HRM and Employee Performance

HRM and Employee Performance Order Instructions: This week the writer will be submitting a high-level summary of potential research topics of which will be submitted to the Instructor, who will reply with feedback and suggestions for you to integrate into your work.

The writer should take note that the high level summary topics will fall under the scope of “Effects of Human Resource practices on employee performance”. With this in mind the writer will chose a topic around that main topic which is also the topic the owner of the paper is working on for his final paper.

It is very important for the writer to understand that this will be an ongoing paper and for this week he/she will only be submitting a high level-level summary of 1-page word document of potential topics. The information below is just to guide the writer to understand what will be expected of the paper later next week when he begins written the paper base on the topic that the writer will be chosen this week and presenting in the summary mentioned above. It is also important for the writer to take into consideration that for the topic for the doctoral study will be “Effects of Human Resource practices on employee performance”. With this in mind the writer will be able to select potential research topics as noted above in the first paragraph of this order form.

This is just for the writer to have an idea of what is expected next so as to know how to make the chose for the topic as the information below will be use to complete the paper of which the topic will be chosen this week. so please let the writer pay attention to details here before composing the detailed summary. The writer must also include in-text citations and reference

Final Paper:

Write a 15-page paper that addresses relevant theories and empirical research, leading to a significant research topic, problem, and research question(s). For your chosen research topic, provide an academic argument for funding that might support a vital new step in improving project portfolio performance and organizational effectiveness. You do not have to actually design a study to the point of specifying research measures of effective project management or specifying samples. However, try to evolve your thinking to the point of framing a relevant research topic, problem, and question(s) on which your proposed research would be focused.
Your question(s) should be complete enough to suggest the development of an important theory, address a gap in a current model, or demonstrate an immediate application for solving common organizational problems. Rather than attempting to include as many references as possible, try to emphasize the logical coherence of your evidence of conceptual foundations. Build an academic argument for why your research problem and question(s) are important. An obvious extension of your paper would be to use it as a springboard for a doctoral proposal. Your paper could also be useful in the development of Chapter 2 of your Proposal and Doctoral Study Completion.
Your Final Paper should adhere to APA format (6th edition), which requires a title, a reference list, and appropriate sections and their headings; and it should include the following elements:

• A thorough review of the literature (minimum of 20 resources, with 85% being 5 or less years old) that shows evidence of a potential research opportunity/gap that has not been discussed in the academic literature.

• A draft problem statement. Include the four parts of the draft problem statement below
The four parts of the problem statement are:

• Hook (with a peer-reviewed citation that is 5 or less years old)

• Anchor (includes a number supported with a peer-reviewed citation that is 5 or less years old)

• General business problem

• Specific business problem to be researched

• At least one broad research question that is demonstrably linked to your problem statement.
You do not need to address any hypotheses or design considerations.

HRM and Employee Performance Sample Answer

HRM and Employee Performance

Literature review

Fatima, Shafique, Qadeer & Ahmad (2015) start by arguing that employee performance is increased by the application of HRM practices in organizations. The authors argue that the increase in performance is due to the increase in job satisfaction. HRM practices such as training make employees replenish their skills. Ijigu (2015) add that HRM practices increase the motivation of employees. HRM practice such as compensation increases employee motivation because it provides them a reason to work harder. However, Mitchell, Obeidat & Bray (2013 argue that HRM practices continue to reduce the performance of the employee. This is because practice such as training is costly. Therefore, an organization will make the employee work extra to compensate the cost of training. This will ultimately result to decrease in employee performance, as workers will have unfavorable workplace (McClean & Collins, 011).

HRM and Employee Performance Problem Statement

Hook

For the years, the effects of HRM practices on employee have been a contentious issue. Some of the authors argue that HRM practices decrease the performance of the employees (Núñez-Cacho Utrilla, Angel Grande & Lorenzo, 2015). However, other authors argue that HRM practices make the performance of an employee to go up. Therefore, the research will try to find out if HRM practices increase employee performance or not.

Anchor

Selection is positively related to employee performance
Training is positively correlated to employee performance
Compensation is positively correlated to employee performance (Ijigu, 2015)
Career planning is positively correlated to employee performance

General business problem

The effects of HRM practices on employee performance

Specific business problem

The positive effects of HRM practices on employee performance

Research question

The importance of HRM practices on employee performance in an organization

HRM and Employee Performance References

Fatima, M., Shafique, M., Qadeer, F., & Ahmad, R. (2015). HR Practices and Employee Performance Relationship in Higher Education: Mediating Role of Job Embeddedness, Perceived Organizational Support and Trust. Pakistan Journal Of Statistics & Operation Research, 11(3), 421-439.

Ijigu, A. W. (2015). The Effect of Selected Human Resource Management Practices on Employees’ Job Satisfaction in Ethiopian Public Banks. EMAJ: Emerging Markets Journal, 5(1), 1-16. doi:10.5195/emaj.2015.64

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. doi:10.1002/hrm.20429

Mitchell, R., Obeidat, S., & Bray, M. (2013). The Effect of Strategic Human Resource Management on Organizational Performance: The Mediating Role of High- Performance Human Resource Practices. Human Resource Management, 52(6), 899- 921. doi:10.1002/hrm.21587

Núñez-Cacho Utrilla, P., Angel Grande, F., & Lorenzo, D. (2015). The effects of coaching in employees and organizational performance: The Spanish Case. Intangible Capital, 11(2), 166-189. doi:10.3926/ic.586

Performance appraisal as a tool for achieving high-level efficiency and productivity by employees in a firm

Performance appraisal is a human resources management approach intended to increase productivity in an organization (Montather 2014). Managers monitor every employee, unit, and department with an aim rewarding. Statement of the problem that arises from performance appraisal is: lack of policies, control mechanisms, and procedures for performance appraisal in the service industry and no solid measures already put in place to evaluate trained employees.

The objective of the research will be to examine how performance appraisal affects productivity and organization’s goal achievement; and how employees react differently to performance appraisal techniques.

Impact of motivation on employee productivity

Employees are motivated differently, and it takes human resource initiatives to ensure all workers are motivated. When employees are motivated, their performance is high and leads to the fulfillment of organization objectives (Nitin and Boris 2010). Through motivation, it is possible for HR managers to find employee motives for work and come up with ways to improvise. The problem that leads to doing the research is high-employee turnover in public sector industry.

The research is intended to examine effects motivation has on employee productivity in the service industry.

Staff training and development as a tool for employee performance

Training is essentially done to help members of an organization get equipped with knowledge, skills, and attitude needed for effective organizational performance (Carter 2011). Training and development are critical as it forms the benchmark for assessing overall organizational performance and competitive edge. The problem that necessitates this research is the low-performance level in the service industry; banks.

The objective of the research is to examine how staff development acts as a tool for improving organizational performance.

HRM and Employee Performance References

Asraful Alam (2013). Impact of human resources practices on employee performance http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2570704

Carter (2011). Employee training and development: Reasons and benefits. Retrieved from http://managementhelp.org/training/basics/reasons-for-training.htm

Jansen (20120. The impact of human resource management on employee well-being. Retrieved from http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12000/abstract

Montather (2014). HRM: Performance appraisal methods. Retrieved from https://www.linkedin.com/pulse/20141030184448-208256548-hrm-performance-appraisal-methods

Nitin and Boris (2010). Motivation: A powerful new model. Retrieved fromhttps://hbr.org/2008/07/employee-motivation-a-powerful-new-model

Strategies used by HR Professionals for Profitability

Strategies used by HR Professionals for Profitability Order Instructions: I will email the writer related documents soon.

Strategies used by HR Professionals for Profitability Sample Answer

Doctor of Business Administration Prospectus Submitted in Partial Fulfillment

of the Requirements for the Degree

Doctor of Business Administration

Walden University

Student ID: A00500615

April 2017

Prospectus: Strategies Human Resource Professionals can use to Increase Company Profitability

Problem Statement

Although employees’ remuneration accounts for about 60-85% of many organizations’ operating budgets, this remuneration is currently not effectively managed by many human resource (HR) professionals since most workers are actually not paid salaries that are commensurate with their tasks. This tends to result in reduced employee productivity and subsequent low profitability through the adoption of inappropriate HR strategies (Becker & Huselid, 2014: Ramlall, 2013). In Thailand, HR leaders in over 50% of organizations do not utilize HR strategies appropriately to manage employees and enhance their productivity (Platonova, Hernandez, & Moorehouse, 2013). The general business problem is that unproductive employees lead to lost profits in an organization. The specific business problem is some HR leaders in medium-sized organizations in Bangkok, Thailand lack strategies to increase employee productivity.

Purpose Statement

The purpose of this qualitative single case study is to explore strategies that HR leaders in medium-sized organizations in Bangkok, Thailand can use to increase employee productivity. The specific population for the study includes 15 HR professionals in CP All Public Company Limited in Bangkok, Thailand who have successfully implemented human resource management (HRM) strategies to increase employee productivity in their organization. HR professionals who adopt SHRM are able to manage the remuneration of employees by ensuring workers are paid wages of 300 Baht or more, which motivates them to improve their work productivity. The potential impact for social change is lower unemployment rate. When HR professionals in mid-sized organizations in Thailand adopt appropriate HR strategies, employees would likely be more satisfied with their jobs. Consequently, the satisfied employees may work for the organization for a longer period, lowering employee turnover rates in these organizations. Reduced turnover leads to reduced unemployment rates in the country, which is good for society in general. This is important considering that a high rate of unemployment may have negative effects on the community.

Nature of the Study

I will use a qualitative methodology for this study. A qualitative researcher utilizes common themes based on detailed experiences through the identification of a person’s intentions and actions (Yin, 2014). Quantitative researchers use statistical methods that give numerical results to provide additional data sets for analysis (Blau et al., 2013; Gherardi & Perrotta, 2014; Wolgemuth, 2014). For this reason, the quantitative research methodology is inappropriate for this study. Mixed methods researchers use both qualitative and quantitative methods. The mixed methodology is not suitable for this study due to its quantitative component.

I will use a single case study design for this study. The case study design is appropriate for this study (Yin, 2014). In essence, case study design will allow me to investigate and explore the selected company in Bangkok deeply and thoroughly; something that is not possible if ethnography, grounded theory, or phenomenology designs are utilized (Brockbank, Ulrich & Beatty, 2013). Ethnographic research is not relevant for the study. This is attributed to the fact that this research approach requires the researcher to observe the target users in their real-world, natural setting and studying a whole culture. The aim of this research is not to study culture or observe the participants; hence, ethnography is not relevant. Grounded theory is not relevant as it develops a theory with regard to particular phenomena. Moreover, phenomenological study is not appropriate highlighting this aspect to the world experiences and subjective interpretations of the businesses (Yin, 2014). The case study has an exploratory nature that will integrate multiple methods for data collection and ability to develop common factors inherent in the collected data (Gherardi & Perrotta, 2014; Yin, 2014).

Research Question

What strategies do HR professionals in medium-sized organizations in Bangkok, Thailand use to increase employee productivity?

Interview Questions

The interview questions that were included are as follows:

What goals for increased productivity do you have for the organization?
What strategies have you adopted to help increase the productivity of workers?
What human resource strategies do you use to increase the profitability for the organization?
How do you motivate employees use to increase the profitability for the organization?
What behaviors exhibited in the workplace by the recruited employees are the most critical in assisting to increase organization’s profitability?
What else could you share that is pertinent to your human resource strategies for increasing organization’s profitability?

Conceptual Framework

The Ulrich model is the primary conceptual framework adopted for this study. Ulrich and Yeung (1989) developed the Ulrich model. David Ulrich tackles the significance of the human resource management as an organization stronghold that a business cannot function without. When he developed the theory, he aimed at making the human resource process much easier. At the beginning, few organizations incorporated the theory in their activities but after several business releasing the impact of the model towards a business, the theory became famous in the business market. The central objective of this model is to explain the relationship between the competency of human resource professionals and performance of the organization during the initial development of competency models, which constituted the HRM domain (Brockbank, Ulrich & Beatty, 2013; Huselid, Jackson & Schuler, 2014). It also aids organizations in segmenting human resource management. This framework is applicable to the study as it will help to understand the strategies and competencies that HR professionals in medium-sized organizations in Bangkok, Thailand can utilize to increase employee productivity which would in turn help improve organizational performance and profitability. According to the Ulrich Model, the performance of an organization is essentially the outcome of the linkage between the business strategy and the HR strategy. Using this HRM model, what is specifically going to be studied are the HR competencies and strategies that could be utilized by HR professionals in Bangkok in order to help increase employee productivity.

Significance of the Study

The research study has significant value to the company, which is CP All Public Company Limited. Given the nature of the social changes like change in consumers’’ behaviors and technology, contributions are likely to impact effective business practice. HR professionals in many medium-sized organizations may significantly benefit from the findings of this study by expanding their knowledge on appropriate HR strategies to increase employee productivity which would in turn lead to an increase in profitability for their organizations. The creation of sustainable human resources strategies is important for continued profitability of organizations in Thailand (Pfeffer & Veiga, 2014). This means that HR activities play a vital role in many organizations, both large and small, and subsequently to the economy (Becker & Huselid, 2014; Yeung, Woolcock & Sullivan, 2013). Organizations that integrate HRM strategies display the ability to sustain high profits, and effectively utilize its human capital (Huselid, Jackson & Schuler, 2014; Martina, Hana, & Jiri, 2013; Platonova, Hernandez,& Moorehouse, 2013). In essence, the findings of this study could contribute to effective business practice by providing knowledge to HR professionals concerning how to use appropriate HR strategy to increase the profitability of their organizations (Ahmad, Kausar,& Azhar, 2015; Becker & Huselid, 2014).

Positive resolutions towards these social fluctuations stems from empowering HR professionals by providing appropriate HR strategies that would make employees satisfied with their job; hence lower employee turnover for the company and reduced unemployment rate in the society (Gherardi & Perrotta, 2014; Wolgemuth, 2014). Accordingly, the study findings can help in developing better training programs at the workplace to make employees more productive, and the acquired skills can also be used to significantly impact the society positively (Wright, Dunford & Snell, 2014). All in all, positive social change will occur when the workers in medium-sized companies donate their expertise and time kindly and generously in serving their neighbors who are in need and by doing this they get to experience directly the impact which they could make in other people’s lives. They employees would be able to do this given that the increased profitability of their firms, which is as a result of increased employee productivity, might drive them to give back to the society by affecting positive social change.

Strategies used by HR Professionals for Profitability References

Ahmad, A., Kausar, A. R., & Azhar, S. M. (2015). HR professionals’ effectiveness and competencies: A perceptual study in the banking sector of Pakistan. International Journal of Business and Society, 16, 201-220. doi:10.10843/985206306293668

Becker, B. E., & Huselid, M. A. (2014). High performance work systems and firm performance: A synthesis of research and managerial implications. Research in Personnel and Human Resources Management, Vol. 16, No.3, 53-101. doi:10.1177/0149206306293668

Blau, D., Bach, L., Scott, M., & Rubin, S. (2013). Clark Moustakas (1923–2012): Scholar, teacher, colleague and friend. The Humanistic Psychologist,41(6), 97–99. doi:10.1080/08873267.2013.752695

Brockbank, W., Ulrich, D., & Beatty, R. (2013). The professional development: Creating the future creators at the University of Michigan Business School. Human Resource Management, 38, 111-118. doi:10.4236/jssm.2008.13029.

Brockbank, W., Ulrich, D., & James, C. (2014). Trends in human resource competencies. Ann Arbor, MI: University of Michigan School of Business.

herardi, S., & Perrotta, M. (2014). Gender, ethnicity and social entrepreneurship: Qualitative approaches to the study of entrepreneurs. In E. Chell & M. Karata-Özkan (Eds.), Handbook of research on small business and entrepreneurship.130–135.

Huselid, M. A., Jackson, S. E., & Schuler, R. S. (2014). Technical and strategic human resource management effectiveness as determinants of firm performance. Academy of Management Journal, 40, 171–188. doi:10.2307/257025

Lawler, E., & Mohrman, S. (2013). HR as a strategic partner: What does it take to make it happen? Human Resource Planning,26(3): 15-30. doi:18.1077/653920630793668

Martina, K., Hana, U., & Jiri, F. (2013). Identification of managerial competencies in a knowledge-based organization. Journal of Competitiveness, 4(1): 129-142.doi:10.1465/813206306293668

Mohrman, S., Lawler, E., & McMahon, G. (2014). New directions for the human resources organization. Los Angeles: University of Southern California.

Pfeffer, J. (2013). The human equation: Building profits by putting people first. Boston: Harvard Business School Press.

Pfeffer, J., & Veiga, J. F. (2014). Putting people first for organizational success. Academy of Management Executive, 13(2): 37–48. doi:10.1097/5369206306293668

Platonova, E. A., Hernandez, S. R., & Moorehouse, R. B. (2013). Innovative human resource Practices in U.S. hospitals: An empirical study. Journal of Healthcare Management, 58(4): 290-303. doi:10.1108/JKM-08-2013-0300.

Ramlall, S. (2013). Measuring human resource management’s effectiveness in improving performance. Human Resource Planning,26(1): 51-63. doi:10.1177/7149206306293875

Ulrich, D., & Beatty, D. (2015). From partners to players: Extending the HR playing field. Human Resource Management, 40(4): 293-308. doi:10.1095/9879206306293987

Wolgemuth, J. R. (2014). Analyzing critical resistance in narrative research. Qualitative Research, 14(2): 586–602. doi:10.1177/1468794113501685

Wright, P., Gary McMahan, McCormick, B., & Sherman, S. (2014). Strategy, core competence, and HR involvement as determinants of HR effectiveness and refinery. Human Resource Management,37(37): 17-31. doi:10.1113/9749206306293986

Wright, P., McMahan, G., & McWilliams, A. (2014). Human resources and sustained competitive advantage: A resource-based perspective. International Journal of Human Resource Management,5(2): 301-326. doi:10.1080/09585199400000020

Wright, P., McMahan, G., Snell, S., & Gerhart, B. (2015). Comparing line and HR executives’ perceptions of HR effectiveness: Services, roles, and contributions. Human Resource Management, 40(2): 111-123. doi:10.1177/8769206306293991

Wright, P. M., Dunford, B., & Snell, S. (2014). Human resources and the resource-based view of the firm. Journal of Management,27(3): 701-721. doi:10.1177/014920630102700607

Yeung, A., Woolcock, P., & Sullivan, J. (2013). Identifying and developing competencies for the future. Human Resource Planning,19(4): 48-58. Doi:10.1180/98920630629986

Yin, R. K. (2014). Case study research: Design and methods. Thousand Oaks, CA: Sage.doi:10.1111/j.1540-4781.2011.01212_17.x

Zaugg, R., & Thom, N. (2013). Excellence through implicit competencies: Human resource management organizational development knowledge creation. Journal of Change Management,3(3): 199-212. doi:10.1177/1169206306293753

The Puzzle of Motivation and Performance

The Puzzle of Motivation and Performance Order Instructions: Please watch these videos and write your opinion:

as one of the tasks, this week is about integrating different types of rewards with performance management, I would like to share with you two video resources (Pink, 2015; RSA, 2015) providing interesting perspectives on the subject of motivation.

The Puzzle of Motivation and Performance Reference

Pink, D. (2015), The puzzle of motivation [Video file], available from: http://www.ted.com/talks/dan_pink_on_motivation?language=en (Accessed on 6 December 2015).

RSA (2015), Drive: The surprising truth about what motivates us [Video file], available from: https://www.youtube.com/watch?v=u6XAPnuFjJc (Accessed on 6 December 2015).

The Puzzle of Motivation and Performance Sample Answer

PM.COLL.W7. Reply 2

Motivation of workers is very critical to the performance of workers. Many organizations have devised various ways of motivating their workers to help them increase their level of performance.

I do concur with some of Dan Pink arguments that indeed there are many aspects that managers do not know about motivation as the scientists do. Motivation strategies should change in this 21^st century. The traditional rewards that managers use to motivate employees are outdated and do not impact on the level of performance. Organizations should actually concentrate more on intrinsic motivation as opposed to extrinsic rewards. Managers should aim at providing autonomy, mastery and purpose to ensure that employees remain productive. Employees should have the description to do their duties, they should endeavor to master what they do and have a define purpose. It is also important for employees to be motivated with a better working environment and incentives such as better pay.

I agree with RSA (2015), that in most cases, many of the people would be motivated if they get more salaries. Such individuals are likely to increase their level of performance. However, in instances where individuals have rudimentary cognitive skills, they are less motivated by money. It is therefore important that organizations understand the needs or the factors that motivate their employees to ensure they remain motivated and increase the performance in the organization. It is however, important for managers to provide a conducive working environment that allows self engagement. Individuals will be motivated to work and this will definitely impact on their performance. Employees will be more creative and innovative if they have the autonomy to do what they feel is right.

The Puzzle of Motivation and Performance References

Pink, D. (2015), The puzzle of motivation [Video file], available from: http://www.ted.com/talks/dan_pink_on_motivation?language=en (Accessed on 6 December 2015).

RSA (2015), Drive: The surprising truth about what motivates us [Video file], available from: h ttps://www.youtube.com/watch?v=u6XAPnuFjJc (Accessed on 6 December 2015).

Human Resource Management Problem Statement

Human Resource Management Problem Statement Order Instructions: The problem statement must comprise of the following four parts:

1. Develop a problem statement
2. The hook with citation (current/peer-reviewed scholarly article)
3. The anchor with citation (current/peer-reviewed scholarly article)
4. The general business problem- Transparency in supply chain systems
5. The specific business problem- Ethics issues in supply chain sourcing
Note: Your problem statement must include proper APA citations and adhere to APA guidelines

Human Resource Management Problem Statement Sample Answer

For any research to be viable and of importance, the research problem should be aligned including the purpose, questions, and the hypothesis. The research model could look linear, but the researcher’s efforts try to evaluate the effectivity of earlier efforts. The design level can be ascertained by collecting data, the processes involved and the procedure for data analysis. For this research, we analyze the future of business with the supply chain. The problem in this research is that most companies do not keep sufficient supply chain management (Armstrong, et al.,2014). The supply chain of any company should be brief and open to all business partners. This enhances service delivery. Massive research should be done to improve supply chain management.

Supply chain should be considered a transparent and anchored procedure and thus critical towards managing the increased levels of risk in an environment that corporate supply chains include many regulations. The quantitative approach mainly looks at universal laws thus governing the cause and effect of a phenomenon. It is based on what can be observed and thus, variables can be manipulated. Ethics in business is less governed yet it forms the fundamental areas in the success of any organization. This research aims at evaluating the outcome and any positive returns earned by an organization if it observes supply chain management. The research is mainly aimed at comparing the supply chain of different companies while estimating their return levels. A corrupt and long supply chain appears to be less effective compared to a well-monitored supply chain system (Armstrong, et al.,2014).

This research problem narrows down to evaluate the effects of ethics in the supply chain management of a business. Ethics should be viewed as a great contributor to the success of a business. Well-Established marketing connects the business with customers and thus, easy problem-solving. When customers are well taken care of, they feel satisfied with the services offered and thus ensuring future business expansion security. Therefore, ethics should be considered a major ingredient to the success of any business. (Armstrong, et al.,2014). Researchers’ should be willing to re-arrange the project to a specified alignment even if it is repetitive to suit the ethical issues in supply chain management.

Human Resource Management Problem Statement References

Armstrong, M., & Taylor, S. (2014). Armstrong’s Handbook of human resource management practice. Kogan Page Publishers.

HRM Practices and Employee Performance

HRM Practices and Employee Performance Order Instructions: Annotated Bibliography

The topic is “EFFECTS OF HRM PRACTICES ON EMPLOYEE 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.) Please, it is important that the writer use sources not older than 5 years, and please it is also important to include the DOI where necessary.

HRM Practices and Employee Performance Sample Answer

HRM Practices and Employee Performance

Mahmood, F., Iqbal, N., & Sahu, S. R. (2014). The impact of human resource management practices on employee performance in banking industry of Pakistan. Euro-Asian Journal of Economics and Finance, 2(1), 86-99.

Mahmood, Iqbal, and Sahu (2014) targeted the Pakistan banking industry when investigating the influence of HRM practices on the performance of employees. The researchers used a survey questionnaire to collect their data. They used open-ended questions so as to obtain relationships between different variables compare their respondents at the same time. The research involved a sample of 150 banking employees in Lahore. Data was analyzed using histograms, t-test, regression analysis, correlation, and scatter plots. The literature review for the research involved using journal articles to inform the study. Sources consulted were within a five-year-old time frame. The researchers concluded that there is significant correlation between HRM practices and the performance of employees in the studied area.

Ozolina-Ozola, I. (2014). The impact of human resource management practices on employee turnover. Procedia-Social Behavioral Sciences, 156(2014), 223-226. Doi. 10.1016/j.sbspro.2014.11.178

Ozolina-Ozola (2014) aimed at identifying HRM practices that influence employee turnover. The researcher applied expert survey and document analysis methods so as to accomplish the objective of the study. Both qualitative and quantitative techniques were applied in the study. Literature review for the research involved consulting scientific studies through academic libraries that specialized in HRM. The researcher grouped factors influencing employee turnover into job design, training and development, recruitment, involvement, communication, rewarding, planning, opportunities, and induction.

Khalid, M. M., Rehman, C. A., & Ilyas, M. (2014). HRM Practices and Employee Performance in Public Sector Organizations in Pakistan: An Empirical study. International Journal of Management Sciences and Business Research, 3(2), 68-78.

Khalid, Rehman, and Ilyas (2014) used the Pakistan public sector to investigate how various HRM practices in the country’s public sector influenced employee performance. The study involved a population sample of 120 managers in Lahore Pakistan. The investigators used a 27-item questionnaire to collect data from study respondents. They reviewed literature that addressed HRM practices such as planning, compensation, performance appraisal, as well as training and development. The investigators found that public sectors did not realize steady performance. According to the researchers, there were certain HRM practice complementarities that would enable public organizations to be steady in their performance.

HRM Practices and Employee Performance References

Ozolina-Ozola, I. (2014). The impact of human resource management practices on employee turnover. Procedia-Social Behavioral Sciences, 156(2014), 223-226. Doi. 10.1016/j.sbspro.2014.11.178

Human Resource as a Source of Competitive Advantage

Human Resource as a Source of Competitive Advantage Order Instructions: No Title page needed.

Why is it important for companies today to make their human resources into a competitive advantage? Competitive advantages focus on condition or circumstance that puts a company in a favorable or superior business position. Explain how HR can contribute to doing this.

References—6-7 scholarly citations/references

Human Resource as a Source of Competitive Advantage Sample Answer

Human Resource as a Source of Competitive Advantage

As business environment bbecomesincreasingly complex and dynamic, organization are relying on their human resource for development and sustainability of competitive advantage. Competitive organization are dramatically increasing the weight, the value and strategic role of their human resource departments in developing new business ideas and innovations to gain the competitive advantage in the market (Bartlett, & Ghoshal, 2013). Competitive advantage is defined as an advantage that a company has over other key players or competitors in the market. Competitive advantage enables a company to generate more sales or margin or win more customers as compared to its competitors in the market. Competitive advantage is derived from the firm’s product offering, cost structure, distribution network, branding and customer support.

It is important for organizations to mold their human resource into a source of competitive advantage. The reason is that human resources are one of the most valuable assets in an organization. Employees can either build or destroy an organization within a short period. The better the organization employees regarding efficiency, creativity, and innovation increase the company production, profitability, and development of sustained competitive advantage (Doz & Prahalad, 2013, January). Human resource is one of the real assets and plays an important role in creating products from natural resources as well as providing services on the organization clients. It is the same human resource that interacts with customers when offering their products and services in the market. Therefore, customers will be more inclined to like an organization with friendly employees as compared with an organization with poor customer relation.

Because of the ever-changing business world, companies strive to employ employees with requisite skills to help in driving the organization towards attaining organization sustainability. Skills demand jobs also keep on changing from time to time and as such knowledge is becoming more and more valuable in an organization. It is the role of the human resource department to recruit the best employees, design appropriate and effective employee training plans and come up with successful retention programs that can help an organization gain competitive advantage (Buller & McEvoy, 2012). Talent is a significant feature that improves organization performance. Statistics indicates that organization with engaged employees who are enthusiastic and committed to their work perform better as compared to their competitors regarding productivity, customer ratings, and profitability.

Innovation is also important if an organization wants to gain competitive advantage. Most great ideas and innovation often emanates from within the organization. Therefore, having a potent human resource management that can help secure the best employees, develop communication and networking within the organization and provide the necessary training to enable employees to become part of the organization innovation team is imperative. A variety of perspectives within the organization can yield pioneering ideas relating on how to differentiate company products or service or how to create new products. Human resource is one of the richest sources of new ideas and innovation. Therefore, an organization should develop a culture that permits employees to explore their skills and natural talents to promote creativity and innovation in the workplace.

Competitive advantage is derived from offering lowest prices on the market. This can be achieved through minimization of operating expenses to maximize the organization profits. Having efficient human resources that can produce value at the minimum expense can lead to the minimization of cost, and thus the organization can lower their prices as compared to its competitors and thus gain competitive advantage. This is achieved by hiring the best employees that can work as a team to increase organization productivity as well as minimize production cost. The human resource department can also train its employees.

A company can also derive its competitive advantages from operational effectiveness. In such a situation, having skilled employees, who develop ways to reduce operation cost, can help increase operating margin. Having a strong organization culture, and high employee morale and engagement through motivation can help the organization to increase its productivity, profitability, and competitive advantage.

Human Resource also provides various skills and experience to the company. For an organization to attain a competitive advantage, the organization requires various skills ranging from production to customer service delivery. Human Recourse Department can play an important role in the recruitment of specialist who understand organization strategic goals and can play an important role in bringing success to the company. The human resource department can also help in designing job descriptions and training programs to bring out the best of the employees. By aligning human resource goals with the organization long term goals, the company will be able to derive competitive advantage from its human resource.

Human Resource can also help in the transfer of skills necessary for the effective operation of a company. That is older employees in an organization can transfer their skills to their juniors and new employees in the organization (Aswathappa, 2013). It is the duty of the human resource department to ensure retention of such valuable skills within the organization. Therefore, human resource helps an organization to retain important, valuable skills that can be used to derive a competitive advantage.

The human resource also helps to enhance organization corporate image. A company is essentially the stakeholders, management, and staff. It is the employees of the organization that interacts with customers in the market. Therefore, human resources are the bearers of organization corporate image (Decenzo & Robbins, 2015). The way employees interact with customers of the organization can determine how the company is perceived. Employees who treat customers with respect and using corporate ethics plays may enable a company to gain reputation and thus competitive advantage. Employees are also the ones who carry their companies brand when relating with people in the community.

The human resource department also plays an important role in shaping organization human resource into a source of competitive advantage. The human resource is responsible for recruiting employees with the requisite skills necessary for handling business operation. It is also the duty of human resource management to design job descriptions and training programs (Wagner III & Hollenbeck, 2014). On the same note, the department is also responsible for advising a company on where to source for the best candidates to work for the organization.

It is also the duty of the human resource to ensure that employees stay motivated through the provision of reward systems to appreciate and reward employee performance. It is the duty of the HR department to develop performance evaluation programs to point out and reward exceptional performance in the organization. As such help motivate employees to work towards attaining organization goals and thus organization sustainability.

In conclusion, human resource is a valuable asset to cthe ompany, and when utilized well it can be a source of competitive advantage. Human resource provides a competitive advantage because it is the human resource that produce products from raw materials or provide services to the organization clients. Similarly, it is the human resource that interacts with organization consumers, help improve productivity, minimize production cost through efficient operations and thus a source of competitive advantage.

Human Resource as a Source of Competitive Advantage References

Bartlett, C., & Ghoshal, S. (2013). Building competitive advantage through people. Sloan Mgmt. Rev, 43(2).

Doz, Y., & Prahalad, C. K. (2013, January). Quality of management: An emerging source of global competitive advantage?. In Strategies in Global Competition (RLE International Business): Selected Papers from the Prince Bertil Symposium at the Institute of International Business (p. 345). Routledge.

Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), 43-56.

Wagner III, J. A., & Hollenbeck, J. R. (2014). Organizational behavior: Securing a competitive advantage. Routledge.

Aswathappa, K. (2013). Human resource management: Text and cases. Tata McGraw-Hill Education.

Decenzo, D. A., & Robbins, S. P. (2015). Fundamentals of human resource management. John Wiley & Sons.

Managers and HR Challenges in Establishing Performance

Managers and HR Challenges in Establishing Performance Order Instructions:

A range of challenges confronts managers and HR leaders when establishing a performance management system. Staff at all levels can have a critical role in this complex process.

In this essay, you will explore the challenges of – and possible solutions to – implementing a performance management system.

To complete this essay:

•In approximately 850 words, analyze specific challenges faced by staff and managers in implementing performance management systems, and recommend ways in which HR leaders can help staff and managers overcome these challenges.

In formulating your essay, consider the following questions:

•How do the challenges faced by employees – or those subject to the performance management system – differ from those faced by managers responsible for implementing it?

•What are the implications for staff, and the organisation as a whole, if these challenges are not overcome?

Important Note:
Please follow the exact instructions
above.

Managers and HR Challenges in Establishing Performance Sample Answer

Challenges that confront managers and HR leaders when establishing a performance management system

Organizations often identify a number of challenges whenever they execute performance management systems. This paper discusses the challenges of executing a performance management system as well the possible solutions to the identified challenges. Furthermore, the implications for employees and the company as a whole are described if those challenges are not overcome.

Design challenges: a major challenge is that the performance management system may be poorly designed such that it fails to address the organization’s specific needs (Dahling & O’Malley 2011). To overcome this challenge, the performance management system has to be designed to address the company’s particular needs. The process of design must entail an extensive consultation with important stakeholders and the system’s future users. Interaction and consultation are essential in building relationships and trust with pertinent stakeholders and staff members. Trust is a key necessity for the performance management system’s success. Before being applied in the company, the new performance management system has to be thoroughly tested and piloted. The consequence of applying a system which is incomplete is that it would result in loss of time, loss of human and fiscal resources, and credibility, over and above increasing opposition to change (Mone et al. 2011). An incomplete performance management system also results in low acceptance of this new system. The individuals who are involved in designing should have expertise in performance management and they should understand the context of the organization.

Lack of integration: performance management in any business organization should be approached from an integrative standpoint. It is important to create synergy between the performance management system and organizational structure, culture, human resource management processes, strategic planning and every other important organizational processes and systems (Risher 2012). Team, individual and organizational objectives have to be harmonized. If integration is absent, the performance management system could not succeed on its own, in spite of how good it may be.

Lack of support from the top management: to overcome this challenge, the execution of the system should be driven and supported by the organization’s senior leadership. The senior executives should be committed to executing the performance management system. The senior executives have to be encouraged to inspire the employees, create a common vision, and create a performance management system which will drive the whole company toward a shared purpose (Dahling & O’Malley 2011). An organization that has excellent performance management outcomes has strong vision-driven and value-driven leaders who take risks, communicate the vision, inspire employees, and offer support as well as rewards.

Incompetence: to effectively overcome this challenge, the persons who are involved in the performance management system should have relevant skills, attitudes, and knowledge to use this system. Some of the key skills needed are as follows: be able to develop performance indicators, performance agreements, management competencies, and key results areas; should be able to measure performance indicators; should be able to communicate the results and give feedback; and should be able to monitor and evaluate the performance management system (Armstrong 2014). To ensure that those who utilize this system are constantly developed, proactive training and development will need to be carried out.

Lack of rewards: to overcome this challenge, a reward system which discourages mediocre and low performance and rewards high performance has to be established. A holistic and inclusive reward system that comprises a variety of rewards including study and learning opportunities, promotions, public acknowledgements, greater work responsibilities, merit awards, and monetary rewards need to be developed and communicated to all employees. A lot of importance should be given to rewards that are non-financial. Measures will have to be established for taking corrective action against staff members who are low performers (Mone et al. 2011).

Communication challenges: to effectively overcome this challenge, a hands-on communication strategy and process has to be followed during the performance management system implementation. Communication is a critical success factor of the whole performance management system. It is worth mentioning that effectual communication calls for the provision of pertinent information. Effective communication also reduces anxieties and fears, ensures buy-in from the system’s users, generates commitment to the system, and decreases resistance to change (Gruman & Saks 2011).

Lack of monitoring and evaluation: to effectively overcome this challenge, the implementation of performance management system has to be monitored constantly. Problems should be detected early enough so that prompt remedial action could be taken. It is important to develop monitoring systems that would gather information methodically, analyze that information and interpret it, and utilize it for decision-making. The process of evaluation has to be carried out regularly so that any problems could be detected early enough (Dahling & O’Malley 2011). The identified problems have to be fed back to the design stage so that prompt remedial action could be taken aimed at addressing the problems identified. For the performance management system to be successful, it should be evaluated and improved continually.

The identified challenges are not insurmountable hindrances, but are aspects that call for much attention and work. If these challenges are not addressed, they could actually cause the organization’s performance management system to fail. The challenges can undermine the performance management system’s execution. In essence, to prevent the challenges from undermining the execution of the performance management system, it would be important to meet those challenges head-on.

Managers and HR Challenges in Establishing Performance References

Armstrong, A 2014, Armstrong’s handbook of performance management: An evidence-based guide to delivering high performance (5^th ed.). London: Kogan Page

Dahling, JJ., & O’Malley, AL 2011, Supportive feedback environments can mend broken performance management systems. Industrial and Organizational Psychology, 4:201-203

Gruman, JA & Saks, AM 2011, Performance management and employee engagement. Human Resource Management Review, 21(2): 123-136

Mone, E., Eisinger, C., Guggenheim, K., Price, B., & Stine, C 2011, Performance management at the wheel: Driving employee engagement in organizations. J Bus Psychol, 26: 205-212

Risher, H 2012, Employers need to focus on improving performance management. Compensation & Benefits Review, 44(4): 188-190

Effects of HRM Practices on Employee Performance

Order Instructions:

The writer will complete the following component of the paper using APA 6th edition. It is important that the writer follow the instructions below to complete this paper. Remember that the topic of the study we are working with is The EFFECTS OF HRM PRACTICES ON EMPLOYEE PERFORMANCE.
The paper must be properly formatted in APA 6th edition and must also include a reference page with references not been more than 5 years old.

Problem Statement

Text begins here. Text begins here. The problem statement describes the overall research problem being addressed and indicates why it is important to the practice of management (e.g., who would care if the problem were studied? It is helpful to state the general problem first and then state the specific problem considered. One approach is state a problem as a gap between the current state of a situation and the desired state of the situation. Either the current state or desired state may be implied and thus not explicitly included in the

problem statement.

The problem statement concisely states what will be studied by describing at least two variables and a conjectured relationship between them in quantitative studies. The problem statement describes the need for increased understanding about the issue to be explored in qualitative studies.
Problem statements should be concise: 150 to 250 words.

• General business problem that exists in business.
Two citations are required from the literature to establish a problem exists.
Example:

Jones (2010) stated that employee turnover in the health care industry averages 46% across the nation. According to Smith (2010), employee turnover contributes to loss of both revenue and customers. The numbers and citations anchor the existence of the problem.

• Your specific issue/problem that you will address.
Example:
Employee turnover in Denver, Colorado is 66%, or employee turnover in Houston, Texas is 12%.

The focus of this study is to explore or examine

Purpose Statement

Text begins here. The Purpose Statement of the study clearly describes the intent/focus of the investigation. Smith (2009) provided an excellent discussion on the purpose statement as well as some scripts that may be useful in constructing this statement.
The statement should be crafted into a mini story (250 words) that includes the following six pieces of information:

• Research method is identified as qualitative, quantitative, or mixed.

• Research design is clearly stated.

• Research variables (if a quantitative or mixed method) are briefly identified: independent, dependent (experimental study), or a correlation (relationships, comparison).

• Specific population group of study is identified and justified.

• Geographic location of study is identified.

• Contribution to social change is described.

Research Question

Text begins here. Identify the research question that will guide the study. For example, this study explores, examines, or xxx. Note: There may be one or more overall central questions.

SAMPLE ANSWER

Effects of HRM Practices on Employee Performance

Problem Statement

Human resource management is the art of managing employees in a firm or any other institution. The efficiency and success of employees depend on the practices put by the HR department. These practices include recruitment and selection, compensation and remuneration, promotions and disciplining (Armstrong et al., 2014). These practices directly affect the conduct and behavior of the employees. If these practices are favorable, then their delivery is positive. However, if the practices are not favorable, then the work of the employees can be catastrophic. All institutions primarily depend on employees to achieve their goals and objectives. Therefore, it goes without saying that a happy workforce will deliver as expected and thus the management must effect favorable practices. The shareholders too are interested in the performance because they are directly affected by the overall performance of the firm. We can take two practices for a thorough study. Taking remuneration practices as the research problem. Various firms remunerate employees based on various criteria. Some of these criteria may be the duration of an employee in the workplace, seniority of an employee, level of education and special skills of an employee (Armstrong et al., 2014). It simply shows that there are no specific standards for designing remuneration. These methods call for proper integration of all these criteria to get a satisfied workforce.

In our study, let us take a firm that pays its employees based on the duration an employee has taken in the firm. This criterion has the advantage of awarding loyalty. Employees will tend to stay longer in jobs since the longer they work, the higher the pay. However, it affects newer employees negatively. Both new and old employees should be satisfied with the salaries they earn to achieve best results for the firm. The study intends to harmonize pay independent of factors that may affect the employees negatively.

Purpose Statement of the Study

The best research method should be direct and personal. It should be a touch of both quantitative and qualitative (Van de Vooerde et al., 2012). It will get the best information and methods of tackling the problem. It will also indicate to the employees that they are an integral part of the firm

The research design should be logical to address the research problem. The collection and analysis of data should be handled by experts to come up with the most viable way out. In collecting data, the enumerators should ensure unbiasedness so as to come up with good data for analysis (Kooij et al., 2013). The analysis can even be presented to the employees for them to see that their input has been put into consideration.

The researcher must ensure that both groups of interviews are available. The fact that the pay system is affecting job performance must be clearly shown. The employees are the independent variables and thus factor in the research (Mahadevan et al., 2014). The recommended pay system must employ a reconciliatory approach so as not to be seen as favoring either group of employees.

The population under study are the employees. However, the managerial staff should be excluded to eliminate chances of biases. All the other employees, both new and old, should be the respondents in the study. The area of study should not go beyond the firm. Geographically, only the firm premises should be taken as the area of study. However, any field employee should not be excluded on this basis. The study will invariably bring change. Higher or lower recommended pay will affect the social behavior of the problems. All this must be put into consideration during the study.

Research Question

The study addresses issues of the effects of HRM on employee performance. The main issue being how specific HRM practices affect the individual or overall employee performance of the employees of a given organization. This topic has been an interesting one with recent research based on this phenomena. However, this paper will look at successful researching the topic in relation to a given example of a firm facing a relative situation.

References

Armstrong, M., & Taylor, S. (2014). Armstrong’s Handbook of human resource management practice. Kogan Page Publishers.

Kooij, D. T., Guest, D. E., Clinton, M., Knight, T., Jansen, P. G., & Dikkers, J. S. (2013). How the impact of HR practices on employee well‐being and performance changes with age. Human Resource Management Journal, 23(1), 18-35.

Mahadevan, A., & Mohamed, F. A. (2014). The impact of Human Resource Management (HRM) Practices on Employee Performance. International Journal of Accounting and Business Management, 2(2), 15-25.

Van De Voorde, K., Paauwe, J., & Van Veldhoven, M. (2012). Employee well‐being and the HRM–organizational performance relationship: a review of quantitative studies. International Journal of Management Reviews, 14(4), 391-407.

https://psycnet.apa.org/doi/10.1111/j.1468-2370.2011.00322.x

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Strategic leadership and performance

Order Instructions:

Why do organisations implement formal performance management systems? What strategic or operational goals might such a system help the organisation accomplish? Strategic HR leaders may be in a position to assess their organisation’s environment, culture, capabilities and goals. They could also make a case for performance management within this context.
In this essay, you will explore the implications of a systems approach to performance management for organisational and staff outcomes.

•Write a 550 -word analysis of the intended strategic impact of performance management systems in an organisation. Also describe the impact of performance measurement for individual, team and organisational performance.

•In formulating your Key Concept Exercise, consider the following questions:

o Why do organisations implement performance management systems?

o What would be some potential issues with not having a formal performance management system in place? How might this have a negative – or positive – impact on the organisation and its staff?

o Consider the potential implications of performance management for staff, for leaders and for business outcomes.

SAMPLE ANSWER

Performance has been defined by many scientists and philosophers. Performance is the output of work since they provide the direct linkage to the strategic goals of an organization, measures economic contribution and even customer satisfaction (DE Martini C, (2013). Performance is a mark left behind by a person, and that exists apart from the intended purpose of that person. It is also something that depends on a variety of factors as it is multidimensional. Performance management, therefore, describes a process set by an organization by which it will ensure that employees are aware of what they are expected off and the level of performance expected of them and the role as well as any individual objective they will need to achieve to achieve overall organizational objectives. (Bourne M, and Bourne P, 2011).

Adoption of formal or informal approach depends on the size of the organization such that a small organization will adopt informal performance management approach. A large organization will tend to adopt formal performance management approach since a large organization needs a proper and effective management system.

One of the reasons why organizations should carry out and practice the implementation of formal performance management systems is to organize any training needs to be highlighted by the employees (Leonard, B 2011). In this case, it will ensure that each and every employee knows what he or she is expected of and takes part in the performance of the organization. The formal performance system also helps to rectify employee’s performance.

Formal performance management system helps strategic HR leaders to be in a position to assess their organization’s environment, culture, capabilities, and goals. Formal performance management systems, also, is of benefit since it enables the employees to understand their importance of their contribution to the organizational goals and objectives to the realization of Their success. If an organization implements the formal performance management systems, it will realize improved organizational performance, employee retention and loyalty, overcoming the barrier to communication, cost advantages and even improved productivity.

A well-organized formal performance management system that is well implemented and properly designed plays a crucial role in the performance of the organization. It is holistic in nature and a strategic tool that looks into every activity of the organization, individual management, team and also overall organizational performance.

Performance management establishes a culture that drives the company positively towards achieving its goals (Daniels A, 2014).Companies that fail to implement formal management performance may not be in a position to realize their performance. This is so because of the lack of proper individual and group management and also where every activity of the organization is not normally managed well. (Hope J, and Player S, 2012)

Upon conclusion, it is clear that, organizations that implement the formal performance management system, mostly achieve its goals and objectives, hence realizing a better performance in the global competition. Most of these organizations are big, unlike small organizations who use informal performance management. From my point of view, organizations should adopt formal performance management systems, as it helps in realization of its success.

REFERENCES.

DEMARTINI, C. (2013). Performance management systems: design, diagnosis and use. http://dx.doi.org/10.1007/978-3-642-36684-0.

BOURNE, M., & BOURNE, P. (2011). Handbook of corporate performance management. Chichester, West Sussex, Wiley.

LEONARD B. E. (2011). Antidepressants. Basel, Birkhäuser Basel. http://dx.doi.org/10.1007/978-3-0348-8344-3.

DANIELS, A. C. (2014). Performance management, and changing behavior that drives organizational effectiveness.

HOPE, J., & PLAYER, S. (2012). Beyond performance management: why, when, and how to use 40 tools and best practices for superior business performance. Boston, Mass, Harvard Business Review Press.

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Human Resources Management for Business in Texas

Human Resources Management for Business in Texas Order Instructions: For this two articles that I will send via email, the writer will respond base on the instructions below and he must clearly separate the respond to article one from article 2 with intext citations for each of the comments for the articles.

The writer will have to read each of this post and react to it by commenting, analyzing and supporting with relevant articles. The writer will have to read carefully before giving constructive comments or criticism on the post. The writer should write a one paragraph of at least 150 words. APA and in text citation must be use as each respond to the 4 article must have in text citations. The writer will have to use an article to supports his comments and criticism on each of the article. Address the content of each post below in a one paragraph each, analysis and evaluation of the topic, as well as the integration of relevant resources. The writer cannot just say “I agree or disagree” the writer must constructively support and use relevant sources to support his point why expanding on the article.

Must also include references at the end of each comments for the different articles.

Human Resources Management for Business in Texas Sample Answer

Article name: Exploring Strategic Human Resource Management Practices for Small Business Owners in Texas The above article focuses on how managers can manage a productive workforce within small business establishments. By conducting interviews in Texas on entrepreneurs who have, more than five years’ experience the researcher was able to come up with the key factors these entrepreneurs use to manage a successful employee population. I strongly agree on the strategies that SME owners ought to adopt to run an efficient HRM department. The researcher found out that the most experienced business had the most effective human resource department. Previous mistakes by the businesses that have been in existence for long means they have moved on. Upcoming businesses have to learn from them to avoid repeating the same mistakes (Small Business Administration, 2015). Another major observation was that motivating the employees made them stay. Motivating employees using various motivational practices like tokens improves their efficiency and retention. Proper communication is also an essential part of a good relationship between a business owner and their employees. This way crucial information can be passed up or down the chain of command for more efficiency and a good relationship build up between the employee and the employer. Training employees make them more equipped to perform specific tasks and are obliged to stay at the organization longer. Creating a good working environment makes employees stick longer at an organization (Sgobbi, &Cainarca, 2015).

Human Resources Management for Business in Texas References

Sgobbi, F. &Cainarca, G. C. (2015).High-performance work practices and core employee wages: Evidence from Italian manufacturing plants.Industrial & Labor Relations Review, 68, 426-456. doi:10.1177/0019793914564967

Small Business Administration.(2015). Office of Advocacy-Small business profile.Retrieved from http://www.sba.gov/advocacy

Article Name: The Leaders and Managers Critical Role in ECRM Adoption in SMEs in Yemen

Author: Ahmed Mohammed Taqi

The paper focuses on how leader and managers can successfully adopt electronic customer retention management for small and medium enterprises in Yemen. The researcher successfully establishes the importance of adopting the eCRM practices among small business. He states that establishments with a running eCRM system enjoy customer loyalty, have better marketing awareness and have a good relationship with their customers (Dezdar& Ainin, 2011).The paper also successfully shows the importance of top managers of such organizations learning the significance, implementation and management of an eCRM system. The paper will be critical in reducing the failures experienced in the implementation of eCRm within SMEs in Yemen. The researcher postulates that managers can lead to failures of success in the implementation of the system. Where leaders understand their role in implementation and management, there is a higher success rate in the adoption of eCRM (Harrigan et al., 2011). This research will be a good reference for managers in Yemen who are unsure of whether to adopt or reject the implementation of eCRM within their organizations.

Human Resources Management Practices for Business in Texas References

Dezdar, S., & Ainin, S. (2011). The influence of organizational factors on successful ERP implementation.Management Decision, 49, 911-926. doi:10.1108/00251741111143603

Harrigan, P., Ramsey, E., & Ibbotson, P. (2011). Critical factors underpinning the e-CRM activities of SMEs. Journal of Marketing Management, 27, 503-529. doi:10.1080/0267257X.2010.495284