren’t endorsed by this school
Course
1
Subject
Management
Date
Nov 24, 2024
Type
docx
Pages
52
Uploaded by macdalzila2022
1
Dissertation: Impact of Strategic Human Resource Management and Planning on
Organizational Performance in the Technology Industry in the United Kingdom
Student Name: Sadiya Sultana
Student ID: 21062744
Module Name: Research methods and analytics for business practice
Module Code: LD9718JLZ01
Instructor: Dielk Celik
2
Contents
Contents
...........................................................................................................................................
2
CHAPTER 1: INTRODUCTION
....................................................................................................
4
1.1 Background and Definitions
.........................................................................................................................
4
1.2 Significance and Scope
.................................................................................................................................
6
1.3 Research Questions and Objectives
..............................................................................................................
8
1.3.1 Research Questions
...........................................................................................................................
8
1.3.2 Research Objectives
..........................................................................................................................
9
1.4 Thesis Overview
............................................................................................................................................
9
1.4.1 Chapter 1: Introduction
.....................................................................................................................
9
1.4.2 Chapter 2: Literature Review
............................................................................................................
9
1.4.3 Chapter 3: Research Methodology
..................................................................................................
10
1.4.4 Chapter 4: Research Findings
.........................................................................................................
10
1.4.5 Chapter 5: Discussion and Conclusions
..........................................................................................
10
CHAPTER 2: LITERATURE REVIEW
.......................................................................................
11
2.1 Theoretical Framework
...............................................................................................................................
11
2.1.1 Organization Learning Theory
........................................................................................................
11
2.1.2 Resource Based View Theory
...........................................................................................................
12
2.2 The Concept of Strategic HRM and Planning
............................................................................................
13
2.3 Importance of HRM and Planning in Enhancing Staffing Outcomes
........................................................
15
2.4 HR As Agent of Competitive Advantage
....................................................................................................
16
2.5 The Strategic Role of Human Resource Management
................................................................................
17
2.6 Challenges to Strategic Human Resource Management
.............................................................................
19
CHAPTER 3: METHODOLOGY
.................................................................................................
20
3.1 Research Design and Philosophy
................................................................................................................
20
3.2 Selection of Research Methodology
...........................................................................................................
21
3.3 Data Collection Techniques and Procedures
...............................................................................................
21
3.4 Population and Sample
................................................................................................................................
22
3.5 Questionnaire Design and Distribution
.......................................................................................................
22
3.5.1 Questionnaire Design
......................................................................................................................
22
3.5.2 Questionnaire Distribution
..............................................................................................................
22
3.6 Data Processing and Analysis Methods
......................................................................................................
25
3.7 Ethical Considerations
.................................................................................................................................
26
3.7.1 Informed Consent
............................................................................................................................
26
3.7.2 Voluntary Participation
...................................................................................................................
26
3
3.7.3 Confidentiality
.................................................................................................................................
26
3.7.4 Privacy
............................................................................................................................................
27
3.7.5 Anonymity
........................................................................................................................................
27
3.8 Chapter Summary
........................................................................................................................................
27
CHAPTER 4: RESEARCH FINDINGS
.......................................................................................
27
4.2 Limitations of the Study
..............................................................................................................................
35
4.3 Chapter Summary
........................................................................................................................................
36
CHAPTER 5: DISCUSSIONS AND CONCLUSION
..................................................................
36
5.1 Discussions
..................................................................................................................................................
36
5.2 Conclusion
...................................................................................................................................................
38
5.2.1 Recommendations
............................................................................................................................
40
REFERENCES
..............................................................................................................................
41
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
4
CHAPTER 1: INTRODUCTION
1.1 Background and Definitions
The economic landscape has undergone a notable transformation marked by the forces of
globalization, intense rivalry in product markets, and the dynamic nature of customer demands.
For companies to effectively compete in the corporate landscape, particularly in the realm of
technology, it is imperative to strengthen organizational performance through the implementation
of innovation, cost reduction strategies, and enhancements to product quality and overall
productivity (
Arthur, 1994). The individuals comprising an organization, sometimes referred to
as human resources, play a crucial role in improving organizational performance. As Bamey
(1991) argue, the operational and functional aspects of a Human Resource (HR) department are
determined by its planning approach. Nevertheless, the proficient administration and strategic
allocation of human resources within the technology industry have demonstrably enhanced
overall organizational performance.
The individuals comprising an organization, sometimes referred to as human resources, are
widely acknowledged as a critical asset for contemporary organizations. The significance of
people and their management has increased due to the diminished influence of several other
factors that were previously considered sources of competitive advantage. It is imperative to
acknowledge the shift in the foundation of competitive advantage to cultivate a new perspective
when addressing matters pertaining to Strategic Human Resource Management (SHRM) and
planning (
Becker & Huselid, 1998). In contemporary business environments, conventional
drivers of success, such as advancements in product and process technology, secured market
positions, and economies of scale, continue to offer competitive advantages (
Becker & Huselid,
1998). However, it is increasingly becoming evident that SHRM and planning play a more
critical role in organizational performance in the technology industry in the United Kingdom
(U.K) and in ensuring long-term viability.
Organizations in the technology industry in the U.K have exhibited a growing inclination
towards enhancing the efficacy of their human resources (HR) departments, with the aim of
achieving improved results and heightened productivity. This is achieved by empowering HR
professionals to identify and implement comprehensive solutions that involve strategic planning,
5
design, implementation, and execution methods. According to Wong, Chan, and Tan (2014), the
concept of Strategic Human Resource Management and planning is a contemporary shift in the
field of human resource management, highlighting the significance of human resources in
enhancing organizational performance in the technology industry. This approach clearly stresses
the alignment of human resource strategies with the objective of attaining a competitive edge
within the technology industry. SHRM plays a crucial role in organizational management due to
the fundamental importance of human resources as the cornerstone of any company (
Wong,
Chan & Tan, 2014). The workforce is the most valuable resource of any organization, and it is
crucial to understand and implement strategic human resource initiatives to ensure that the
company’s performance is maximized.
The primary objective of SHRM and strategic planning is to optimize organizational
performance by effectively managing human resources (
Delaney, Lewin & Ichniowski, 1989).
Organizations operating within the technology industry in the United Kingdom are increasingly
recognizing the significance of implementing efficient human resource policies and practices to
boost organizational performance across several domains. Organizations in the technology
industry have adopted Strategic Human Resource Management practices to augment their overall
operational effectiveness (
Delaney & Huselid,1996). Consequently, the efficacy of human
resource managers is on the rise across technology organizations, as there is a growing emphasis
on granting individuals inside organizations greater autonomy and freedom to foster creativity
and achieve their full potential. Hence, the primary purpose of human resource management and
planning is to ensure alignment between the organization’s vision and objectives and the
potential of its people resources.
The underlying premise of Human Resource Management is that the individuals employed inside
an organization are its most valuable assets, and that the overall effectiveness of the organization
is heavily reliant on their contributions. To achieve a significant influence on organizational
performance, it is important to establish and successfully implement a suitable array of human
resource regulations and practices (Armstrong, 2008). According to Lawler and Mohrman
(2003), HRM practices should be seamlessly integrated into the overall strategy of major
organizations. Human resource management techniques encompass the comprehensive
management of individuals within an organization, spanning from the initial recruitment process
6
to the eventual separation of employees from the organization (Armstrong, 2008). According to
Ferris (1998), several HRM techniques can be identified, including strategic human resource
management (SHRM), information management, organization growth, resource allocation,
performance oversight, training and growth, incentive planning, and relations with workers.
1.2 Significance and Scope
The management of individuals within an organization is gaining significance since alternative
drivers of competitive advantage are diminishing in potency. Gary, Latham and Kenneth (1981)
contend that while traditional factors like economies of scale, protected markets, and product and
process technology continue to provide a competitive advantage, the significance of human
resources within an organization has grown in importance for its long-term viability and
effectiveness. The primary objective of this study is to investigate the impact of strategic human
resource management and planning on organizational performance within the technology
industry in the United Kingdom. The role of human resource management is ascending throughout the organizational hierarchy in
alignment with the recognition of the criticality of human resources within the technology
industry in the UK. The primary objective of human resource management is to facilitate the
acquisition and retention of competent, dedicated, and highly motivated staff that is essential for
the organization’s success (Armstrong, 2014). This entails undertaking measures to evaluate and
fulfill the anticipated requirements of future individuals, as well as their contributions, potential,
and employability through the provision of learning and ongoing development prospects. The
process includes the execution of recruitment and selection protocols as well as the
implementation of management development and training initiatives that are aligned with the
industry requirements (
Gary, Latham & Kenneth,1981). Strategic human resource management
is a recent development in the realm of human resource management.
The Society for Human Resource Management is dedicated to examining the impact of human
resource management systems on the overall performance of organizations, with a specific
emphasis on the strategic alignment of human resources to achieve a competitive edge.
Organizations in the tech industry are increasingly recognizing that the implementation of
effective human resource policies and practices has the potential to enhance performance across
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
7
various domains, including productivity, quality, and financial outcomes (
Dyer & Reeves, 1995).
Human resources are widely acknowledged as a critical asset for contemporary organizations.
The significance of individuals and their management has increased due to the diminished
influence of several other factors that were previously considered crucial for achieving
organizational success.
Acknowledging the shift in the foundation of competitive advantage is crucial in adopting a new
perspective when examining matters pertaining to strategic human resource management and
planning. According to Ping, Leiya, and Jieqiong (2012), in contemporary business
environments, conventional factors that have historically contributed to success, such as product
and process technology, protected markets, and economies of scale, continue to offer competitive
advantages in the technology sector in the UK. However, it is increasingly recognized that an
organization’s human resources play a more critical role in ensuring its long-term viability
(Armstrong, 2014). In alignment with the recognition of the criticality of human resources within
an organization, the role of human resource management and planning is likewise ascending
throughout the organizational hierarchy.
The primary objective of human resource management and planning is to facilitate the
acquisition and retention of proficient, dedicated, and highly motivated staff that is essential for
the organization’s success. This entails undertaking measures to evaluate and fulfill the
anticipated requirements of future individuals, as well as to improve and cultivate the innate
abilities of individuals, their contributions, potential, and employability, through the provision of
learning and ongoing developmental opportunities. The process includes the execution of
recruitment and selection protocols, the implementation of management development initiatives,
and the facilitation of training activities that are tailored to meet the specific requirements of the
organization (
Hayton, 2003). According to Hayton (2003), strategic human resource
management signifies a relatively recent paradigm shift within the domain of human resource
management. The Society for Human Resource Management is primarily interested in examining
the impact of human resource management systems on the overall performance of organizations,
with a specific emphasis on the strategic alignment of human resources to achieve a competitive
edge (
Huselid, 1995). Organizations are increasingly recognizing that the implementation of
effective human resource policies and practices can potentially enhance performance across
8
various domains within the technology industry, including productivity, quality, and financial
outcomes.
Organizational performance and strategic human resource management are integral elements of
corporate governance in the technology industry in the U.K. This article investigates the impacts
of SHRM and planning on organizational performance in the technology industry, focusing on an
inside perspective by conducting a comprehensive analysis and study within the United
Kingdom. It demonstrates strategies for improving business performance and optimizing
organization management. This work entails a thorough review and analysis of several
theoretical studies, then the execution of empirical research that builds upon the theoretical
foundations set by these studies. This study investigates the impact of strategic human resource
management on organizational performance within a theoretical framework. The This study also
investigates the interplay between company strategy, competitive advantage, and strategic human
resource management. It also examines the current state of strategic human resource
management (SHRM) and highlights its inherent limitations.
The study investigates the impact of strategic human resource management on organizational
performance through the utilization of Statistical Package for the Social Sciences (SPSS) tool
during the empirical research phase. Additionally, this study aims to draw comparisons between
technology companies and non-tech companies, with the objective of identifying distinctive
characteristics exhibited by technology industry (
Huselid, 2009). This article presents a
comprehensive examination of the relationship between strategic human resource management
and company performance, supported by a collection of studies and data analysis. It provides
valuable insights into the potential benefits of strategic human resource management and offers
relevant methods and techniques for organizations to effectively implement this approach.
Business enterprises, especially those heavily dependent on technology, ought to exert efforts to
improve their operational efficiency through the adoption and continuous improvement of a
strategic human resource management framework that is in line with their organizational goals
and prevailing circumstances (
Brewster et al., 2000).
9
1.3 Research Questions and Objectives
1.3.1 Research Questions
1.
To what degree is the alignment of strategic human resource management and planning
crucial for organizational performance? 2.
What is the influence of optimal staffing on organizational performance within the
technology sector in the United Kingdom? 3.
The significance of employee motivation and its influence on organizational performance
within the technology industry in the United Kingdom is a subject of inquiry. 1.3.2 Research Objectives
The following are the main objectives of the research study:
To assess the impact of aligning strategic human resource management (SHRM) with
technology on organizational performance.
To assess the impact of appropriate staffing levels on performance within the technology
industry in the United Kingdom.
To examine the relationship between employee motivation and organizational
performance within the technology industry in the United Kingdom.
1.4 Thesis Overview 1.4.1 Chapter 1: Introduction
This chapter presents a comprehensive outline of the thesis, which is divided into four
components. The first section provides an introductory background of the subject matter and
explains the theoretical framework, which encompasses the research challenge. The second part
of the chapter presents a comprehensive summary as well as the significance and scope of the
study. The third component of this study outlines the objectives, research inquiries, and
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
10
hypotheses of the study. The last section provides a comprehensive outline of the thesis’
overarching framework.
1.4.2 Chapter 2: Literature Review
This chapter offers a comprehensive review and analysis of pertinent scholarly works. The
theoretical underpinnings of this concept are examined and deliberated upon. The chapter
provides an overview of prior research conducted in the realm of human resource management
methods, skilled labor, commitment from employees, and worker and organizational
performance within the technology industry. It presents a comprehensive examination of the
existing body of literature on strategic human resource management. The chapter also explores
the various strategies for SHRM, such as the resource-based perspective and the behavioral
viewpoint, with a specific focus on the technology industry. The relationship between SHRM and
organizational performance is also analyzed. Furthermore, the study delves into the
implementation of SHRM in the domain of technology in the United Kingdom.
1.4.3 Chapter 3: Research Methodology
This chapter provides a comprehensive examination of the methodology employed in this study,
including a thorough description and rationale. It delves into the methodological considerations
and justifies the selection of statistical methods and techniques utilized. The section presents the
methodological justification and procedural guidelines required to conduct an empirical
investigation of the research questions and proposed hypotheses. The thesis covers the research
paradigm and delineates the research context, specifically focusing on the technology sector in
the UK. It also provides an overview of the sample population and sampling frame, focusing
specifically on the impacts of strategic Human Resource Management and Planning on the
technology industry in the United Kingdom. The chapter gives an overview of the research
design and techniques employed in the study, while also delving into the operationalization of
the construct under investigation and the methods used for its measurement. The section also
analyzes the procedures used to evaluate the reliability and validity of the research instrument.
This part of the document includes the selection of data analysis methodologies and provides an
overview of the data analysis methodology.
11
1.4.4 Chapter 4: Research Findings
Chapter four of this thesis involves the examination of the data and the subsequent presentation
of the empirical results. It presents the demographic characteristics of the study participants and
an overview of the descriptive statistics. The study introduces multivariate analysis of variance
and examines the correlation between the system of strategic human resource management
(HRM) practices and organizational performance. This includes evaluating the multivariate
normality of the data, assessing the measurement models, and addressing any potential common
method bias.
1.4.5 Chapter 5: Discussion and Conclusions
The primary objective of this chapter is to provide a comprehensive overview and in-depth
analysis of the study’s findings, drawing connections to existing literature and related research.
Additionally, the study provides an analysis of its contributions and limits. The chapter concludes
the thesis by presenting the primary recommendations and conclusions, along with suggestions
for future research endeavors.
CHAPTER 2: LITERATURE REVIEW 2.1 Theoretical Framework
The attainment of organizational goals and objectives can vary across different organizations.
The management of employees, who are considered the fundamental assets of a firm, also varies
across different entities. Nevertheless, the influence of Strategic Human Resource Management
is substantial across the technology industry in the UK when it comes to achieving organizational
goals and objectives. According to Chunyan and Shuming (2004), firms that effectively
implement superior SHRM practices has the inherent ability to ultimately achieve their
objectives and maintain a positive image and reputation within their own industry. The
implementation of strategic human resource practices and planning plays a crucial role in
effectively managing personnel and ensuring optimal performance within the organization.
Therefore, various research in this field emphasizes the importance of using a strategic human
resource management and planning approach to effectively attain corporate goals. Moreover,
most scholarly research emphasizes the significance of aligning human resource plans with the
12
overall organizational strategy to achieve the desired level of performance (Jordi, 2012). There
are two main theories examining the influence of strategic human resources management on
organizational performance. They include organization learning theory and resource-based view
theory.
2.1.1 Organization Learning Theory
The notion of organizational learning was initially proposed by Cyert and March during the
1960s and has subsequently been embraced by several scholars. The incorporation of
organization learning theory into industries like technology aims to provide a comprehensive
framework for explaining the introduction of new concepts, particularly in the context of
organizational performance (
Paauwe, 2010). Understanding fundamental concepts on the impacts
of SHRM and planning is crucial in shaping organizational behavior, design, and structures. A
comprehensive grasp of organization theory is contingent upon a wide range of fields and
specialties that demonstrate its applicability to organizations in the technology industry in the
U.K. According to the research conducted by Akhavan and Jafari (2006), it is crucial to
comprehend the theory of organizational learning from a management standpoint to effectively
address behavioral patterns that impact the design and structures of technology companies. This
observation indicates that organization theory has a significant role in facilitating the inter-
organizational dynamics within tech firms. In the context of this study, the theory of
organizational learning offers a valuable framework for technology organizations to examine
performance and behavioral patterns related to strategic decision-making (
Jianwu & Shuming,
2007). The effective implementation of strategic human resource management in technology
organizations is contingent upon institutional policies. Consequently, a comprehensive
comprehension of how these organizations utilize organization theory is crucial to strategically
manage their human resources throughout their extensive network of branches.
2.1.2 Resource Based View Theory
The theory was formulated by Wernerfelt (1984) within the context of organizational dynamics.
According to Wernerfelt (1984), to transform a temporary competitive advantage into a lasting
one, it is necessary for a firm’s resources to possess heterogeneity and be limited in terms of
mobility. Today, the resource-based view theory posits that companies must recognize the
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
13
scarcity and value of their organizational resources (
Wright & Snell, 2001). The primary
objective of integrating resource-based perspective theory is to assess both the efficacy and
efficiency of an organization in the formulation of strategic decisions. The authors additionally
specified that the theory of resource-based view demonstrates the skills present within an
organization and the steps implemented to promote long-term strategic decision-making (Jordi,
2012). Competences refer to the abilities and skills possessed by a firm, while core competencies
pertain to the specific capabilities in which the firm excels in comparison to its competitors, both
of which are fundamental in analyzing the impact of strategic HRM and planning on
organizational performance.
Based on prevailing ideas and concepts, the occurrence of opportunity costs in most businesses is
mostly attributed to the allocation of resources towards non-core activities inside the corporation.
The significance of this matter is particularly emphasized in the context of strategic human
resource practice, as highlighted by Wright and Snell (2001). The primary objective of
implementing resource-based theory within prominent firms is to assure the strategic acquisition
and deployment of human resources possessing the requisite skills necessary to sustain a
competitive advantage over an extended period. Therefore, it is imperative for firms to consider
implementing appropriate recruitment and selection criteria (Barney, 2001). Furthermore, the
theory explains how the workforce team and the caliber of workplace interactions among
employees can facilitate the identification of an organization’s strengths and weaknesses.
According to Neeraj (2012), firms that possess efficient recruitment and employee retention
strategies can cultivate a skilled workforce that can effectively manage organizational objectives.
The assessment of employee performance and the resulting outcomes are indicative of
organizational competency. In the context of resource-based theory, this observation likely
illustrates how tech organizations can allocate resources towards endeavors that entail
opportunity costs. Given that most tech organizations allocate a significant portion of their
budget towards human resource management, it is likely that the implementation of strategic
human resource practices inside these organizations will present considerable difficulty (Louise,
Morgan, John, & Martin, 2017). The study utilized the resource-based view theory to assess
organizational resources and their role in developing and executing strategic human resource and
planning practices within organizations in the technology industry in the U.K.
14
2.2 The Concept of Strategic HRM and Planning
According to Campbell’s (1999), performance is characterized as observable behaviors and
actions that are directly related to the achievement of an organization’s objectives. Additionally,
these behaviors and actions can be quantified and evaluated through measurement. Furthermore,
the theory of job performance can be characterized as the fulfillment of tasks and responsibilities
for which an individual receives compensation, or for which they are deserving of compensation.
The theory posits that the various measurement options, such as ratings from a supervisor, peer,
or self, a simulated work sample, or hard criteria, should possess the qualities of validity,
reliability, and lack of deficiency (
Katz & Kahn, 1978). Additionally, these measurement options
should be devoid of contamination from external factors that are beyond the individual’s control,
such as variations in technology that may impact their performance. If situational stimulants or
restrictions are not considered during an evaluation, they can introduce bias into the mean,
variance, or both when evaluating an individual’s performance.
The formulation of successful criteria is contingent upon the utilization of observation and
interpretation. However, a persistent issue in the evaluation of individuals lies in the limited
reliability associated with the observation of their behavior (
Peter, 1954). The lack of
dependability in the ratings can be mostly related to widely recognized rating flaws, including
“first impressions,” “halo,” and “similar-to-me” biases. According to Lifson’s (1953) study, a
significant portion of the variability in performance measurement can be attributed to variances
among raters, even when these observers possess substantial experience in monitoring and
evaluating individuals within a professional setting. The argument was supported by Lance
(1994). However, it should be noted that experience cannot serve as a replacement for formal
instruction. To address the issue pertaining to insufficient reliability, it is imperative for an
observer to undergo appropriate training.
According to Holbeche (2004), Strategic Human Resource Management is characterized by its
emphasis on the implementation of strategic change and the development of the organization’s
skill set. This approach aims to enable the business to effectively compete in the future. The
Society for Human Resource Management plays a crucial role in fostering the growth and
cultivation of a skilled workforce that aligns with the demands of an organization’s competitive
15
strategy (Boxall, Purcell, & Wright, 2007). By doing so, SHRM enables organizations to
effectively attain their goals and fulfill their mission (Guest, 1987). The integration of human
resource management strategy within the broader framework of business strategy is a
fundamental component. The primary emphasis of this strategy is to attain the goals and
objectives of the firm. Strategy, in essence, encompasses a collection of strategic options, a
portion of which may be deliberately formulated. It is arguable that a significant portion, if not
the majority, of a company's strategy is developed through a series of actions that occur over a
period (Boxall and Purcell, 2003). The Society for Human Resource Management can be characterized as a strategic process that
aims to optimize the alignment of human resource strategies with the overall business action
plans, as well as with other complementary approaches. The organizational strategy should
clearly articulate the objectives and goals of the organization, including its efficacy and many
areas related to personnel management, among other factors. Effective human resource
management in the technology industry is crucial when compared to other organizational
functions due to the significant role it plays in leveraging the diverse assets possessed by
employers to enhance productivity and achieve organizational objectives. Xu (2015) asserts that
Strategic Human Resource Management and planning are centered around the implementation of
strategic change and the development of organizational skills. This is done with the aim of
ensuring the organization’s progressiveness and ability to effectively compete in the future.
The Society for Human Resource Management is likewise focused on the cultivation of human
capital necessary to align with an organization’s competitive strategy to achieve its goals and
objectives. The primary mission of the society is to achieve organizational goals (
Steven &
Richard, 2013). According to Wright and Snell (1998), strategic HRM refers to a collection of
strategic decisions or strategies aimed at attaining these goals and enhancing employee
productivity through effective employee management. It is also the synchronization of strategic
human resource management and planning with organizational strategy (
MacDuffie, 1995).
Numerous tech firms recognize the significance of harmonizing human resource management
practices with the overarching strategic objectives of the organization.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
16
Organizations within the technology industry employ comprehensive approaches to create
human resources strategies that establish goals and articulate objectives for addressing overall
organizational challenges. To achieve optimal results, it is imperative for technology firms to
possess a comprehensive understanding of the company strategy. During deliberations with
departmental leaders and management, it is imperative for HR department to have a
comprehensive understanding of the organization’s overarching objective to assess the role of
human resources in achieving the overall vision (Collins et al., 2003). There is a heightened
focus on the role of human resource liaison to gain a competitive advantage, as the
implementation of effective practices across different functional areas within the organization
boosts overall performance.
Aligning the objectives of the Society for Human Resource Management with organizational
structures might prove to be an effective approach once the human resource objectives have been
determined. Consequently, many tech organizations have recognized the necessity of aligning
SHRM with the management of human resources. This alignment ensures that organizational
managers effectively implement human resource policies and procedures in their daily operations
(
Stanley et al. 2012). According to Clark and Collins (2010), when firms strategically connect
their human resources management with their organizational strategy, they are more likely to
gain a competitive advantage in the industry due to their enhanced clarity of purpose and
direction. 2.3 Importance of HRM and Planning in Enhancing Staffing Outcomes
Human resource management and planning play a crucial role in facilitating an organization’s
ability to effectively utilize its human resources, hence improving production while minimizing
costs. To enhance the staffing outcomes of a business, human resource management implements
certain tactics. Youndt (1996) argues that employee motivation plays a crucial role in facilitating
behavioral change, fostering creativity, enhancing competency development, cultivating interest,
promoting goal setting, nurturing talent development, and increasing engagement within an
organizational context. Ideally, the desired staffing outcomes encompass the creation of a
conducive working environment wherein organizational personnel can effectively fulfill their
respective goals and objectives along with the organization’s overall mission (
Collins et al.,
17
2003). Therefore, the optimization of staffing outcomes and the achievement of organizational
goals and objectives are facilitated by the implementation of effective human resource
management techniques by the HR team.
2.4 HR As Agent of Competitive Advantage
The formulation of the notion of competitive advantage is attributed to Michael Porter.
According to Porter, competitive advantage is derived from a firm’s ability to generate value for
its consumers (
Creswell & Clark, 2011). Porter underscored the significance of differentiation,
which involves providing a product or service that is regarded as distinct within the industry, and
concentration, targeting a certain buyer group or product market more effectively or efficiently
than competitors who have a broader scope of competition. Subsequently, the individual
proceeded to formulate a widely recognized framework consisting of three generic tactics,
namely cost leadership, differentiation, and focus (
Pfeffer, 1994). These strategies serve as viable
options for firms seeking to attain a competitive edge.
According to Porter’s generally acknowledged perspective, the performance of a corporation is
influenced by industry and its environmental variables. The resource-based view, in contrast,
posits that a firm’s competitive advantage is essentially derived from the effective utilization of
its valued resource portfolio. According to Creswell and Clark (2011), the concept of competitive
advantage, as per this perspective, diverges from the environmentally centered strategic
management paradigm in that it places greater emphasis on the interconnectedness between the
firm’s internal resources, its strategy, and its performance. The resource-based view posits that
human resource systems have the potential to contribute to the attainment of persistent
competitive advantage by enabling the cultivation of firm-specific competencies (
Creswell &
Clark, 2011). The exceptional and enduring success exhibited by numerous firms has been
attributed to their distinctive abilities in effectively managing their people’s resources to attain a
competitive edge. On the other hand, if human resource systems impede the development and
utilization of new competencies or if they undermine existing competencies, they could
potentially increase organizational susceptibility and lead to a competitive disadvantage.
In the final years of the twentieth century, there has been an increasing recognition within the
field of management that individual, rather than products, markets, currency, buildings, or
18
equipment, play a crucial role in distinguishing a company enterprise. All the resources
possessed by an organization, except for human capital, are considered inactive (
Fitz-enz, 2000).
Passive resources necessitate human intervention to generate value. The productivity of the
workforce is a crucial factor in ensuring the long-term profitability of a firm or the overall health
of an economy. It is crucial to acknowledge the factors that contribute to the sustainability and
non-imitability of success achieved through human resources to gain a comprehensive
understanding (
Lado, Wilson & Mary, 1994). The rationale behind this phenomenon is the fact
that the outcomes derived from proficiently managing individuals are frequently less
conspicuous or readily discernible in terms of their origins. As Fitz-en (2000) argues, the domain
of culture, encompassing the management of individuals and its consequential impact on their
behavior and talents, is occasionally regarded as the least tangible aspect of business and
occasionally disregarded. Understanding the intricacies of a certain company and its operations
can be challenging, even in the absence of dismissal, due to the interdependent nature of
managerial practices inside the organization (Clark & Collins, 2010). Replicating a single item is
a relatively straightforward task; however, duplicating multiple items poses a significantly
greater challenge.
2.5 The Strategic Role of Human Resource Management
The function of human resource management has continually encountered challenges in
substantiating its role within the technology industry. During periods of favorable economic
conditions and sufficient financial resources, tech organizations readily rationalize their
investments in training, personnel, rewards, and employee participation systems. However, in
times of financial constraints, these human resource systems are often the first to experience
reductions. The emergence of the subject known as strategic human resource management,
which focuses on examining the role of HR in facilitating corporate strategy, has presented a
means of showcasing its significance to the organization (
Wernerfelt, 1984). The emergence of
the area of strategic human resource management can be traced back to the year 1984, when
Devanna, Fombrun, and Tichy conducted an in-depth investigation into the connection between
company strategy and human resources (
Devanna & Fombru, 1982).
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
19
According to the source cited, the field of human resource management has undergone
significant transformations in the last quarter century. These modifications signify two
significant alterations. One significant development in the realm of management is the transition
from people management to human resource management (Voorde, et al., 2010). The second
change pertains to the shift from the domain of human resource management to the domain of
strategic human resource management. The user did not provide any text to rewrite. According to
Voorde, et al. (2010), the first initial change facilitated the acknowledgement that individuals
constitute a significant resource inside enterprises and can be effectively handled through
methodical approaches. The second transformation has expanded upon the existing knowledge
base within the profession. This transformation is grounded in the understanding that, alongside
aligning human resource policies and practices internally, it is imperative to establish a
connection between these policies and practices and the organizational requirements (Voorde, et
al., 2010). The incorporation of these needs into the firm’s strategies led to the emergence of the
term “strategic human resource management”.
Strategic human resource management is predicated on the acknowledgement that organizations
can enhance their effectiveness by implementing human resource policies and practices that
ensure the provision of an optimal number of individuals with the requisite behaviors,
competencies, and motivation levels to meet the organization's needs. In other words, strategic
human resource management involves establishing a connection or integration between the
overarching strategic objectives of a corporation and the strategy and implementation of human
resource management (Lado, Wilson & Mary, 1994). The company’s internal operations and
personnel are effectively governed to support the objectives of the business plan and establish a
cohesive framework for managing different human resource tasks, including recruitment,
training, and compensation, in a mutually reinforcing manner.
HRM embodies a novel conceptualization and methodology for executing personnel-related
tasks. The continued execution of personnel functions, which have developed in response to
emerging needs, is necessary. Nevertheless, rather than regarding these functions as discrete
entities, HRM acknowledges their interconnectedness and views them as integral components of
a management system that necessitates close integration with strategic organizational planning
(
Schuler et al., 2007). Human resources are a significant and asset that can contribute to gaining
20
a competitive edge. Human resource systems have the potential to enhance persistent
competitive advantage by enabling the cultivation of firm-specific competencies. Schuler et al.
(2007) postulate that strategic human resource management pertains to the establishment of a
connection between the overarching strategic objectives of an organization and the formulation
and execution of its human resource strategy. The existing body of research consistently presents
findings that indicate a positive correlation between the increased implementation of human
resource strategies and the overall performance of organizations.
The establishment of a causal relationship between human resources and organizational
performance allows HR managers within the technology sector to develop strategic initiatives
aimed at improving operational outcomes and ultimately achieving enhanced organizational
performance. Human resources are a critical driver of competitive advantage (Porter, 1985).
Based on empirical evidence derived from academic research, it can be inferred that there exists
a noteworthy correlation between strategic human resource management practices and
organizational performance. This assertion is supported by specific instances documented in
scholarly literature that highlight the influence exerted by an organization’s approach to human
resource management on its overall performance.
2.6 Challenges to Strategic Human Resource Management
Strategic human resource management in the technology industry in the UK environment is
faced with numerous challenges in its pursuit of achieving optimal performance. O’riordan
(2017) provides a comprehensive analysis of the challenges inherent in the implementation of
strategic human resource management within the technology sector. The primary issue at hand is
recognized to be corporate culture. Schuler et al. (2007) argue that the importance of corporate
culture in enabling the efficient implementation of the strategic HRM function should not be
underestimated. The proper implementation of strategic human resource management can
successfully accomplish all its objectives when the business culture promotes collaboration. In
contrast, the lack of a conducive corporate culture may hinder the attainment of objectives
related to sexual and reproductive health and rights management within technology firms.
The requirements imposed on the professionals inside an organization can hinder the attainment
of strategic Human Resource Management goals. The presence of unfulfilled aspirations can
21
have a detrimental effect on an individual’s commitment to professional objectives and impede
overall employee productivity (Porter, 1985). Schuler et al. (2007) argue that creating an
appropriate work environment necessitates meeting the desires of employees while also
satisfying the needs of the firm. The allocation of adequate resources, including tools,
information, and training, to employees is a crucial step towards achieving strategic human
resource management goals within an organizational setting (
Miranda & Fernando, 2020).
CHAPTER 3: METHODOLOGY
3.1 Research Design and Philosophy
Research design is a methodical and structured approach that researchers use to systematically
gather and assemble data for the purpose of conducting scientific investigations. The primary
objective of research design was to facilitate researchers in identifying specific and credible data
that leads to significant consequences. The study utilized a descriptive research design. This is
given that, as stated by Sekaran (2010), a descriptive research design provides a comprehensive
description of pertinent concerns, including the study goal, location, investigation processes, and
research interruption. Allen and Patrick (2007) observed that descriptive survey research yields
statistical data to investigate a particular phenomenon such as the impact of SHRM and planning
on organizational performance in the technology sector in the UK. The chosen design for this
study is suitable as it allows the researcher to collect information regarding the strategic HR
procedures implemented by technology organizations.
The present study centers on quantitative data analysis and examines the impact of strategic
human resource management and planning within the technology industry in the United
Kingdom. The study utilizes the positivist paradigm, despite the presence of a significant
association between diverse variables and the underlying reasons associated with them (
Darwish,
2012). Consequently, the result will inherently incorporate quantitative data. The chosen
methodology for this study is a research approach. The researcher intends to employ a
quantitative study design for the investigation, as this approach is known for its objectivity and
accuracy (
Allen & Patrick, 2007). Moreover, the quantitative approach is deemed superior as it
entails a meticulous analysis of a limited number of factors.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
22
The research strategy refers to the systematic approach employed by researchers to investigate a
certain topic or problem. It involves careful planning and execution. The study will utilize
quantitative methodology, namely employing correlation analysis, to examine the relationship
between strategic human resource management and organizational performance in the
technology industry in the United Kingdom. The utilization of surveys and secondary sources
will be employed for data extraction, as these sources are widely acknowledged for their
effectiveness in facilitating the collection of large-scale samples in research. 3.2 Selection of Research Methodology
There are three distinct research options available for selection, namely mono method, mixed
method, and multi-method. Mono techniques provide researchers with the capability to gather
data of a certain nature, which may manifest as either quantitative or qualitative in nature
(
Darwish, 2013). The utilization of mixed methods in research enables researchers to employ a
wider range of data gathering instruments, resulting in a more comprehensive dataset that may be
segmented into several regions, yielding multiple datasets. This study will also adopt a mono-
methodological approach where quantitative data will be gathered. According to Allen and
Patrick (2007), the concept of time horizon refers to the length of time over which an individual,
organization, or society plans and makes decisions. Most of research endeavors commonly
utilize two fundamental types of temporal frameworks. These encompass the research designs
known as “cross-sectional” and “longitudinal” (
Darwish, 2013). Data will be gathered at a
specific point in time if it is required to adhere to a cross-sectional time frame. The research
methodology employed in this study will utilize a cross-sectional time horizon, which is distinct
from the longitudinal technique where data is collected over an extended period. 3.3 Data Collection Techniques and Procedures
The data collected will consist of both primary and secondary sources. The collection of primary
data will be conducted by the administration and distribution of semi-structured questionnaires
among the participants. The secondary data will be extracted from a variety of papers utilized in
the literature study and will involve sourcing information from various online articles and
scholarly journals. The data will be subjected to a correlational analysis technique to identify
factors that warrant further investigation (
Gratton et al, 1999). The survey instrument is designed
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
23
to be self-administered and sent electronically, facilitating convenient dissemination among the
participants. This approach is advantageous as it provides researchers with an additional means
to identify valuable variables.
3.4 Population and Sample
The research employed a probability sampling technique to minimize the potential for systematic
errors and sample bias. The study employed a sample size of 100 technology companies in the
UK as the researcher deemed it suitable to ensure a comprehensive evaluation of a representative
population in the research endeavor.
3.5 Questionnaire Design and Distribution
3.5.1 Questionnaire Design
Prior to this, numerous specialists in strategic human resource management have conducted
extensive surveys in the field of organizational performance, which has achieved a rather
advanced level of development in this domain. Consequently, this study undertakes the task of
gathering and organizing the surveys conducted by earlier researchers. As a result, minor
modifications have been made to the existing questionnaires. The questionnaire will be
partitioned into three distinct sections. The first phase involves the gathering and categorization
of fundamental data pertaining to the organization. Secondly, the internal human resource
management system of the firm is examined. Lastly, an inquiry is conducted to evaluate the
performance of the tech enterprise. Extensive research has provided evidence of the correlation
between strategic human resource management and organizational performance (Becker &
Huselid, 1998). However, due to the adoption of various evaluation indicators by different
individuals and the enormous number of such indicators, a significant number of inaccuracies
may arise. This study will do factor analysis on the selected indicators, followed by a detailed
study of the complete indicators. Furthermore, this study article will undertake a comparative
analysis between technology companies and non-tech companies, evaluating the merits and
drawbacks of technology organizations in relation to their non-tech counterparts and providing
recommendations based on the findings.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
24
3.5.2 Questionnaire Distribution
The study utilized a sample of enterprises derived from various technology companies within the
United Kingdom. The provided samples encompass companies of diverse characteristics and
tech industry contexts within which they function. Given the constraints inherent in the research
and investigation procedure outlined in this study, including restrictions in research scope, time
constraints, and spatial constraints, a method was employed to gather data through the
distribution of online questionnaires (
Huselid et al., 2005). A total of 202 responses were
obtained because of this approach. The questionnaires yielded the following fundamental data as
shown in Figure 1.
Figure 1: Type of companies
In terms of company classification, a total of 100 questionnaires were obtained from technology
companies, while 102 questionnaires were collected from non-technology companies in this
study. The proportions of the two entities are approximately 50%, and the dataset exhibits a
rather even distribution. Among the technological companies surveyed, most respondents (40
individuals) are employed by organizations with a workforce size of over 200 employees, which
represents the highest proportion of employees across all company sizes. In contrast, the
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
25
participants employed by tech organizations, including less than 50 individuals, constituted the
least significant segment, with a mere 15 individuals employed in such establishments. Among
the non-technology organizations surveyed, it was found that 38 respondents were employed by
organizations with a workforce exceeding 200 individuals. This group constituted the highest
proportion of employees when compared to companies of varying sizes. In contrast, the
participants employed by organizations consisting of 50 to 100 individuals exhibited the lowest
percentage, amounting to merely 20% as demonstrated in the figure below.
Figure 2: Number of employees in different types of companies
In the conducted survey, it was observed that most of the participants (43 individuals) employed
in non-technology firms have accumulated over a decade of experience within the non-
technology sector. Conversely, a smaller proportion of respondents (14 individuals) reported
having worked exclusively in non-technology enterprises. Non-technology-oriented enterprises
were founded within a span of fewer than three years. Among the participants employed in
technology firms, most of these firms (34 out of the total) were established between 5 and 10
years ago, representing the highest proportion. Conversely, the technology companies where the
respondents were currently employed were predominantly established within the last 3 years,
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
26
also accounting for the largest proportion. The ratio exhibits the minimum value, as it consists of
a just 17 individuals. Figure 3: Years of established of companies
Most of the participants employed by technology businesses are engaged in the information
transmission, computer services, and software sectors, accounting for 20 respondents.
Conversely, just three respondents are employed in the real estate industry. Non-technology
enterprises exhibit a higher representation of respondents from the technology industry, with a
total of 19 additional participants. Conversely, a mere 3 respondents are employed in companies
operating within non-tech companies.
3.6 Data Processing and Analysis Methods
Following the completion of data collection, a comprehensive process of data cleaning and
verification was conducted on all the questionnaires before analysis. The tasks of editing, coding,
and tabulation was performed. According to Mugenda and Mugenda (2008), qualitative data does
not yield discrete numerical values. The researchers collected qualitative data using open-ended
questions and subsequently conducted theme analysis to examine the received data. The results
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
27
were organized in frequency formats to facilitate comprehension and enhance the visual
representation of the respondents’ responses. The analysis of quantitative data was conducted
utilizing the Statistical Packages for Social Sciences (SPSS) tool.
3.7 Ethical Considerations
Given the methodology employed in this study, which involves the utilization of a meticulously
designed questionnaire, utmost importance is placed on safeguarding the anonymity and privacy
of research participants. It is crucial to note that their personal information is not used employed
in any manner after the process of data mining (Sekaran, 2010). The study utilized a voluntary
approach for sample participation, ensuring that participants were fully aware of their voluntary
involvement in the research. Upon reaching a consensus and granting consent, the researchers
will thereafter apprise the participants of their entitlement to rescind their agreement and
discontinue their involvement in the investigation at any juncture. The principles of data privacy,
anonymity, and confidentiality will be rigorously upheld during both the analytical and reporting
phases of the project.
3.7.1 Informed Consent
The concept of informed consent is a fundamental principle in medical ethics and research. It
refers to the process of obtaining permission from someone before conducting an interview or
research with them (Becker & Huselid, 1998). It is a crucial component in research studies as it
guarantees that participants possess a comprehensive understanding of their rights and
responsibilities prior to engaging in the study. The study implemented measures to guarantee that
all participants who signed the permission form were adequately prepared to engage in the
research.
3.7.2 Voluntary Participation
The concept of voluntary participation refers to individuals willingly engaging in a certain
activity or study without any external coercion or pressure. The participants were not coerced
into taking part in the research. In contrast, the participants were provided with a comprehensive
overview of the research objectives and goals prior to obtaining their informed consent.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
28
Additionally, the participants possess an equitable entitlement to either opt to participate in the
research or discontinue their involvement at any point, based on their own convenience.
3.7.3 Confidentiality
The concept of confidentiality is a fundamental principle in various professional fields,
particularly in research. The participants were assigned numerical code names instead than using
their actual names. This measure was implemented to safeguard the confidentiality of
participants’ identities, shielding them from both other participants and the organization itself
(Mugenda & Mugenda, 2008). Furthermore, a commitment was made to safeguard sensitive data
from any external third-party entities.
3.7.4 Privacy
The concept of privacy is a fundamental aspect of individual autonomy and personal freedom. To
safeguard the confidentiality of the participants, the surveys were disseminated to the
respondents’ designated workstations or any other secluded location where they feel a sense of
security. This measure guarantees the absence of interference or influence from other
participants.
3.7.5 Anonymity
According to Mugenda and Mugenda (2008), anonymity refers to the state or condition of being
anonymous or unknown, where one’s identity is concealed from third parties. The study has
gathered and presented the research findings while maintaining the anonymity of the participants
and withholding any identifying information. According to the given information, the
participants were instructed to refrain from including their own names or any identifying
information. Conversely, code names were allocated to them along the course of the research
endeavor.
3.8 Chapter Summary
This chapter is centered around the identification of an adequate research design for the study. It
discusses the selection of the target population and the utilization of the correct sample design
and procedure. Additionally, it explores the construction and explanation of the research
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
29
instrument employed, as well as the implementation of the pilot study. In addition, the chapter
provides a detailed explanation of the data analysis methodologies employed and the methods
employed to ensure ethical issues were upheld by the responders.
CHAPTER 4: RESEARCH FINDINGS
The findings of this study indicate a notable and positive correlation between strategic human
resource management and organizational performance of organizations in the technology
industry in the United Kingdom, thereby confirming the basic hypothesis. Furthermore,
extensive research has established that SHRM exerts a direct and substantial influence on
individual performance, organizational commitment, and job satisfaction in the UK’s technology
industry. The synchronization of human resource practices within technology organization in the
UK is of paramount importance in boosting overall performance, as it facilitates the efficient
administration of individuals in a manner that yields a competitive edge (Wright & McMahan,
1992). Furthermore, the generation of value for a firm is dependent on the congruence between
individual human resource practices and the goal of cultivating essential resources or
capabilities. The direct influence of recruitment and selection, as well as evaluation of
performance, on organizational productivity is found to be minor, whereas the HR practices of
remuneration, training and development as well as strategic HR alignment exhibit a considerable
direct impact on performance. The favorable impact of human resources on work satisfaction,
turnover intention, and organizational commitment serves to enhance organizational performance
within technology firms in the UK. Thus, the proposition that human resource policies will
influence performance through human resource outcomes is corroborated.
The findings of the study indicate that there is a notable correlation between strategic human
resource management and planning methods, including recruitment and selection, remuneration,
training and development, and performance appraisal, and the overall performance of technology
firms in the UK. Furthermore, the results indicate that there is a significant and positive
correlation between human resource outcomes, namely work satisfaction, turnover intention, and
organizational commitment, and the organizational performance of technology enterprises in the
UK. When looking at the mediation function of HR results, on the other hand, the individual
effects of HRM practices had smaller coefficients or were not statistically significant. This study
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
30
demonstrates the strong impact of HRM practices on organizational performance, hence
validating the configurational approach. The current empirical findings in this study indicate that
the implementation of integrated HRM practices has the potential to enhance the organizational
performance of technology enterprises in the United Kingdom. It is apparent that technology
organizations that have implemented efficient and structured human resource management
procedures are experiencing notable benefits in terms of their impact on job results (Voorde, et
al., 2010). This phenomenon has had a substantial influence on the performance of UK’s tech
organizations.
The findings align with prior research that has demonstrated the strong influence of
organizational interventions on performance outcomes, particularly when efforts are directed at
modifying employee behavior. The inclusion of corporate human resources (HR) policies and
procedures has been found to yield certain HR results, such as a heightened degree of work
outcomes, which subsequently contribute to a more proficient workforce. The presence of an
efficient and competent workforce plays a significant role in facilitating the attainment of
corporate objectives in a good manner (Sekaran, 2010). Empirical findings indicate that the
implementation of integrated HRM practices has the potential to enhance the organizational
performance of manufacturing enterprises in Ethiopia. It is apparent that manufacturing
organizations that have implemented efficient and structured human resource management
procedures are experiencing notable benefits in terms of their impact on job results. This
phenomenon has had a substantial impact on the performance of organizations.
The findings align with prior research conducted by Delaney and Huselid (1996), indicating that
organizations have the potential to exert a substantial influence on performance by initially
focusing on modifying employee behavior. The inclusion of organizational human resources
(HR) policies and practices has been found to yield certain HR results, such as a heightened
degree of work outcomes, which in turn contribute to a more efficient workforce (Allen &
Patrick, 2007). The presence of efficient and qualified personnel has a favorable impact on the
attainment of organizational goals.
The research revealed that the HR business partner plays a crucial function in facilitating
communication and collaboration among CEOs, HR personnel, department managers, and
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
31
employees in the technology industry in the United Kingdom. The primary responsibility of this
pivotal position entails leveraging human resources capabilities to effectively contribute towards
the overarching objectives of the tech organization. The research has emphasized the necessity of
conducting studies that specifically examine the function of human resource management and
planning practices in the successful management of strategic partnerships, including mergers and
acquisitions, collaborative agreements, and joint venture relationships. Additionally, there exists
a necessity to conduct further research on the effects of these strategic partnerships on the
existing human resource management practices within the participating organizations. This is
due to the presence of numerous difficulties that must be effectively addressed at the intersection
of two or more strategic partnerships.
The study also found that promotion and integration of diversity, equity, and inclusion hold
significance within the technology sector, as they have been crucial in fostering product
innovation, enhancing decision-making processes, and cultivating high-performing teams
(Sekaran, 2010). It is not unexpected that teams characterized by gender diversity and inclusivity
exhibit superior performance compared to gender-homogeneous teams with lower levels of
inclusivity, with an average performance advantage of 50 percent. However, the issue of
diversity in the technology sector remains a significant human resources burden, with many
numerous technology organizations grappling to address the problems of underrepresentation,
discrimination, and bias inside their organizational environments.
According to the research findings, the prevalence of employee burnout in the workplace is
increasing, particularly within the technology industry in the United Kingdom where it is
observed as a frequent concern in human resources. The prevailing ethos in this environment
often promotes a “hustle culture” that prioritizes high levels of productivity, often to the point of
being unrealistic (Becker & Huselid, 1998). The phenomenon can be ascribed to a mindset
characterized by entrepreneurial tendencies and the continuous progression of technology, which
fosters a need for immediate completion of tasks. All these actions have associated
repercussions: The duration of working hours has been extended. According to Allen and Patrick
(2007), factors such as inadequate leadership, lack of clear direction, excessive job demands, and
a detrimental work environment are identified as prominent sources of stress.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
32
By using a human capital management system, management teams in the UK’s technology
industry can effectively assign jobs and oversee employee overtime as needed. Every tech firm is
likely to encounter stress in this domain at some juncture, but it ought to be an anomaly rather
than the norm (Sekaran, 2010). The research findings suggests that employees are likely to have
reduced levels of stress and increased productivity when they have a consistent work schedule,
thereby tremendously impacting organizational performance. The impact of strategic human resource management and planning on employee performance is
paramount, leading to the improvement of organizational performance. This is achieved through
the formulation and implementation of HRM guidelines and procedures that align with both
outside factors and the objectives of the company. According to Mienipre and Nwuche (2021),
the impact of strategic HRM practices and regulations on organizational performance can be
further explored by examining three key dimensions of human assets: human capital, social
value, and psychological wealth.
The two primary constituents of human capital are the physical condition and welfare of
employees, alongside their knowledge, competence, and experience. In a crisis, the active
engagement of organization members can significantly influence the condition of the
organization, since they possess the ability to respond to the situation promptly and judiciously,
drawing upon their education, competence, and experience (Mienipre & Nwuche, 2021). This
will have an impact on the organization’s ability to withstand and recover from challenges or
disruptions. The development of an organization’s collaborative intellect can be enhanced
through interpersonal connections and the exchange of knowledge and expertise among its
stakeholders. The shared cognitive capacity of a group promotes tacit collaboration, mutual
confidence, and cohesion among members of an organization when confronted with challenges,
hence augmenting the organization’s unique ability to manage crises, and impacting its
performance.
Social capital is regarded as a latent asset that an organization possesses inside the framework of
the social network system. According to Mienipre and Nwuche (2021), the environmental factor
in question can be classified into two main categories: external environmental variables, which
encompass collaborations with distributors or suppliers and the implementation of adaptable
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
33
third-party information systems; and internal environmental variables, which include
interpersonal relationships among colleagues, the atmosphere for learning, and team cohesion.
The concept of social capital possesses the capacity to enhance the levels of collaboration and
coordination among workers within a workplace setting. Consequently, this augmentation
contributes to an increase in the motivation of the organization’s workforce and enhances its
effectiveness in managing crises. Moreover, the utilization of social capital can facilitate the
acquisition of external resources and information that are crucial for effectively addressing
emergencies and redistributing resources both within and beyond the confines of the technology
organization (Shafer et al., 2001). This phenomenon enhances the organizational capacity to
withstand and recover from adverse events, hence mitigating the detrimental impacts of the crisis
on the company.
In essence, individuals possessing a substantial amount of psychological capital possess the
capacity to endure the significant pressures associated with a crisis. They approach challenges
and alterations with a constructive and confident mindset, thereby cultivating a favorable work
atmosphere (Shafer et al., 2001). Furthermore, they effectively utilize their expertise and abilities
in alignment with the specific circumstances, thereby generating prospects for organizational
growth and performance during adversity. These elements significantly impact the organization's
ability to enhance its performance and achieve a competitive advantage. Moreover, previous
studies have demonstrated a robust association between organizational performance and strategic
human resource management (HRM) that aligns with corporate culture, strategic planning, and
the organizational context. For example, Shafer et al. (2001) found that firms can cultivate
organizational agility by aligning their staffing rules, people training, career development
programs, and performance criteria with their core values. This phenomenon contributes to the
enhancement of organizational performance. Umoh et al. (2014) research findings revealed
significant correlations between organizational performance, human resource development, and
training, suggesting the presence of mutually advantageous relationships among these factors.
Mienipre and Nwuche (2021) research findings revealed a significant positive relationship
between the monitoring of organizational risks, the capability to respond to crises, and the
management of talent.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
34
When constructing a strategic human resource management system, it is imperative to establish a
strategic rank system. The operational and managerial requirements of scientific and
technological companies necessitate the specification of the enterprise’s special needs in terms of
organizational structure and the knowledge and competencies of its human resources. The
techniques of job design, job evaluation, and other related procedures are implemented to
construct and enhance the hierarchical structure inside an organization. These processes aim to
strategically design positions and determine the appropriate number of employees for each role.
During the operational phase, technology-driven enterprises ought to establish a comprehensive
framework for job content, responsibilities, and evaluation methods at various levels, considering
the requirements of the creation of products, marketing, service, and other relevant factors. This
framework should include the creation of job descriptions, which can serve as a valuable
resource for employee recruitment, training, and performance evaluation. Simultaneously, the
approach incorporates and utilizes both quantitative and qualitative methodologies, employing
techniques such as component comparison and position ranking to carry out job evaluation. This
process serves to elucidate the interconnections among various jobs and establish an institutional
framework.
Technology-based corporations are enterprises that prioritize the development of innovative
solutions and the generation of financial gains. The implementation of various incentive
mechanisms is crucial in fostering the realization of self-worth among knowledge-based workers,
constantly stimulating their enthusiasm for work, and facilitating the mutual success of both
firms and employees (Umoh et al., 2014). The evaluation of employees’ self-worth encompasses
more than just their compensation; it also encompasses their personal growth, professional
advancement, acknowledgment and regard, and involvement in decision-making processes.
Organizations ought to prioritize the considerations of their employees and implement various
strategies such as wage rewards, training motivations, promotion perks, reputation benefits, and
other similar approaches (Shafer et al., 2001). To retain skilled workers and ensure the long-term
viability of the organization’s core team, it is imperative to provide enhanced career development
opportunities for knowledge-based personnel and involve them in company decision-making
processes.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
35
Middle-level managers play a pivotal role in engaging the lower-level management of a tech
organization in the process of strategic planning. When stakeholders actively participate in the
process of strategic planning, organizations often employ external management techniques, such
as customer relationship management, to aid in their decision-making and implementation.
Mienipre and Nwuche (2021) hold that involvement of senior executives is associated with
management methods that prioritize internal operations, particularly in the context of technology
process reengineering. When senior managers and owners participate simultaneously, it is more
advantageous to utilize management tools that are specifically tailored to owners. Mid-level
managers frequently engage in the process of strategic planning while concurrently conducting
benchmarking activities. Conversely, top-level managers assume responsibility for overseeing
business process reengineering endeavors (Shafer et al., 2001). Bayesian network models
frequently incorporated the involvement of specialists and blue-collar workers as participants but
failed to demonstrate any form of interaction between strategic managers and management tools.
The implementation of strategic human resource planning components has been found to have a
positive impact on an organization’s overall productivity, employee satisfaction, reputation, and a
decrease in operating expenses. According to Masadeh, Obeidat, and Tarhini, (2016),
organizations strive to successfully respond to the changes they encounter to enhance
performance and sustain competitiveness. To do this, organizations must employ their human
resources in a manner that fosters engagement and commitment to their work. Therefore, it is
imperative for human resource managers to possess a comprehensive understanding of the
efficacy of strategically formulated human resource practices in several areas like training,
planning, reward systems, recruitment, and selection. Mienipre and Nwuche (2021) argue that
these practices play a crucial role in cultivating a culture of employee engagement inside the
firm. The Society for Human Resource Management is employed to establish a direct connection
between human resource management and an organization’s strategic management processes.
This approach highlights the importance of coordination and alignment among various HRM
practices.
The study employed inferential statistics for analysis. In this study, inferential statistics were
employed to investigate the correlation between strategic HR practices and organizational
performance, with HR outcomes serving as a mediating variable. The study employed
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
36
hierarchical linear regression analysis to investigate the direct relationship between strategic
human resource strategies and organizational performance. The study used structural equation
modeling to investigate the work outcomes-mediated indirect relationship between human
resource practices and organizational performance. This research aims to examine the direct
associations between HR practices and organizational performance. A hierarchical regression
analysis was undertaken to investigate the influence of strategic human resource management
techniques on organizational performance. The primary aim of this study was to investigate the
mediating function of human resource outcomes in the correlation between HR management
practices and organizational performance. To investigate the indirect relationship between HRM
practices and organizational performance, with HR outcomes serving as a mediating factor, a
structural equation model was employed. At the outset, there was a prevailing assumption that
the implementation of human resource management strategies aimed at enhancing HR outcomes
would have a substantial influence on organizational performance.
Two hypotheses were formulated in this study to assess the influence of strategic human resource
planning (HRP) on the performance of Jordanian public shareholding enterprises, as seen by
managers. The subsequent results depict the outcomes of the hypothesis test. The combination of
strategic planning and HRP has been found to have a statistically significant influence on
organizational performance. The findings of this study are consistent with the research carried
out by Nwachukwu and Chladkova (2019), which suggests that there exists a statistically
significant and positive correlation between strategic performance and key factors such as human
resources, financial resources, and strategic analytical capabilities. Furthermore, it is imperative
for managers and executives to possess a comprehensive comprehension of the impact of the
organizational structure on both human and financial resources, as well as the efficacy of
strategic analysis, to significantly augment strategic performance. The reason for this is that the
organizational structure plays a crucial role in governing the interplay between human resources,
financial resources, strategic analysis capabilities, and strategic performance.
The results indicated that strategic participation exhibited a statistically significant influence on
the organizational performance of technology firms in the UK. The discovery aligns with the
findings of Kasule and Bisaso (2019), who observed a notable absence of strategic HRM
practices throughout the technology industry in the United Kingdom. The findings of the study
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
37
additionally indicate that managers occupying high-level and intermediate positions demonstrate
a significant dedication towards incorporating strategic approaches to HRM. This commitment is
driven by the recognition that such integration can effectively address the problem of inefficient
management prevalent within the technology industry. According to the research, it is imperative
for tech companies to adopt SHRM practices to enhance their operational effectiveness. This
necessity arises from the swift transformations resulting from globalization, the emergence of a
knowledge-based economy, the technological revolution, and the decline in government funding
allocated to technology institutions. The establishment of a shared purpose within a tech
organization is facilitated by the implementation of strategic management practices. It often
possesses the capacity to improve financial performance. Moreover, it offers the organization a
set of well-defined objectives and instructions, fostering uniformity in the process of making
decisions. Moreover, it promotes the implementation of organizational transformation to
effectively respond to evolving conditions. 4.2 Limitations of the Study
Cooperation: The respondents showed a lack of willingness to comply with the researcher’s
request to complete the questionnaires. The researcher encountered challenges in collecting the
necessary information and organizing the data. The questionnaires were distributed to the
respondents, who were given the opportunity to complete them at their convenience.
Confidentiality: The participants expressed concern over the potential breach of confidentiality
in the submitted information, which non-governmental organizations might access and use.
Nevertheless, the researcher included an introduction letter as evidence that the study is solely
intended for academic purposes.
4.3 Chapter Summary
This chapter presents the data that was collected from the participants in accordance with the
study questions. The chapter also includes a description of the study’s findings as well as an
exploration of its limitations.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
38
CHAPTER 5: DISCUSSIONS AND CONCLUSION
5.1 Discussions
Strategic human resource management is a systematic procedure that entails the utilization of
comprehensive methodologies for the formulation and implementation of HR strategies. These
strategies are designed to align vertically with the overarching corporate plan and horizontally
with each other. These strategies encompass the goals and plans that pertain to broader
organizational issues, such as the efficiency of organizations, as well as more specialized aspects
of people management, including resourcing, professional growth, reward systems, and
interpersonal relationships. SHRM places emphasis on the implementation of specific actions
that serve to distinguish the organization from its competitors. Strategic HRM places significant
emphasis on the implementation of strategic change and the development of the organization's
skill set, with the goal of enabling the organization to effectively compete in the future
(Holbeche, 2004).
The topic of HR strategy diverges from conventional HR management research in two significant
ways. Firstly, it is important to note that the SHRM places emphasis on the performance of
organizations, rather than solely focusing on individual performance. Additionally, it highlights
the significance of HR management systems as remedies for business challenges, encompassing
both positive and negative synergies rather than focusing solely on individual HR operations in
isolation. However, the concept of strategy goes beyond merely focusing on systems or financial
performance. The concept of strategy revolves around the development of a durable competitive
advantage, which subsequently leads to financial performance that surpasses the average. The
most basic representation of the SHRM model illustrates the connection between a company’s
HR infrastructure and its overall performance. The HR architecture encompasses various
components such as systems, practices, competences, and staff efficiency behaviors that are
indicative of the company's strategic growth of human capital and maintenance. The HR
architecture’s correlation with above-average business performance can be attributed to the
quasi-rents connected with this strategic resource.
The function of HRM within technology organizations has seen significant transformations over
the course of time. HRM has evolved from its predecessor, personnel management, with the aim
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
39
of addressing a wide array of employee-related issues and establishing comprehensive
employment regulations. The incorporation of ideas from human interactions and human
resources schools of thought has been observed in the field of HRM. This integration aims to
foster fair and compassionate relations between organizations and employees, thereby mitigating
the organization-centric hiring procedures and vantage points that arise from scientific
management and managerial theory. Over the past few decades, the field of HRM has undergone
multiple shifts in its primary focus. Most recently, there has been a transition from prioritizing
organizational efficiency and streamlining operations through business process reengineering to
emphasizing the creation of value for the organization through the implementation of strategic
HRM practices.
The structure and function of HRM are influenced by broader patterns observed in organizations,
tactics, and management philosophies rather than being the driving force behind them
(Mendenhall et al., 2003). The fields of HRM and strategic human resource management, like
other disciplines within the field of management, predominantly adopt a positivist and
managerial perspective (Harley, Hardy & Alvesson, 2004). Consequently, it has undergone
transformations in response to evolving assumptions about employment and management at both
the organizational and social levels. At the organizational level, it has been observed that there is
an increasing emphasis on the assumption that human resource management practices would
directly contribute to enhancing organizational performance. There have been notable
transformations at the societal level concerning the determination of pay and working conditions,
the execution of essential human resource management activities, including selection, and the
representation and protection of workers. Numerous societal-level transformations have been
instigated by legal and regulatory modifications, while others have been prompted by evolving
stakeholder expectations pertaining to ethical employment practices.
The present work utilizes a blend of theoretical deduction and empirical investigation. The
research on the impact of SHRM and planning on organizational performance in the technology
industry in the United Kingdom demonstrates a degree of success in both theoretical and
practical domains; however, it is not without its limitations. This study only employs the
questionnaire method as the primary means of gathering sample data, hence relying on a
particular data source. To enhance the accuracy of data, future research endeavors may consider
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
40
employing a combination of experimental, interview, and other methodological approaches,
along with the utilization of interviews. Additionally, the study’s data came from employee self-
reported information. It is important to note that no consideration was given to temporal
variations throughout the completion of the questionnaires by the participants. The findings,
which fell within an acceptable range, indicate that common-method bias was not eliminated. To
mitigate prevalent technique bias, future research endeavors may use strategies such as procuring
objective data directly from organizations or refining the study’s design. This study exclusively
examined the mediator factor of self-efficacy.
5.2 Conclusion
Conclusively, performance management is a methodical approach aimed at improving
organizational performance through the development of individual performance (Delery &
Roumpi, 2017). Strategic human resource management serves as a mechanism for businesses to
enhance their outcomes by fostering mutual comprehension and efficient performance
management within a predetermined framework of strategic objectives and established
competency criteria. Previous research has elucidated the importance of human resource
management within technology businesses since effective management of human resources is
known to boost the attainment of an organization’s goals and objectives. Numerous studies have
elucidated the substantial influence of strategic human resource management on organizational
success. Richard and Johnson (2020) argue that the technology industry can achieve improved
performance through the implementation of certain tactics in human resource management.
The management and planning of strategic human resources have had a transformative impact on
organizational performance, particularly in the technology industry, enabling businesses to
achieve their predetermined objectives. Moreover, the implementation of strategic human
resource management has enabled firms to maintain a competitive edge over their counterparts.
Hence, strategic human resource management assumes a critical role as an essential tool for
organizational development. Strategic human resource management continues to be an essential
element in optimizing employee motivation and the overall accomplishments of a firm. The
enhancement of strategic human resource management objectives can be achieved by optimizing
organizational operational endeavors. The effectiveness of human resource management is
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
41
crucial in ensuring the alignment of all aspects of an organization, enabling them to carry out
their respective jobs efficiently.
The fundamental purpose of SHRM and planning stays consistent in technology organizations,
irrespective of the extent of implementation. Hence, it is imperative for enterprises to ensure the
effective integration of human resource management activities with the organization’s vision and
missions, given the significance of Strategic Human Resource Management. By implementing
this approach, the organization’s human resources department will ensure that all elements of
organizational performance are closely linked to human resource practices. Previous research has
elucidated the significance of human resource management within organizational contexts, since
it has been established that effective human resource management practices play a pivotal role in
enabling the achievement of an organization’s goals and objectives. Numerous studies have
indicated that strategic human resource management and planning exerts a significant influence
on organizational performance in the technology sector in the UK.
The conventional perception of expenses associated with the development of an HR strategy as
operating costs should be reconsidered in favor of recognizing them as investments in capital
assets. Academic research has consistently demonstrated that human resources are a significant
driver of long-term competitive advantage, which supports this viewpoint. The resource-based
view posits that investments in firm-specific assets contribute to business competitiveness.
Evidence supporting this viewpoint shows a strong correlation between an organization’s
performance and the human resources department’s efficient management of its workforce. It is
important to keep in mind that organizational success can be influenced by several factors
beyond HR practices.
While existing research generally demonstrates positive statistical associations between the
heightened implementation of HR policies and company performance, it is crucial to
acknowledge the potential impact of external variables. Moreover, it is possible that there are
complex interrelationships between the various resources of the organization and its human
resources protocols. The causal relationship between HR and organizational performance
suggests that HR managers possess the ability to develop programs that enhance operational
outcomes and elevate overall organizational performance. The primary objectives of HR
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
42
management should encompass comprehending organizational performance processes and
formulating HR policies that impact both process and outcome aspects.
5.2.1 Recommendations
It is recommended that the company adopt effective techniques for the recruitment process. The
selection of employees should be predicated upon their experience and qualifications. The
recruitment procedure should encompass the organizational objectives and the requisite goals. It
is recommended that technology organizations provide frequent training for its staff. The firms
should consider implementing in-house training programs for their personnel, which should be
scheduled and conducted as necessary. It is recommended that a training workshop be organized,
accompanied by the development of a calendar that outlines the schedule for training sessions.
The tech firms should consider adopting contemporary technology to enhance its overall
performance. The use of human resource management within the firm will prove beneficial in
effectively monitoring the work performance of all employees.
The scope of this study was restricted to examining the effects of SHRM and planning on the
performance of the technology industry in the United Kingdom. Additional research should be
conducted on the same subject matter, with a focus on a broader demographic. It is
recommended that the study be conducted at several other businesses. Future studies should also
consider investigating additional mediating variables that are linked to the relationship between
strategic human resource management and planning on organizational performance. This
exploration should be conducted from many angles to further the understanding of the
underlying mechanisms that drive the impacts of strategic HRM on organizational performance.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
43
REFERENCES
Akhavan, P., & Jafari, M. (2006). Learning organizations. The necessity of knowledge era.
Journal of Tadbir,169.
Allen, M. R., & Patrick, W. (2007). Strategic Management and HRM. In P. Boxall, J. Purcell, &
P. Wright (Eds.), The Oxford Handbook of Human Resource Management. New York:
Oxford University Press Inc.
Armstrong, M. (2006). A Handbook of Human resource management practice. 10th edition.
Cambridge University Press.
Armstrong, M. (2008). Strategic Human Resource Management: A Guide to Action (4
th
ed.).
Kogan Page Limited.
Armstrong, M. (2009). Armstrong’s Handbook on Human Resource Management Practice (11
th
ed.). Kogan Page.
Armstrong, M. (2014). Armstrong’s Handbook of Human Resource Management Practice (13
th
ed.). Kogan Page Limited.
Armstrong, Michael, and Baron, Angela (2003) Strategic HRM: The Key to Improved Business
Performance, CIPD, London, p. 18.
Arthur, J. B. (1994). Effects of Human Resource Systems on Manufacturing Performance and
Turnover. Academy of Management Journal
,1994, (37): 670-687.
Bamey, J. B. (1991). Firm resource and sustained competitive advantage. Journal of
Management
, 1991, 171(1):99–120
Barney, J. B. (2001). Firm resources and sustained competitive advantage. Journal of
Management, 17 (1), 99-12.
Becker, B. E. and Huselid, M. A. (1998). High-performance work systems and firm
Performance: A synthesis of research and managerial implications
. Research in
Personnel and Human Resource Management, Greenwich, CT: JAI Press.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
44
Boselie, Paul; Paauwe, Jaap; Jansen, Paul (2000) Human Resource Management and
Performance: Lessons from the Netherlands, Erasmus Research Institute of Management,
Rotterdam, p. 2.
Boxall, P., Purcell, J. & Wright, P. (2007). The Oxford handbook of Human resource
management. Purcell, J. and Kinnie, N., HRM and Business Performance, (pp. 533-551).
Oxford University press.
Brewster, C. et al. (2000). Contemporary Issues in Human Resource Management: Gaining a
Competitive Advantage, Oxford University Press, Cape Town, p. 56.
Campbell, J. P. (1999). The definition and measurement of performance in the new age. In D. R.
Ilgen & E. D. Pulakos (Eds.), The changing nature of performance. Implications for
staffing, motivation, and development, (pp. 399 – 429). San Francisco: Jossey-Bass
Cappelli, Peter, and Crocker-Hefter, Anne (1996) “Distinctive Human Resources are Firms’ Core
Competencies”, in Randall S. Schuler and Susan E. Jackson, Strategic Human Resource
Management, 2
nd
Edition, Blackwell, USA, 2007, p. 191.
Chunyan, J. & Shuming, Z. (2004). Characteristics, Human Resource Management, and
Performance: An Empirical Study of Hong Kong Enterprises. Management Review,
16(10):22–31.
Clark, K. D., & Collins, C. J. (2010). Strategic human resource management of top management
team social networks: Controlling executive relationships for enhanced organizational
advantage.
Handbook
of
Top
Management
Teams,
110-117.
https://doi.org/10.1057/9780230305335_12
Collins, J., Christopher J., Clark, Kevin D. (2003). “Strategic Human Resource Practices, Top
Management Team Social Networks, and Firm Performance: The Role of Human
Resource Practices in Creating Organizational Competitive Advantage”, Academy of
Management Journal, Vol. 46, No. 6, p. 740–751.
Creswell, R. (2014). Research design: qualitative, quantitative, and mixed methods approach.
USA: Sage Publications.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
45
Creswell, J. W., & Clark, V. L. (2011). Designing and Conducting Mixed Methods Research (2
nd
ed.). Sage Publications Inc.
D’Annunzio-Green, Norma (editor); Maxwell, Gillian (editor); Watson, Sandra (editor) (2002)
The Impact of Strategic Human Resource Management on Organizational Performance,
Emerald Group Publishing, Bradford, GBR, p. 205.
Darwish, T. K. (2012). Strategic Human Resource Management and Organizational Performance:
An Investigation in the Country of Jordan. Brunel University.
Darwish, T. K. (2013). Strategic HRM and Performance: Theory and Practice. Cambridge
Scholars Publishing.
Delaney, J. Lewin, and Ichniowski, C. (1989
). Human Resource Policies and Practices in
American Firms
. Washington: U.S. Government Printing Office.
Delaney, J. T., & Huselid, M. A. (1996). The impact of human resource management practices on
perceptions of organizational performance. Academy of Management Journal, 39(4), 949-
969. https://doi.org/10.2307/256718
Delaney, J., and M. A. Huselid. (1996). The impact of human resource management practices on
perceptions of organizational performance. Academy of Management Journal
, 39(4):
949–969.
Delery, John E., and Doty, D. Harold (1996) “Modes of Theorizing in Strategic Human Resource
Management: Tests of Universalistic, Contingency, and Configurational Performance
Predictions”, Academy of Management Journal, Vol. 39, No. 4, p. 803, pp. 802–835.
Devanna, M. A. and Fombru, T. (1982). Human resources management: A strategic perspective.
Organizational Dynamics, 9(3): 51–67.
Dyer, L., and Reeves, T. (1995). Human Resource Strategies and Firm Performance: What Do
We Know and Where Do We Need to Go? [C] The 10
th
World Congress of the
International Industrial Relations Association, Washington, D.C., 5(31)-6(4).
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
46
Dyer, Lee, and Reeves, Todd (1995). “Human Resource Strategies and Firm Performance: What
Do We Know and Where Do We Need to Go?”, The International Journal of Human
Resource Management 6:3, p. 657, pp. 656–670.
Ferris, G. R., Arthur, M. M., Berkson, H. M. Kaplan D.M., Harrell Cook G., and Frink D.D.
(1998). Toward a social context theory of human resource management Organizational
effectiveness. Human Resource Management Review.
Fitz-enz, J. (2000). The ROI of Human Capital: Measuring the Economic Value of Employee
Performance, American Management Association, USA, p. 1.
Gallo, A. (2015, November 4). A Refresher on Regression Analysis. Harvard Business Review.
https://hbr.org/2015/11/a-refresher-on-regression-analysis
Gary, P. Latham, and Kenneth, N. (1981). Wexly Increasing Productivity Through Performance
Appraisal Addison-Wesley Publishing Company.
Gituma, M., & Beyene, T. (2018). Strategic Human Resource Management Practices and
Organizational Performance: A Case of National Insurance Corporation of Eritrea (Nice).
Global Journal of Management and Business Research: Administration and Management,
18, 1-14. https://globaljournals.org/GJMBR_Volume18/1-Strategic-Human-Resource.pdf
Gratton, L. et al. (1999). Strategic Human Resource Management, Oxford University Press, New
York, p. 7.
Guest, D. E. (1987). Human Resource Management and Industrial Relations. Journal of
Management Studies, 24 (5), 503-521. Guest, D. E. (2011). Human resource management
and performance: still searching for some answers. Human Resource Management
Journal, 21 (1), 3-13.
Harley, B., Hardy, C., & Alvesson, M. (2004). Reflecting on reflexivity. Academy of
Management
Proceedings,
2004(1),
B1-B6.
https://doi.org/10.5465/ambpp.2004.13862798
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
47
Hayton, J. C. (2003). Strategic human resource management in SMEs: An Empirical Study of
Entrepreneurial Performance. Human Resource Management, 42(4):375–391.
Holbeche, L. (2004). How to make work more meaningful. Personnel Today, 26.
Huselid, M. A. (2009). The differentiated workforce. Harvard Business Press.
Huselid, M. A., (1995). The Impact of Human Resource Management Practices on Turnover,
Productivity, and Corporate Financial Performance. Academy Management Journal, 38
(3): 635–672.
Huselid, Mark A., Becker, Brian E. (2005) “Improving Human Resources’ Analytical Literacy:
Lessons from Moneyball”, Losey, Mike (editor); Meisinger, Sue (editor); Ulrich, Dave
(editor). Future of Human Resource Management: 64 Thought Leaders Explore the
Critical HR Issues of Today and Tomorrow, John Wiley & Sons, USA, p. 281. Ichniowski, C., Shaw, K., and Prennushi, G. (1997). The Effects of Human Resource
Management Practices on Productivity: A Study of Steel Finishing Lines. American
Economic Review, 1997, (87): 291-313.
Jianwu, J. & Shuming, Z. (2007). Framework for Studying the Relationship between Strategic
Human Resource Management and Organizational Performance: From a Perspective of
Theoretic Integration. Chinese Journal of Management, 4(6): 779–799.
Jordi, G.A. (2012). Performance Evaluation of River Asin Organizations to Implement Integrated
Water Resources Management Using Composite Indexes. Physics and Chemistry of the
Earth, Parts A/C, 50
Katz, D. and Kahn, R. L. (1978). The Social Psychology of Organizations, 2
nd
Edition.
Hauptwerke der Organizations theories.
Kaufman, B. E. (2007). The Development of HRM in Historical and International Perspective. In
P. Boxall, J. Purcell, & W. Patrick (Eds.), The Oxford Handbook of Human Resource
Management. Oxford University Press.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
48
Kothari, C. R. (2004). Research Methodology: Methods and Techniques. New Age International
(P) Ltd.
Lado, A., and Wilson, Mary, C. (1994). “Human Resource Systems and Sustained Competitive
Advantage: A Competency-Based Perspective”, Academy of Management Review, Vol.
19, No. 4, p. 699, pp. 699–727.
Lado, Augustine A., and Wilson, Mary C., 1994. “Human Resource Systems and Sustained
Competitive Advantage: A Competency-Based Perspective”, Academy of Management
Review, Vol. 19, No. 4, p. 702, pp. 699–727.
Lance, C. E. (1994). Test of a latent structure of performance ratings derived from Wherry’s
(1952) theory of ratings. Journal of Management, 20, 757 – 771.
Lawler, E. E., & Mohrman, S. A. (2003). Creating a Strategic Human Resources Organization:
An Assessment of Trends and New Direction. Stanford University Press.
https://doi.org/10.1515/9780804767118
Lifson, K. A. (1953). Errors in time-study judgments of industrial work pace. Psychological
Monographs, 67 (355).
Louise, G. Morgan, P. John, B. and Martin, G. (2017). The Impact of Resources and Strategic
Orientation on Small Retail Firm Performance, Journal of Small Business Management,
55, S1, (7-26), (2017). Wiley Online Library.
MacDuffie, J.P. (1995). Human Resource Bundles and Manufacturing Performance:
Organizational Logic and Flexible Production Systems in the World Auto Industry.
Academy of Management Journal, 48(2): 197–221.
Mdhlalose, D. (2020). An Evaluation of the Impact of Training and Development on
Organizational Performance: A Case Study of the Gauteng Provincial Department of
Economic Development. Journal of Human Resource and Sustainability Studies, 8, 48-
74. https://doi.org/10.4236/jhrss.2020.81004
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
49
Mendenhall, M. E., Jensen, R. J., Black, J., & Gregersen, H. B. (2003). Seeing the elephant:
Organizational Dynamics, 32(3), 261-274. https://doi.org/10.1016/s0090-2616(03)00031-
7
Mienipre, A., & Nwuche, C. (2021). Knowledge management and firm innovativeness of
manufacturing firms in the south-south of Nigeria. Research Journal of Management
Practice, 52-64. https://doi.org/10.46654/rjmp.1416
Millmore, M., Lewis, P., Saunders, M., Thornhill, A., & Morrow, T. (2007). Strategic Human
Resource Management: Contemporary Issues. Pearson Education Limited.
Miranda, N., & Fernando, W. R. (2020, December). The Impact of Human Resource
Management Practices of the Managers on Perceived Organizational Performance—A
Study on Ceylon Fisheries Corporation in Sri Lanka. Open Access Library Journal, 7, 1-
21. https://doi.org/10.4236/oalib.1107034.
Mugenda, M.O. & Mugenda, G. A. (2008). Research Methods; Quantitative & Qualitative
approaches. Nairobi, Kenya: ACTS press. Neeraj, (2012). A Study of the Recruitment and Selection process: SMC Global Industrial
Engineering Letters. ISSN 2224-6096 (print) ISSN 2225-0581 (online) Vol 2, No.1,
2012 www.iiste.org. O’riordan, J. (2017). The Practice of Human Resource Management. Institute of Public
Administration.
https://www.ipa.ie/_fileUpload/Documents/THE_PRACTICE_OF_HRM.pdf
Paauwe, J. (2010). HRM and Performance: Achievements, Methodological Issues, and Prospects.
Journal of Management Studies, 46(1):129–142.
Paul, A.K., and Anantharaman, R.N. (2003) “Impact of People Management Practices on
Organizational Performance: Analysis of a Causal Model”, International Journal of
Human Resource Management, 14:7, p. 1248, pp. 1246–1266.
Peter, F. D. (1954). The Practice of Management. Ne, York: Harper & Co.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
50
Pfeffer, J. (1994). Competitive Advantage Through People: Unleashing the Power of the
Workforce, Harvard Business School, USA, p. 6.
Pfeffer, J. (1994). Competitive Advantage Through People: Unleashing the Power of the
Workforce, Harvard Business School, USA, p. 66
Ping, H., Leiya, Z. and Jieqiong, C. (2012). Research on the Relationship between Human
Resource Management Practice and Enterprise Performance in High-Tech Enterprises
Science and Technology Progress and Countermeasures, 2012, 29(4): 152-155.
Porter, M. (1985). Competitive Advantage: Creating and Sustaining Superior Performance, The
Free Press, USA, p. 38
Richardson, R. & Thompson, M. (1999). The Impact of People Management Practices on
Business Performance: A Literature Review, Institute of Personnel and Development,
Great Britain, p. 11.
Sarangam, A. (2021, January 15). Bivariate Analysis: An Easy Guide for Beginners in 2021.
Next
Jigsaw.
https://www.jigsawacademy.com/blogs/business-analytics/bivariate-
analysis/#:~:text=Bivariate%20analysis%20is%20a%20kind,extent%20the%20change
%20has%20occurred
Saunders, M., Lewis, P., & Thornhill, A. (2007). Research Methods for Business Studies (4
th
ed.).
Pearson Education.
Schuler, Randall S., and Jackson, Susan E. (2007). Strategic Human Resource Management,
Blackwell Publishing, USA, p. 13.
Sekaran, U. (2010). Research Methods for business: A skill building approach. 5
th
Edition:
John Wiley & Sons.
Shafer, R. A., Dyer, L., Kilty, J., Amos, J., & Ericksen, J. (2001). Crafting a human resource
strategy to foster organizational agility: A case study. Human Resource Management,
40(3), 197-211. https://doi.org/10.1002/hrm.1011
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
51
Stanley T. A., David N. E., Keith, W., et al. (2012). Prognostic Framing of Stakeholder
Sujectivities: A Case of All-Terrain Vehicle Management on State Public Lands.
Environmental Management.
Steven, A. O., and Richard, C. M. (2013). Understanding How Orthopaedic Surgery Practices
Generate Value for Healthcare Systems. Clinical Orthopaedics and Related Research.
Umoh, G., Amah, E., & Wokocha, H. I. (2014). Management development and organizational
resilience. A case study of some selected manufacturing firms in Rivers State. Nigera.
IOSR Journal of Business and Management, 16(2), 07-16. https://doi.org/10.9790/487x-
16230716
Ursachi, G., Horodnic, A. I., & Zait, A. (2015). How Reliable Are Measurement Scales? External
Factors with Indirect Influence on Reliability Estimators. Elsevier B.V.
https://doi.org/10.1016/S2212-5671(15)00123-9 Voorde, Van De, Paauwe, K. J., and Van Veldhoven, M. (2010). “Predicting Business Unit
Performance Using Employee Surveys: Monitoring HRM-Related Changes”, Human
Resource Management Journal, 20: 1, p. 44, pp. 44–63.
Wernerfelt, B. (1984). “A Resource-Based View of the Firm”, Strategic Management Journal,
Vol. 5, p. 172, pp. 171–180.
Wong, C. W., Chan, C. and Tan, D. (2014). Incidence and management of suction loss in
refractive lenticule extraction. Journal of Cataract and Refractive Surgery
, (12).
Wright, P. M. and Snell, S. A. (1998). Toward a Unifying Theory for Exploring Fit and
Flexibility in Strategic Human Resource Management. Academy of Management Review,
23:75–77
Wright, P. M., & Boswell, W.R. (2002). Desegregating HRM: Review and Synthesis of Micro
and Macro Human Resource Management Research. Journal of Management, 28
(3):247–276
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
52
Wright, P. M., Dunford, B. and Snell, S. A. (2001). Human resources and the resource-based
view of the firm. Journal of Management, 2001, 27(6):701–721.
Wright, P.M. and McMahan, G. C. (1992). Theoretical Perspectives for Strategic Human
Resource Management. Journal of Management, 18(2):295–320.
Wright, Patrick M., Dunford, Benjamin B., and Snell, Scott A. (2007) “Human Resources and
Resource-Based Views of the Firm”, in Randall S. Schuler and Susan E. Jackson,
Strategic Human Resource Management, 2
nd
Edition, Blackwell, USA, p. 76.
Xu K. (2015). An Analysis of the Relationship between Strategic Human Resource Management
and Enterprise Performance. Human Resource Management, (1):52–52.
Youndt, M. A., et al., (1996). Human Resource Management, Manufacturing Strategy, and Firm
Performance. Academy of Management Journal, 39(4):836–866.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
Related Documents
Recommended textbooks for you
Understanding Business
Management
ISBN:9781259929434
Author:William Nickels
Publisher:McGraw-Hill Education
Management (14th Edition)
Management
ISBN:9780134527604
Author:Stephen P. Robbins, Mary A. Coulter
Publisher:PEARSON
Spreadsheet Modeling & Decision Analysis: A Pract...
Management
ISBN:9781305947412
Author:Cliff Ragsdale
Publisher:Cengage Learning
Management Information Systems: Managing The Digi...
Management
ISBN:9780135191798
Author:Kenneth C. Laudon, Jane P. Laudon
Publisher:PEARSON
Business Essentials (12th Edition) (What's New in...
Management
ISBN:9780134728391
Author:Ronald J. Ebert, Ricky W. Griffin
Publisher:PEARSON
Fundamentals of Management (10th Edition)
Management
ISBN:9780134237473
Author:Stephen P. Robbins, Mary A. Coulter, David A. De Cenzo
Publisher:PEARSON
Recommended textbooks for you
- Understanding BusinessManagementISBN:9781259929434Author:William NickelsPublisher:McGraw-Hill EducationManagement (14th Edition)ManagementISBN:9780134527604Author:Stephen P. Robbins, Mary A. CoulterPublisher:PEARSONSpreadsheet Modeling & Decision Analysis: A Pract...ManagementISBN:9781305947412Author:Cliff RagsdalePublisher:Cengage Learning
- Management Information Systems: Managing The Digi...ManagementISBN:9780135191798Author:Kenneth C. Laudon, Jane P. LaudonPublisher:PEARSONBusiness Essentials (12th Edition) (What's New in...ManagementISBN:9780134728391Author:Ronald J. Ebert, Ricky W. GriffinPublisher:PEARSONFundamentals of Management (10th Edition)ManagementISBN:9780134237473Author:Stephen P. Robbins, Mary A. Coulter, David A. De CenzoPublisher:PEARSON
Understanding Business
Management
ISBN:9781259929434
Author:William Nickels
Publisher:McGraw-Hill Education
Management (14th Edition)
Management
ISBN:9780134527604
Author:Stephen P. Robbins, Mary A. Coulter
Publisher:PEARSON
Spreadsheet Modeling & Decision Analysis: A Pract...
Management
ISBN:9781305947412
Author:Cliff Ragsdale
Publisher:Cengage Learning
Management Information Systems: Managing The Digi...
Management
ISBN:9780135191798
Author:Kenneth C. Laudon, Jane P. Laudon
Publisher:PEARSON
Business Essentials (12th Edition) (What's New in...
Management
ISBN:9780134728391
Author:Ronald J. Ebert, Ricky W. Griffin
Publisher:PEARSON
Fundamentals of Management (10th Edition)
Management
ISBN:9780134237473
Author:Stephen P. Robbins, Mary A. Coulter, David A. De Cenzo
Publisher:PEARSON