Annotated Bibliography HRM Practices on Performance

Annotated Bibliography HRM Practices on Performance Order Instructions: Annotated Bibliography

Annotated Bibliography HRM Practices on Performance
Annotated Bibliography HRM Practices on Performance

Provide three additional references related to your Doctoral Study topic in annotated bibliography format and synthesize these three references into a component of the doctoral study rubric (ex. Nature of study, literature review, etc.)

Annotated Bibliography HRM Practices on Performance Sample Answer

Snape, E., & Redman, T. (2010). HRM practices, organizational citizenship behavior, and performance: A multi‐level analysis. Journal of Management Studies, 47(7), 1219-1247.

This paper examines the link between human resource practices, as deciphered in the workplace level, and individual attitude and behavior of an employee. The study used North-East England as a case study and found out a positive relationship between HRM practices and organizational behavior. The research synthesizes with the existing empirical knowledge by seconding job influence and opportunity as the impact of human resource management on employee attitudes and behavior.

McClean, E., & Collins, C. J. (2011). High‐commitment HR practices, employee effort, and firm performance: Investigating the effects of HR practices across employee groups within professional services firms. Human Resource Management, 50(3), 341-363.

The authors in this piece of research examined the relationship that exists between high commitment HR practices and firm performance by employee effort. This piece of research adds to the ongoing debate on the notion that HR practices ought to be applied to all the employees working in a particular firm. The paper found out that there is a positive relationship between firm performances because of employee efforts. Further, the researchers found that this relationship arises from the value the employee provides to the firm.

Alfes, K., Shantz, A., & Truss, C. (2012). The link between perceived HRM practices, performance, and well‐being: The moderating effect of trust in the employer. Human Resource Management Journal, 22(4), 409-427.

This research paper examines the relationship that exists between perceived Human Resource practices and trust in the company on employee performance and well-being. The researchers looked into the relationship between the perceptions of HRM practices on job performance. The researchers concluded that there existed a positive correlation between perceived HRM practices and employee performance but not on organizational citizenship behavior.

Literature Review

Human Resource Management practices are critical for the effective performance of all employees. Linking employees to performance scorecard optimize the output of employees while also building trust in the company’s system. HRM systems create trust in the management systems as all rewards are based on merits which are documented in employee records (Becker, Huselid & Ulrich, 2001). Becker et al (2001) state that employee performance is directly related to training and skill management. Well trained personnel perform well especially in an environment where HRM is effective.

Kramar et al (2014) contend that though the impact of HRM largely depends on the ability and response of the workers towards the HRM systems, employees generally prefer clear systems that HRM provides. HRM impacts employees positively and its application provides incentives for skilled and professional employees. The soft HRM approach to employee motivation leads to high performance and commitment. Most organizations demand employee loyalty and trust while eliminating the structures that support job security, long term employee development and other benefits that literally foster employee trusts in organizations and management systems (Kramar et al, 2014).

Martin-Alcazar et al (2005) demonstrate that HRM develops skills and abilities that increase knowledge and potential of employees to yield high positive returns hence adding value to the company’s strategic management. HR development is pivotal to organization performance as it facilitates the growth of core competencies and the development of high-performance capabilities in employees (Becker et al, 2001).  However, the implementation and evaluation of the HR functions is a continuous exercise that is challenging and requires regular improvement. The profession must develop ways of valuing human capital like all other assets that organizations possess.

Annotated Bibliography HRM Practices on Performance References

Becker, BE, Huselid, MA & Ulrich, D. (2001) The HRM scorecard: linking people, strategy and performance, Harvard Business School Press.

Kramar, R., Bartram, T., Ceiri, H.D., Noe, R.A., Heooenbeck, J.R., Gerhart, B., & Wright, R.M. (2014). Human Resources Management, McGraw-Hill, Sydney, NSW.

Martin-Alcazar, F., Romero-Fernandes, P.M., & Sanchez-Gardey, G. (2005) ‘Strategic human resource management: integrating the universalistic, contingent, configurational and contextual perspectives’, International Journal of Human Resource Management, vol. 16, no. 5, pp. 633–659.

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