Category: Human Resource Management

Human resource management of an Organization

Human resource management of an Organization
         Human resource management of an                                              Organization

Human resource management of an Organization

Order Instructions:

For this paper, the writer will have to reference back to 113422 and use that as a starting point for this paper, and will also have to stay strictly on the templates provided as that is critical for this paper. This is a high level written and the writer must pay attention to all details. And closely follow all instructions indicated in the template. The prof has provided detail information in the template and the writer will have to write directly in the template as instructed. They are 6 parts to address this week and including the 10 pear review references and also not that THE CANNOT BE MORE THAN 5 YEARS OLD.
This assignment will prepare you for presenting your doctoral study proposal in week 8.
Be sure to use the mandatory Application Assignment Template Rubric” file for this assignment send to you by your prof. The template/rubric contains helpful notes which you will remove and insert your content. The scoring rubric is directly below the application content area. You will submit the entire document; application assignment and rubric.
Remember the topic we are working on is The Effects of Human Resource Management (HRM) Practices on Employee Performance
This final draft must include the following main elements (use template to ensure you are in compliance):
1. Background
2. Problem Statement
3. Purpose Statement
4. Central Research Question
5. Theoretical/Conceptual Framework
6. Significance of the Study
7. Minimum of 10 peer-reviewed references
Using the Application Assignment Template/Rubric giving to you by your Prof, write a draft of your own proposal.
It is strongly recommended you review your Application Rubric send to you prior to starting the assignment. Reviewing the rubric requirements will aid you in understanding the content and grading requirements for this assignment.
Note: You must have at least 10 peer-reviewed references listed in proper APA format.
Your paper and reference pages should be in accordance with APA 6th Edition guidelines.

I will send the templates Via Email to you guys, and as I said the writer must strictly follow the template for this paper.

SAMPLE ANSWER

Background

The performance of any organization primarily lies in its workforce. Many organizations that have turned out to be successful have realized that in as much as there are determinants that contribute to the success of an organization, the most important element remains the performance of the human resource (Akhtar, Azeem, & Mustafa, 2014).  It is vital that the nature, size, and the activities an organization undertakes would not spur its growth if the involvement of the employees in these functions is not available.

Considering the nature of the modern market, several organizations have embarked on an approach geared towards improving the productivity of their employees through the advancement of the Human Resource Management practices. According to sources, the Human Resource Management (HRM) practices have the capacity to spur an organization towards achieving a competitive advantage since they significantly have a relationship with the employee’s performances (Loo-See, & Leap-Han, 2013). Effective (HRM) practices, therefore, improves the performance of an organization, a factor that leaders to its productivity and attainment of profits.

However, despite the reforms that has been made towards enhancing the (HRM) Practices geared towards advancing the productivity of employees, the desired level of employee performance has not yet been achieved, a factor that has posed challenges to organizations. In this current dispensation, it is critical to determining the fact that only those organizations that strive towards improving the performances of their employees can achieve success since this remains the only key to productivity (Akhtar et.al2014). It is essential to heed that the management of an organization employs training, compensations and employee involvement and participation, and performance appraisal in their (HRM) Practices.

The primary focus of this paper is in determining the impact of (HRM) Practices and how this is related to the performance of employees in undeveloped countries. To provide an in-depth analysis into this paper, I will test the impact of (HRM) Practices and its impact on employee’s performance in Nestle Pakistan Limited. It is also crucial to mention that the primary objective of carrying out this study is in discovering the best Human Resource Management Practices that can enhance the productivity of employees within this company. Through this, the paper will embark on finding the challenges that the organization faces in improving the productivity levels of its employees with the aim of providing a conceptual framework that can be used by the managers in employing such practices.

Problem Statement

It is critical to note that there are many reasons as to why managers do not achieve productivity in their organizations. The managers have always embarked on how they would improve the performances of their employees including the factors that make other employees more productive within their job areas than others (Ansari, 2011). In line with this, this research study seeks to determine the extent at which HRM promotion practices impact the perceived performances of employees.

Purpose Statement

This study seeks to analyze the declining performances of HRM practices in Nestle Company based in Pakistan. This study has been conducted to determine the manner in which HR practices impact the performance of employees in this company.

In order to give a clear picture of this, both the positive and the negative connections will be reviewed between the variables in the (HRM) practices and their impact on the performances of the employees working in Nestle Pakistan Limited. This study will, therefore, attract the attention of not only Nestles management but other private sector organizations with the aim of improving the practices.

The findings of this study will also assist Nestle in improving its productivity and efficiency through the development of appropriate (HRM) practices through an approach aimed at optimizing the abilities of its employees and developing strategies that motivate their productivity. Through this, the organization will be in a position to achieve its core objectives (Ameeq-ul-Ameeq, & Hanif, 2013). It is, therefore, essential to determine the fact that this requires a research methodology that is described herein. To achieve the research objectives of this paper, a descriptive research approach will be incorporated to give a typical description of some of the phenomenon in this study. The descriptive research approach will ensure that the existing situations are described rather than interpreted.

It is, therefore, essential to determine the significant variables that will be noticeable in this study will be in the areas of performance, evaluation and promotion, compensation (Ameeq-ul-Ameeq, & Hanif, 2013). In line with this, the targeted population remains the employees and their evaluation of how HRM practices impacts on their performances within an organization with particular reference to Nestle Company in Pakistan. The primary reason for the consideration of the three variables is based on the consideration of the fact that Nestle Pakistan Limited carries its functions in a developing region where the physiological needs dominate and impact the productivity of employees. The quantitative approach to research will, therefore, prove effective since it will give more results as compared to the qualitative method.

Given the nature of the research study, the population at stake will be the employees of Nestle Pakistan Limited. In as much as the numbers of female staffs may be dismal, the primary objective of the study will be in determining the performance levels as impacted by (HRM) practices (Ameeq-ul-Ameeq, & Hanif, 2013). It is therefore anticipated that the findings of this study will help the managers at Nestle foster the appropriate (HRM) practices that would influence the performances and productivity of the company’s employees. Additionally, these practices will also create an effective relationship between the company’s management and its employees.

Research Question

It is, therefore, essential to determine that the success of this study depends on identifying the challenges that Nestle has faced over time in using appropriate HR practices in improving the productivity of its employees. The study will determine how Nestle Pakistan Limited can improve its productivity through the efficient use of HR practices. Additionally, the study will also evaluate the manner in which HRM practices impact the productivity of the company’s employees.

Theoretical or Conceptual Framework

Based on this study, the conceptual framework as determined would, therefore determine approaches of how to improve the performances of their employees including the factors that make other employees more productive within their job areas than others. Prior to reviewing the different kinds of literature in this study, it is critical to determining that the (HRM)  practices reflect the specific actions within an organization that is developed to achieve some specified outcomes (Ansari, 2011). It is therefore essential to establish the fact that this theoretical framework on the employee’s performance as perceived would be the dependent variable while on the other hand the HR practices such as performance evaluation, compensation, and promotion practices remain the independent variables as depicted below. Figure 1.

 

Having determined this, it is crucial to understanding that this research study is typically based on the resource-based view.  The foundations of the RBV within an organization dates back from the works of Penrose in 1959 who perceived that an organization’s collection of productive resources both in the physical and human forms, as well as material have the capacity to spur the productivity of a company (Ansari, 2011). In other words, the view holds that a firm can gain its competitive advantage through the use of its internal resources.

It is, therefore, imperative to mention that the resource-based view is grounded on four essential assumptions in any organization. To begin with, the resources within an organization need to add positive value especially in the HR context, a factor that Nestle has struggled with for a time (Ansari, 2011). In this event, the company may use its resources in ensuring that better HR practices such as training are incorporated into its functions to boost its productivity.

Secondly, the RBV also holds that a company’s resources should be unique especially in the concepts of the HR (Bhatt, 2012). In as much as every employee has unique skills and knowledge, within the setting of Pakistan where Nestle operates, the organizational structure assumes that the employees are not equally important in achieving success in a company. It may, therefore, be easy to hire a production manager in Pakistan than in any other region.

Thirdly, it is also significant to mention that the resources of an organization should be imperfectly imitable. For instance, a company may develop an HR module through a specialized technology. However, this innovative approach may not apply to other organizations dealing with the same line of products. This, therefore, determines the fact that different business environments have the capacity to dictate an organization’s performance.

Lastly, according to the RBV, resources need not be substituted for other resources for other competing organizations. This, therefore, provides a challenge for several organizations that compete within the same line of products (Bhatt, 2012). An instance of this can be depicted when an experienced manager from Nestle is hired by another company to enter into the local business. This will, therefore, be an opportunity for the HR department to develop new resources to be the market leaders from time to time at a lower cost. Linking this theory to the organizational practices at Nestle, it is imperative to determine that the company can apply variable HR practices through an approach that considers its unique resources and environment to impact the performances of its employees.

Significance of the Study

Contribution to Business Practice

In line with this, the study will help Nestle Pakistan Limited in aligning its HR practices with the performance of its employees and determining some of the areas they have failed to comply with efficiently. The result of this is therefore anticipated to improve the efficiency and performance of the company’s employees (Bhatt, 2012). This will, therefore, help the organization in optimizing its employee’s abilities through an approach that seeks to use the resources within the company to develop viable HR practices.

Implications for Social Change

This study is therefore significant since it seeks to determine the positive and negative relations created between the (HRM) practices and the productivity of employees within Nestlé Company with the aim of developing a framework that can provide direction to the company’s managers on approaches to achieving their aspirations (Channar, Talreja, & Bai, 2015). Through this approach, a positive relationship that will spur the change of behaviors in employees will be initiated, a factor that will boost their productivity.

The results of this research inquiry will therefore be useful especially in creating awareness to HR personnel on the factors and the keys to gaining a competitive edge in the market (Shahzad, Iqbal, & Gulzar, 2013). It is, therefore, imperative to determine that the results of this study will initiate change in Nestles employees through a process that will require the company’s managers to develop efficient HR practices.

Research Findings

It is, therefore, essential to determine the fact that the HR practices of an organization remain significantly vital in determining the behavior and insolence of a company’s employees. This, therefore, brings the point that (HRM) is an approach that practically makes use of people through an approach that seeks to maintain the relations within the organization (Channar, et.al). It is this wake that most of the developing countries such as Pakistan are considering the efficiency of HR as an essential element in the success of an organization.

According to Cohen et al, some of the problems that the (HRM) in developing countries encounter include the dwindling performance values, low leveled salaries, limited incentives to inspire excellent performances,  the lack of the ability of firing unproductive personnel, promotion guidelines that are merely based on particular genders and seniority rather than the performance levels of employees, the lack of motivational tasks as a result of deficient managements, the lack of compensations against hard work, and employment measure that do not please the skilled personnel (Channar, et.al). As a result of this, many industries and companies that carry out their business operations in the developing countries such as Nestle Limited face unintentional barriers as a result of unproductive and outdated human resource practices and systems.

As a result of these factors, many research studies have therefore embarked on studies aimed at determining numerous HR practices that can significantly impact the performances of employees within specified environments (Channar, et.al).  Most of the studies have therefore revealed the fact that a cluster of HR practices may significantly influence the performances of employees especially those functioning in segregation. In short, an efficient initiation of these particular practices may initiate high performances within an organization depending on its resources and context.

The research therefore determined the fact that performance is a comprehensive observable element within an organization, a factor that led to the determination of eight HR practices that may impact the performance of employees (Channar, et.al). These factors include; selection practices, rewards, promotions, staffing and assortment approaches, guidance, the performance of employees, complaint procedures, and social security or allowances as factors that would spur the productivity of workers within an organization. Considering the nature of development in Pakistan, it is therefore essential to determine the fact that the impact of HR practices has a direct impact on the performance of an organization through the outcomes of employees, in this case-Nestle Limited.

Employees are motivated to productivity in the event that they are financially rewarded, a factor that hastens their performances and productivity. According to Saleem, (2014), companies are more likely to get an increase in their returns when they embrace the element of equity that in ignoring the long-term incentive plans. Remuneration according to this author can influence the behaviors of employees within an organization. In this, it is essential to determine the fact that compensatory practices have a positive relation with the perceived performance of Nestle Pakistan Limited employees.

Additionally, it is critical to establish the fact that the manner in which the performances of a company’s employees are evaluated is an important element in determining the need for training, an approach that would spur the productivity of organizations employees. Performance assessment and compensation, therefore, plays a significant role in enhancing the efficiency of a company’s employees (Khattak, Rehman, & Rehman, 2014). Research has therefore determined the fact that performance evaluation is a process that should be mandatory since it gives an organization the opportunity to identify, evaluate, rate and depict the work attitudes and quality of its employees. Performance evaluation, therefore, has positive relations with the performance of Nestle Pakistan employees.

Lastly, it is essential to establish that promotion is also a significant element that impacts the performance of organizations employees. Promotion goes with remuneration that elevates the earnings and grade of an excellent employee (Khattak, et.al). This, therefore, gives the illusion that there is a positive association that is tied to the promotional practices and employee performance. Nestle, therefore, needs to advance its promotional practices since these element has a positive impact on the performance of its employees.

Conclusion

The findings in this inquiry have therefore proved the fact that some of the challenges that Nestle Pakistan faced were about the development of viable HR practices that would impact the performance and productivity of its employees (Tiwari, 2011). Considering this fact, it is, therefore, essential organizations to realize that the performance of any organization primarily lies in its workforce.

References

Akhtar, N., Azeem, S. M., & Mustafa Mir, G. (2014). Impact of Human Resource Management (HRM) Practices on Perceived Organizational Performance. International Journal of Academic Research, 6(5), 23-30. https://www.doi:10.7813/2075-4124.2014/6-5/B.3

Ameeq-ul-Ameeq, & Hanif, F. (2013). Impact of Training on Employee’s Development and Performance in Hotel Industry of Lahore, Pakistan. Journal Of Business Studies Quarterly, 4, 68-82.

Ansari, N. G. (2011). Employee Perception of Human Resource Management (HRM) Practices: Impact on Commitment to the Organization. South Asian Journal of Management, 18, 122-149.

Bhatt, P. (2012). Understanding HR and Development Paradigms: Changes and Effectiveness, an Employees’ Standpoint. Organization Development Journal, 30, 75-89.

Channar, Z. A., Talreja, S., & Bai, M. (2015). Impact of Human Capital Variables on the Effectiveness of the Organizations. Pakistan Journal of Commerce & Social Sciences, 9, 228-240.

Khattak, A. N., Rehman, S., & Rehman, C. A. (2014). Organizational Success through Corporate Trainings: A Case Study of Hotel Industry of Pakistan. Journal Of Business Studies Quarterly, 6, 167-183.

Loo-See, B., & Leap-Han, L. (2013). Human Resource Management Best Practices and Firm Performance: A Universalistic Perspective Approach. Serbian Journal of Management, 8, 155-167.

Saleem, I. (2014). Strategic Management Research: The Missing Linchpin In Developing Economy’s Context. IBA Business Review, 9, 97-105.

Shahzad, F., Iqbal, Z., & Gulzar, M. (2013). Impact of Organizational Culture on Employees Job Performance: An Empirical Study of Software Houses in Pakistan. Journal of Business Studies Quarterly, 5, 56-64.

Tiwari, P. (2011). Impact of Selected Human Resource Management (HRM) Practices on Perceived Employee Performance: An Empirical Study. Global Management Journal, 3, 37-43.

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Developing a reward and compensation system for Qatar Airways

Developing a reward and compensation system for Qatar Airways
Developing a reward and compensation system for Qatar Airways

Human resource management; developing a reward and compensation system for Qatar Airways

Order Instructions:

Note to the writer:
Please revise my paper that I sent by email and comply with the following instructions and modify my paper as needed. The paper is around 850 words and you can add another 300 words.Thank you.

This week you will be continuing work on your Final Project for this module. The purpose of the Final Project is to apply the concepts and techniques of the module to the analysis of real-world situations or problems. Students are expected to use diverse sources of information and to carry out an original analysis rather than summarise or rehash existing work. Students are encouraged to use situations and data from their own experience where possible.

For this project, you will research a well-known multinational company or a multinational organisation that you know well and propose an appropriate reward and pay strategy that you believe would best motivate employees to meet the overall organisational strategy and objectives.

Your task for Week 7 is to hand in the outline of your Project Report and begin revisions as soon as you receive feedback from your Instructor. The completed report is due to be handed in next week. It should include:
1. An assessment of the organisation in terms of its organisational strategy, objectives, mission and values.
2. An analysis of the environment in which the organisation operates with regards to industry, business life cycle, etc.
3. An evaluation of the organisation’s current reward and pay strategies: for meeting its overall organisational strategy and for maintaining competitive advantage in the face of new challenges and changing conditions.
4. A reasoned and evidence-based conclusion about the level of success achieved by the organisation in motivating employees to reach organisational objectives and propose a reward and pay strategy that may better serve this purpose.
Naturally, a reference list of sources will be appended to the final analysis.

Your analysis and discussion should have a theoretical foundation based in library research and should demonstrate an awareness of the effect of cultural values upon successfully managing a diverse workforce.

SAMPLE ANSWER

Abstract

To develop a reward and compensation system for Qatar Airways that has a work force of about 31,000 employees and where more than slightly a half of the employees work directly for the airline requires a HRM policy that has a great contradiction between the different category of workers. The theory part of the design must be matched against the reality of achievement as most reward and compensation systems are mostly developed and are quickly followed by employee disillusionment as the systems fail to deliver the expected results.

Introduction

Qatar Airways has been in existence since the year 1993 and it has offices in one hundred forty countries where its destinations are located all over the world. It means that Qatar Airways has a multi-cultural work force whose diversity can be exploited for the benefit of the company. To motivate employees effectively then different categories should have strategic pay system that rewards hard work and motivates workers to continue working for the company by capturing the specific needs of each class or category of employees. For example, the compensation systems for pilots should be different with other employees whose contributions to the company are much higher and more critical than other categories. However, a research on the best reward and compensation system that the company needs to apply should be conducted and the views analyzed in order to develop a comprehensive reward system that is acceptable to all employees.

The company can utilize the use of a questionnaire that would suggest several motivational reward and compensation systems that are also provided with other rival airlines like Air Emirates and Etihad Airlines.

Qualitative data collection method should be applied in order to get the full information from the employees (Tashakkori and Teddlie, 2003). I have opted to use the naturalistic enquiry paradigm that mostly utilizes qualitative data collection methods (Beiske, 2007). The deductive theories also emphasize on wealth and richness of the source of information in deducing the hypothesis from the theories involved.

Rewards and Employee Satisfaction

Employee satisfaction is critical to the general employee retention strategies. Employees derive satisfaction from what is expected and what is actually received. Employees compare personal input, education, job skills, output, efforts, performance and other mix of general intrinsic and also extrinsic reward or compensation that they receive. The questionnaire should categorize different aspect of reward systems that would make it possible for all the employees to select or recommend their preferred reward system (Guest, 2011).

Employees also compare the rewards systems that are available in other companies in similar industries. Most employees also compare their input in terms of working hours and the compensation offered in rival companies. The proposed reward systems should be standard and realistic in order to avoid damaging the employees’ self-esteem.

Data Evaluation Methods

The information gathered should be evaluated using the data processing soft-wares available in the market like the SSPS or QRS data processing software (Onwuegbuzie & Teddlie, 2003).  Several popular selections should be selected but also the unique employee reward system preferred by certain employees should be considered and where it is possible to provide such rewards then the company should not hesitate to make them available to the employees. Qatar Airlines has a workforce that is culturally diverse and the employees’ beliefs are also different. Qualitative data collection techniques provide finer details on employee needs that the researcher should also pay attention to. All the employees should be eligible to participate in the research exercise (Hair, Wolfinbarger, Money, Samouel & Page, 2015). This approach offers enabling grounds for every employee to participate in growth of the organization from an informed perspective. It is understood that such perspectives usually make huge differences in organizations.

Rewards are actually intended to motivate specific behaviors in employees. Rewards and compensation strategies must be seen and perceived to be timely and tied strictly to effective employee performance. Several conditions are necessary for overall employee motivation.

All employees must certainly believe that effective individual or team performance would lead to specific rewards. For instance, achieving particular results would lead to a given bonus. When such beliefs are cultivated from past experiences, it becomes highly possible for employees to improve their performance.

It is crucial to note that; it would be fatal, in business terms, to give false promises when it comes to performance rewards. For instance, if management promised to offer rewards for a certain performance, and then fail to do so even after the targeted performance has been achieved, it subjects employees to mistrust. Such sentiments affect performance great deals.

The employees must also feel and believe that the rewards that the company is offering is attractive and competitive compared to the rest of the companies in the market. It should be noted that different employees have divergent views on reward system and motivation. Some employees would prefer promotion as they seek power while others would prefer other fringe benefits as qualification for pension, assured job security, opportunities for career growth or paid holidays (Guest, 2011). Based on this view then, it would be viable not to generalize dispensation of rewards to employees. It would be more reasonable to consider individual preferences before offering a given reward.

However, this does not mean leaving employees to dictate what reward is to be given to them. Rather, it is about weighing the available chances and opportunities and giving the best to an employee in consideration of their wishes and different personalities.

The employees must also be made to believe that individual effort would lead to achievement of the company’s standard performance. When this happens, it gives employees more motivation to achieve the targeted performance. Cultivation of such beliefs in employee is crucial because it shifts attention to the organization rather than individual.

Equity and Participation

The effectiveness of a reward system largely depends on its perception of fairness to all the employees. The system and design of the reward system must reflect equality to all the employees without any bias of favoritism to any group of employees (Choudhury & Friedman, 2015). As such, there ought to be no discrimination in terms of gender, age or marital status. As long as one has achieved targeted performance, reward should be constant.

Acknowledging Accomplishment

The reward and compensation systems concentrate largely on rewarding employees financially. However, non-financial awards can also be effective in motivating employees especially if it supplements the financial rewards. Awards generally satisfy the needs for employee recognition in a company. It would therefore be important to consider offering a combination of the two rewards. Such moves work well where there have been efforts of ascertaining what the specific employee would wish to get and therefore; go by the best.

Conclusion

Qatar Airways should set up a reward and compensation system that is unique to the demands of its own employees while also comparing the existing compensation systems that are available in the market as compared to its rival companies. The best rewards systems are developed as per the recommendation of the employees and as approved by the employers. It would also be important to consider offering diverse forms of rewards, both financial and non-financial awards due to the diversity Qatar Airways employees.

References

Beiske, B, (2007) Research Methods: Uses and Limitations of questionnaires, interviews and case studies, GRIN Verlag

Choudhury, S. & Friedman, M. (2015). A study of employee satisfaction with HMO services at a historically black university. In Proceedings of the 1996 Multicultural Marketing Conference (pp. 81-84). Springer International Publishing.

Hair Jr, J. F., Wolfinbarger, M., Money, A. H., Samouel, P., & Page, M. J. (2015). Essentials of business research methods. Routledge.

Guest, D.E. (2011) Human Resource Management and Performance: Still Searching for Some Answers, Human Resource Management journal, Vol 21, No 1, 2011, pgs 3-13.

Mills, G. E. (2011). Action research – A guide for the teacher researcher. Boston, MA:
>>>>Pearson Education, Inc.

Onwuegbuzie, A.J. & Teddlie, C. (2003). A framework for analyzing data in mixed methods research. In A. Tashakkori & C. Teddlie (Eds.), Handbook of mixed methods in social and behavioral research (pp. 351-383). Thousand Oaks, CA: Sage. Retrieved August 11, 2015 from http://www.southalabama.edu/coe/bset/johnson/lectures/lec14.htm

Tashakkori and Teddlie (2003) Handbook of Mixed Research Methods in Social and behavior Research Retrieved August 11, 2015 from http://www.southalabama.edu/coe/bset/johnson/lectures/lec2.pdf

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Small-Scale Qualitative Research Project

Small-Scale Qualitative Research Project
Small-Scale Qualitative Research Project

Small-Scale Qualitative Research Project IRB Requirements and Identifying Interviewees

Order Instructions:

This paper is a pain taking paper and the writer must read all the details as you will see that it is a continues assignment. The writer must also reference back to #113375 as it is the continuation of that paper. The writer will use the result of that paper to continue to build on this paper. It is very important that the writer pay attention to all instructions and directions given here.

Small-Scale Qualitative Research Project IRB Requirements and Identifying Interviewees

This week you will identify and confirm with two individuals you plan to interview in Week 5. You may choose anyone who could provide information on your general topic, based upon the general problem you have identified in the problem statement. Before you select your interviewees, you must ensure you adhere to the ethical requirements outlined below.

Detailed information about the IRB process can be found at the website provided in your Learning Resources at the end. The IRB process must be completed before you collect any data, including data from first-person interviews. However, for the purposes of this course, you will not need to complete the full IRB application process for your small-scale qualitative project. Please keep in mind that before you begin any collection of data for your own doctoral study, you will need to obtain approval from the IRB. Please take the time to familiarize yourself with this process.

Your small-scale qualitative research – project for this course has been pre-approved by the IRB with the condition that all student researchers contain their research activities within the “minimal risk” category.

Requirements for “minimal risk” for this assignment include:
1. You may interview adults only, age 18 or older. These must be ” adults who are not mentally, emotionally disabled or prisoners.”
2. You may NOT interview anyone over whom you hold supervisory responsibility.
3. You may NOT give payments, compensation, reimbursement, free services, extra credit or other gifts to participants.
4. You must de-identify the data relating to the participants and the institution where you will collect (if applicable) to minimize risk of inappropriate disclosure of personal information. De-identification consists of removing all direct identifiers, such as names, school names, locations, etc. from the interview transcript. Suggestions include Participant #1, #2, etc. and locations may be addressed by stating, for example, a business located in Jacksonville, Florida.
5. The IRB requirements for this assignment are simplified for course-work purposes. These simplified requirements do not take the place of the IRB process that you must complete for your doctoral study. You will complete a full IRB application and review process in future semesters after your committee and the URR reviewer have approved your doctoral proposal. It is recommended that you review the IRB application in preparation.
6. The IRB process for this assignment has restrictions that will not apply to your future doctoral study. For example, in this simplified, practice assignment, you will not be allowed to interview minors or to conduct group interviews or focus groups. Obviously these restrictions will not apply to your future doctoral research. This is just practice, so we are keeping the IRB requirements simple.
7. After your Instructor approves your selected interviewees, then you may proceed to contact the interviewees. When you are transcribing your interview as part of a future assignment in this course, be sure to delete all identifying information from the transcript. Do not include the interviewee’s name, names of anyone that the interviewee mentions, name of the school or organization where the interviewee works, etc. For example, you would change John Doe, to interviewee #1 and change New York City to a city in the North East.)
8. If you have any questions about the above requirements for this assignment, please contact your Instructor.
Be sure to follow the assignment rubrics.
Submit a brief statement identifying your topic and details the individuals that you will interview in Week 5. Participant information will be kept confidential. Remember to submit an APA formatted paper including a Title page.

Resources:

• Readings
Course Texts
Qualitative Inquiry & Research Design: Choosing Among Five Approaches

• Chapter 6, “Introducing and Focusing the Study”
This chapter addresses the problem statement, the purpose statement, and the research questions, which are three main components related to introducing and focusing a qualitative study.

• Chapter 7, “Data Collection”
This chapter explores the many components of the data collection process and states that the method of data collection can vary depending on the research method used.
Case Study Research: Design and Methods

• Chapter 2, “Designing Case Studies: Identifying Your Case(s) and Establishing the Logic of Your Case Study” (pp. 46–65)
This reading describes four types of designs for case studies.

• Chapter 3, “Preparing to Collect Case Study Evidence: What You Need to Do Before Starting to Collect Case Study Data”
Preparing for data collection is an important part of your research. Depending on the scope of a case study, the undertaking may be clear-cut or complex. This chapter explores the different types of case studies you may encounter.

American Psychological Association, (2010). Publication manual of the American Psychological Association (6th ed.). Washington, DC: Author.
(Note: You should have received this reference text for a previous course. The APA Publication Manual will be used as a resource throughout this program.)

• Chapters 4–-6
Read and understand “The Mechanics of Style,” “Displaying Results,” and “Crediting Sources.”
Website:

• Office of Research Integrity and Compliance: Institutional Review Board for Ethical Standards in Research
http://researchcenter.waldenu.edu/Office-of-Research-Integrity-and-Compliance.htm

This website provides the information and forms you will need to comply with the research ethics policies of Walden University since the exercise we are carrying on is directly link to that institution.

Bernard, H. R. (2010). Analyzing qualitative data: Systematic approaches. Los Angeles, CA: Sage Publications.

• Chapter 3, “Finding Themes”

I will send other details via email so respond to let me you you have receive the doc.

SAMPLE ANSWER

Introduction

To comply with the IRB requirements, the interviewee would be someone who has over ten years experience mostly gathered in the human resource department. The person must also be a qualified and skilled graduate with a bias in human resource management. The above requirement would definitely lock out anyone who is still minor or below 18 years. The qualification would be necessary as the research would be based on the following hypothesis:

Ho: HRM practices that can perfect employee productivity

H1: HRM practices have no effect on employee productivity.

The research will seek to find out the exact effect of human resource management practices on employee performance in a work environment (Doody & Noonan, 2013). The purpose of the research undertakings is to provide a clear understanding of the importance of HRM processes in a business environment and the effect of HRM on production. The research targets to develop HRM management strategies for future business management and application of the right HRM policies for optimum company productivity.

For the interviewee, i have selected two professionals. Emily Lawson who is a senior manager at the American certification staffing association based in Alexandria, Virginia. She was previously at the American Staffing Association. She is a graduate of the University of Mary Washington and was also the executive director of New York staffing Association.  Am also targeting two other senior managers residing in New York with similar qualifications in case the first respondent would not be available (Ali, Ahmad and Igbal, 2012).

The other interviewee is the chief resources officer at the Henry Ford Health System in Detroit. Kathy Aswald was the executive director of the human resources at the Ford Motor Company where she was actively involved in business development and human resource productivity. She also featured among the top 50HR executives in the world in the year 2000. She is a leader in organizational consultancy and business development activities. My selection for the two above is that they have extensive knowledge in human resource development and capacity building in human capital. They would be able to provide enough information and also be able to present logical empirical research that i could use to make a conclusive decision on the hypothesis above (Bernard, 2010).

The kind of questions that i intend to confirm with the respondents includes the following;

What are the common human resource management techniques that can motivate employees to work hard without any financial compensation?

What policies in HRM can optimize productivity?

Give examples of the policies that have succeeded in increasing productivity in your current or previous position?

Provide details of human resource management strategies those employees would positively prevent staff turnover and possibly attract employees from other rival companies besides financial or monetary compensation.

Can you outline stock options strategies that can motivate employees without diluting the company’s stock values?

The details above are only samples that i would develop to provide a qualitative research study that would capture all the answers that are required to conclude the research in question (MacDuffie, 1995).  For an effective and productive HRM policy, then a lot of consultation and research work has to be undertaken before the final policies are drafted (Huselid, 1995). The two respondents would provide an insight into the world of real human resource development and productivity. The policies and strategies to be adopted would depend on the effectiveness of the HRM policies and their impact on productivity.

Reference

Ali, M., Ahmad, Z. and Igbal, J. (2012) Human Resource Planning: A Key to Internal and External Fit, African Journal Business management Vol.6 (27) pg. 7938-7941, July issue.

Bernard, H. R. (2010). Analyzing qualitative data: Systematic approaches. Los Angeles, CA: Sage Publications.

Huselid, M.A. (1995) The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance, Academy of Management Journal, 38, 635-672.

MacDuffie, J.P. (1995) Human Resource Bundles and Manufacturing Performance; Organizational Logic  and Flexible Production Systems in the World of Auto Industry , Industry and Labor Relations review, 46, pg. 197-221.

Doody, O., & Noonan, M. (2013) Preparing and Conducting Interview, Nurse Researcher, 20(5), pp.28-32.

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Human resource and management Planning the change

Human resource and management Planning the change
Human resource and management Planning                               the change

Human resource and management Planning the change

Order Instructions:

Identify and assess the process of planning and managing change within an organisation. What role should HR play in change management?

SAMPLE ANSWER

Planning the change

In different organizations, there is always need to impact changes. For such changes to have positive impact there must be proper planning of the change as well as its management. Different persons of organization play different roles in planning and managing change. However, it is crucial to note that; the human resource personnel usually play greater roles. It is critical to understand the perspectives of the two elements of change. Louw-Potgieter (2012) observes that: planning entails the initial blueprint of the intended change, whereby there is discussion of what is to be changed and how such changes will be implemented by human resource. On the other hand, managing change in an organization entail tackling the real change process. The difficult part of managing change touches on addressing the challenges that come with adopting change.

To have successful planning and management of change, the ideal process of the same must be followed. Preparation for change is the initial stage that must be well addressed. The preparation entails first selecting the viable changes that ought to be implemented. For this stage to be successful there must be consultation from different groups of people involved in organization. Here, the role of human resource will mainly entail consultation and not deliberating on what they think is needed. Assessment of different areas and how feasible they are in terms of adopting change is also done. Assessment is done for different areas. For instance, the human personnel as well as physical resources need to be assesses for viability in accordance to the intended changes. In preparation for the change, strategy development is critical.

Fratričová & Rudy (2015) note that; the human resource is mandated with coming up with strategies that match the intended changes. Such strategies may include strategies of ensuring that different persons of the organization buy the idea of change. This view emanates from the realization that; human beings have a tendency of resisting change. In any given organization, there will always be elements of resistance to change from some members however positive the change may be even for the persons as individuals. The human resource therefore, have a duty to package the intended change in such a way that it is it is highly acceptable.

Change management

In order to have successful management of change, the human resource management must follow the right process. e Borges  (2009) asserts that; in the initial stages of managing change, there must be readiness assessment. Here, the human resource carries out assessment to ensure that an organization is ready for the intended changes. This aspect is achieved by assessing both the human personnel as well as the availability of physical resources. Such readiness will vary from one organization to the other and also from one form of change to the other. When the human resource has ascertained that there is adequate readiness, it is the right time to start the process of implementing change. On the other hand, if the human resource feels that there has not been adequate preparation, then they ought to go back to the preparation stage where they put more effort to ensure such readiness. It is crucial to note that; the human resource must be well prepared for the change before they even start the process of presenting the intended change to the rest of organization. If this is not done, it will be very difficult for the rest of organization to accept the intended change.

To effectively manage change in organization, there is need for constant communication. There is always a tendency of assuming that once a communication has been done there is no need of a repeat. In enacting changes in organization, there is need to constantly keep reminding members of the ongoing changes. Such communication keeps the organization more focused on change and also to avert unnecessary resistance. Such communication is also ideal at every stage of change. This communication helps the members to understand the role that they ought to play as well as the expected results. When such aspects are well communicated and in good time, there is high likelihood of success in the intended change.

Conclusively, awareness communication that is done in the initial stages of start of a planned change is necessary but not enough for success. Hollenbeck & Jamieson (2015) observe that; in the process of managing change, human resource ought to evaluate the undertakings to note if there is need for training of more assistants to have effective implementation of change. If there is such need, it is crucial that human resource give chance to such training which could yield positive results. There could also be need to take some of the members of organization to some sort of training so as to have successful implementation of change. As such, it is necessary that the human resource considers the best alternative that is suitable for the change. For instance, the members could be taken for training outside or the trainers could be brought to the organization to undertake the same. It can be summarily be said that human resource, in implementing change has the role of making assessments, communication as well as ensuring right training.

References

e Borges, RG 2009, ‘Organizational Change Implementation and the Role of Human Resource Practices: a Brazilian Case Study’, Brazilian Business Review (English Edition), 6, 3, pp. 284-295, Business Source Complete, EBSCOhost, viewed 17 September 2015.

Fratričová, J, & Rudy, J 2015, ‘Get Strategic Human Resource Management Really Strategic: Strategic HRM in Practice’, International Journal Of Management Cases, 17, 4, pp. 149-155, Business Source Complete, EBSCOhost, viewed 17 September 2015.

HOLLENBECK, J, & JAMIESON, B 2015, ‘HUMAN CAPITAL, SOCIAL CAPITAL, AND SOCIAL NETWORK ANALYSIS: IMPLICATIONS FOR STRATEGIC HUMAN RESOURCE MANAGEMENT’, Academy Of Management Perspectives, 29, 3, pp. 370-385, Business Source Complete, EBSCOhost, viewed 17 September 2015.

Louw-Potgieter, J 2012, ‘Evaluating human resource interventions’, South African Journal Of Human Resource Management, 10, 3, pp. 1-6, Business Source Complete, EBSCOhost, viewed 17 September 2015.

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Major HR Laws Affecting Equal Opportunity

Major HR Laws Affecting Equal Opportunity
Major HR Laws Affecting Equal Opportunity

Major HR Laws Affecting Equal Opportunity

Order Instructions:

NOTE: This assignment must have an APA format cover sheet and reference page along with in text citations. The only part of the paper which does NOT have to be APA format is your write up of answers. You can simply type Scenario 1: Scenario 2: etc as shown below.

Directions: Applying your knowledge of current HR laws, the text, and other sources, (1) examine each following scenario, (2) Determine which law potentially is being violated and (3) what actions you would take as the HR manager.

Scenario 1: Roderick, an employee on the manufacturing line and a member of a new religious organization called The Rites of Spring, has informed you that he will be unable to work on Friday afternoons after 2:00 pm and will be unable to report to work before noon on Mondays. He indicated that from Friday afternoon through Monday morning he must not work, as according to the principles of The Rites of Spring. He realizes this is an inconvenience and has offered to extend his workdays on other afternoons. The facility is a 24 hour operation with 3 shifts.

Scenario 2: Adam, an African American employee in your retail operation, has filed a complaint indicating that several white coworkers, including two supervisors, are harassing him because of his race. He alleges that they call him names such as “Sambo”, “Boy”, Afrikaner,” and “Zulu.” He also indicates that his supervisor refuses to allow him to work overtime, preferring to give overtime opportunities to white employees. Adam is a solid associate with no attendance issues, and he’s always very helpful to customers. After reviewing the overtime log, you discover that each of his coworkers has averaged five hours of overtime per week.

Scenario 3: you are the HR manager for a regional construction firm based in Atlanta, Georgia. In most cases, you create ads seeking temporary construction work in various cities where projects exist. However, occasionally site supervisors place their own ads in local papers. After three phone calls from women in Tampa, Florida, objecting to a recent ad placed in that city’s newspaper, you conduct an investigation. You discover the ad placed by the Tampa, Florida site supervisor reads, “Young men wanted for construction in the Tampa area.”

Scenario 4: On a weekly basis, you hold meetings with hiring managers to review recently submitted resumes and applications. These meetings determine which candidates to bring in for an interview. One hiring manager, after reviewing a resume you handed him says, “I’m not interested in this one.” You ask him why, and he explains, “He has some personal information on here, and he’s indicated he was born in Mexico.” You remind the hiring manager that the candidate has 10 years’ experience an an MBA from a top ranked school. So far, it is the best resume you’ve seen for this particular position. The hiring manager responds, “So? I don’t want to take a chance that the wetback is illegal in this country.”

Scenario 5: Tiffany, an associate on the production line for assembling mechanical pencils, is six months’ pregnant. You have discovered that her supervisor has required Tiffany to work light duty jobs in the production office, which means she is ineligible for the incentive program. This means a potential loss to Tiffany of approximately $60 per week extra in incentive pay. When you asked the supervisor about the situation, he replied, “Are you kidding? She is 6 months pregnant. She could get hurt or something might happen to her baby. As an Hr manager, aren’t you concerned about things like that?”

Scenario 6: You are the HR manager for a national consumer-goods manufacturer with four plants spread across the country and a corporate office in Cincinnati, Ohio. Each plant has a full-time cost analyst who keeps tabs on production expenses, efficiencies, and so on. The best cost analyst, Jennifer (38 years old), is located at the LA office facility. She has been extremely successful in reducing overhead costs and has started several initiatives that have gone company wide in significantly reducing costs. An opening for cost manager, based in Cincinnati, has emerged, and the company is conducting a national search to fill this position, which will oversee all four cost analysts. Jennifer has asked to be considered. The VP of finance, to whom the cost manager position will report, does not wish to consider Jennifer. He points out that she has multiple sclerosis and, since she now has to use a walker or crutches to get around, her condition will only worsen. He feels that even though she is the most qualified candidate, he is uncertain how long she’ll be physically able of performing the essential functions of the job.

**Remember to include context from your textbook along with other sources related to this assignment. Examples of APA are under Assignments in your blackboard shell along with a helpful website for further instruction. A rubric for this assignment is located under Syllabus/Schedule content area of Bb.

SAMPLE ANSWER

Equal Opportunity: Major HR Laws Affecting Equal Opportunity

Employer and employee relationships are important in fostering achievement of organization goals. Various laws exist to ensure that employees are treated equally as they provide services in their respective organizations. Examples of these laws include the Equal Employment Opportunity laws, Equal Pay Act of 1963, and Human resource laws among many others. This paper provides insights on the laws that are being violated in various case scenarios and appropriate actions that HR managers ought to take as a remedy.

In scenario one, the HR resource law that is potential being violated is Title VI of the Civil Rights Act (CRA) of 1964. This law requires or prohibits any form of discrimination based on color, race, or religious affiliation when it comes to provision of benefits and services to employees (The U.S  Equal Employment Opportunity Commission (EEOC), 2015). In this case, the request that Roderick has made should not be turned down. His religious group known as ‘The Rites of Spring’ does not allow him to report to work on Monday and Friday afternoon. To solve this problem, as a HR Manager, I will have to make adjustment so that Roderick works in other shifts on other days. Employees that do not belong or ascribe to this new religious group will work on Monday and Friday afternoon while Roderick will be required to work in other shifts. This will help solve this stalemate without discriminating the employee.

Scenario two where Adam an Africa American worker is harassed by both coworkers and supervisor is a clear demonstration of violation of the Title VII of the Civil Right Act (CRA) of 1964. This is one of the acts in the equal employment opportunity that human resource personnel’s must abide to when rendering their duties in any organization (EEOC,  2015). This law prohibits any form of harassments and unfair treatment of employees on the basis of their color, race, religion, national origin or even sex in all areas of employment from selection to retirement. This act is applied in organizations that have more than fifteen employees. In this case, it is apparent that Adam is discriminated because of his color of skin and national origin as he is called names, and denied opportunity to work overtime. As a human resource manager, I have the responsibility to ensure that such behaviors do not go on. One way is to publish the laws and make sure that all employees and supervisors are aware of these laws and abide to the same. Those that may continue to discriminate against employees such as Adam because of their national origin and color of skin will have to face disciplinary action both in the organization and in the courts. I will also ensure that all employees have equal opportunity to work overtime without discriminating others based on color or national origin so that they are all entitled to get overtime.

Scenario three case, the HR laws that are violated are the Age Discrimination in Employment Act (ADEA) of 1975. The law requires that no person is discriminated on the basis of their age. All people across the age strata have a right to benefit from any program or activity that receives assistance from the Federal government ( EEOC, 2015). Therefore, the site supervisors went against the law by advertising for the construction jobs and specifying that young men were the only eligible one to apply. Women that protested about these ads were demanding for their rights. As the HR manager of this project, what I will do to make sure that the adverts are redone so that they capture all applicants regardless of their age. Provided, the applicants have the ability and the will to execute the tasks at hand they, have the right to apply and be considered for the job opening.

In scenario four, the law that is potentially being violated is the Immigration and Reform Control Act (IRCA) of 1986. The law makes it illegal for any employer to hire an employee when they know that the employee is an alien or not eligible to work in the country. It is the duty of employers to scrutinize information about the eligibility of an individual to work in the United State to comply with the law. Therefore, in this case, despite the fact that one of the applicants had qualifications for the job, he was not eligible to work in the US because of being Mexican wetback. To solve this problem as a human resource manager, I will not recommend for the hiring of this wetback to work in USA if investigations indicate that he is not a US citizen.

Scenario 5, which is about Tiffany who is, also six month pregnant illustrates violation of the pregnancy Discrimination Act of 1978. The act prohibits any form of discrimination against employees and applicants based on childbirth, pregnancy, and related conditions (Equal Employment Opportunity, 1979). Tiffany has the obligation to work or go for a leave if she asks provided the period is predetermined. As a human resource manager, this problem can be addressed by allowing her to work in the other department as directed by the supervisor but she should be entitled to her incentives.

In scenario six, Human resource law that has a potential of being violated is the Americans With disabilities Act (ADA) of 1990. This act requires accessibility to employment, services, public facilities, telecommunications, and transportation to all persons with disabilities (The University of Alabama, 2015). Jennifer, regardless of suffering from multiple sclerosis and using walkers, she has the right to contest for the position in the organization. She has the qualifications to execute the roles and responsibilities well and therefore, her disabilities status should not be taken as an excuse to leave her out of this contest. The law protects people like her from any form of discrimination when it comes to promotion, pay, and training, providing fringe benefits, and other benefits that pertain to employment (Peetz, Gardner, Brown & Berns, 2008). Therefore, as the manager, I will ensure that Jennifer apply for the job because she is qualified.

References

Equal Employment Opportunity. (1979). Labor Law Journal, 30(2), 118-121.

Peetz, D., Gardner, M., Brown, K., & Berns, S. (2008). Workplace effects of equal employment opportunity legislation: the Australian experience. Policy Studies, 29(4), 405-419. https://www.doi:10.1080/01442870802482158

The University of Alabama. (2015). Summary of Major Equal Opportunity Laws. Retrieved from: http://eop.ua.edu/summary.html

The U.S  Equal Employment Opportunity Commission. (EEOC). (2015). Federal Laws     Prohibiting Job Discrimination Questions And Answers. Retrieved from:      http://www.eeoc.gov/facts/qanda.html

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Human Resource Professionals and Management

Human Resource Professionals and Management Order Instructions: I have ordered the first section of my dissertation. Please strictly follow the DBA rubric (I will email it to you shortly).

Human Resource Professionals and Management
Human Resource Professionals and Management

My dissertation topic is “What Human Resource (HR) Professionals can do to increase an organization’s profitability?”

I will email some other guidelines and examples of qualitative research to you later.

Thanks for providing such great work as always.

Human Resource Professionals and Management Sample Answer

Table of Contents

Section 1: Foundation of the Study …………………………………………………………………………………..3

Background of the Problem ……………………………………………………………………………………………..3

Problem Statement ………………………………………………………………………………………………………….4

Purpose Statement …………………………………………………………………………………………………………..4

Nature of the Study …………………………………………………………………………………………………………5

Research Question …………………………………………………………………………………………………………..7

Interview Questions……………………………………………………………………………….7

Conceptual Framework …………………………………………………………………………………………………….8

Definition of Terms…………………………………………………………………………………………………………10

Assumptions, Limitations, and Delimitations …………………………………………………………………….11

Assumptions ……………………………………………………………………………………………………….11

Limitations …………………………………………………………………………………………………………12

Delimitations ………………………………………………………………………………………………………12

Significance of the Study ………………………………………………………………………………………………..12

Contribution to Business Practice ………………………………………………………………………….12

Implications for Social Change ……………………………………………………………………………..14

A Review of the Professional and Academic Literature ………………………………………………………15

The role of HRM in organizations……………………………………………………….16

HR Professionals’ Effectiveness…………………………………………………………17

HR Professionals’ Competencies…………………………………………………………17

HR Professionals’ Willingness…………………………………………………………..18

Transition and Summary …………………………………………………………………………………………………18

References………………………………………………………………………………………..20

Section 1: Foundation of the Study

1.2 Background of the Problem

Large and small businesses may require their human resource professionals additional strategic strategies in order to increase organization’ profitability (Çalişkan, 2010; Becker & Huselid, 2014). In a business environment that is rapidly changing and competitive, human resources professionals remain a crucial source of competitive advantage subsequently leading to increased profitability (Wright, Dunford & Snell, 2014). The creation of sustainable human resources strategies are essential for continued profitability of organizations based in the United States (Pfeffer & Veiga, 2014). However, many organization’ profitability are below satisfactory levels due to a lack of appropriate knowledge about effective utilization of human resources (Klink & Boon, 2012; Lawler & Mohrman, 2013). Organizations that lack implementation of the necessary by human resources professionals often record the lowest profits in the United States and their profitability could increase due to additional HR strategies (Yeung, Woolcock & Sullivan, 2012; Zaugg & Thom, 2013).

Accordingly, addressing these profitability levels that are less than average in organizations appropriate human resources strategies can help them improve their profitability (Huselid, Jackson & Schuler, 2014). The information in published literature generally shows relationships that are statistically positive and significant between the adoption of appropriate HR practices and organizations’ profitability or business performance. The purpose of this qualitative exploratory case study was to explore what HR professionals can do to increase organizations’ profitability. As a result, this research could lead to improved profitability in organizations by providing the necessary information to HR professionals in organizations about effective HR strategies that have potential to considerably increased profitability.

1.3 Problem Statement   

The most important aspect of many businesses in the United States accounting to about 80% of the value of an organization is attributable to intangible assets, including human capital and assets (Platonova, Hernandez & Moorehouse, 2013). Considering that compensation of personnel accounts for about 60-85% of operating budgets of many organizations, if it is effectively management by HR professionals may have significant effect on the bottom line through improved productivity and subsequent increase in profitability (Walsh, Sturman & Longstreet, 2010). HR professionals that achieve sustained profitability may increase it through improved HR strategies (Çalişkan, 2010; Becker & Huselid, 2014). The general business problem is that HR professionals in many medium sized organizations have limited strategies to improve employees’ productivity and increase organizations’ profitability. The specific business problem is that HR professionals in many medium sized organizations often lack appropriate HR strategies to increase the profitability of their organizations.

1.4 Purpose Statement      

The purpose of this qualitative exploratory case study was to explore how HR professionals in many medium sized organizations can use HR strategies to increase the profitability of their organizations. Ten HR consultants and five employees of a recruiting agency who operate in central Ohio have participated in semi structured interviews. I also undertook a review of the agency and company documents where profits are recorded for methodological triangulation demonstration. HR professionals in many medium sized organizations may significantly benefit from the study by expanding the knowledge gained from HR strategies to increase organizations’ profitability. This would subsequently ensure that these organizations recruit more employees from the accruing increasing profits which usually positively related to continued expansion of these organizations. Furthermore, the findings from the study could potentially provide HR professionals in many medium sized organizations with strategies to motivate their employees, including continuous professional trainings for progressive career development as well as increased remunerations in terms of wages, allowances and bonuses contributing to improvement of their financial status and well-being as well as growth of the local economy.

1.5 Nature of the Study

This study used a qualitative research methodology. This is attributable to the fact that qualitative research utilizes common themes out of detailed experiences through the identification of a person’s intentions and actions (Rehman & Roomi, 2012). Through the research method which is qualitative the researchers are allowed to undertake an exploration of complexities in the behaviors’ of an individual from the participants’ viewpoint with regards to a phenomenon that is contemporary (Walker, 2012; Yin, 2014). According to O’Reilly & Parker (2012) for the data saturation in the study which is associated with the depth of the research sample as well as the ability of achieving data repetition by conducting interviews on most of the HR professionals. When the data saturation is considered with respect to an exploratory case study design, it is evident that it consists of the ones with the significant knowledge towards answering the research topic question. The size and composition of the research sample for the study allowed for the maximum opportunity for relevance and repetition of the research findings (Blau, Bach, Scott, & Rubin, 2013; Stacey & Vincent, 2011; Gherardi & Perrotta, 2014). Furthermore, the addition of qualitative research is likely towards providing answers to questions concerning the HR strategies and/or practices required to increase organizations’ profitability (Stacey & Vincent, 2011; Rehman & Roomi, 2012). On the other hand, quantitative research is considered as a statistical method that gives numerical results’ collection to provide additional data sets for analysis (Blau, Bach, Scott, & Rubin, 2013; Stacey & Vincent, 2011; Gherardi & Perrotta, 2014). However, according to Stacey & Vincent (2011) both statistical and numerical approaches are usually designed in a manner such that they do not allow provision of descriptions that are detailed by the research participants concerning their experiences. In particular, when this study is considered a qualitative approach is the most appropriate to offer alternatives that are best.

Exploratory case study design with regards to the nature of the problem was the most appropriate. This is attributable to the fact that a case study usually focuses on the group process, which subsequently leads to a detailed research, and holistically providing the view of issues under consideration from varied data sources (Blau, Bach, Scott, & Rubin, 2013). Case studies are exploratory or explanatory and involve one location or organization, or comparatively including various locations and organizations (Stacey & Vincent, 2011; Yin, 2014; Wolgemuth, 2014). Other designs of research such as ethnography, phenomenology, content analysis, or grounded theory have not yet proved to be cost effective and do not have potential of meeting the study’s purpose. Phenomenological and ethnography research designs were not appropriate for this doctoral study because they usually concentrate on a specific cultural group of participants as a result of a single data source, which means that it is not a process within a group of research participants (Blau, Bach, Scott, & Rubin, 2013; Gherardi & Perrotta, 2014). In addition, according to Shover (2012) grounded theory was also no essential since it would not allow incorporation of multiple responses that were detailed responses from the research participants within an organization (Stacey & Vincent, 2011; Shover, 2012). Furthermore, narrative research design is conducted through the descriptions of the author, and through this process some themes and details may be missed from the research participants which makes the research process incomplete (Gherardi & Perrotta, 2014; Wolgemuth, 2014). The case study design and particularly that of exploratory nature incorporates multiple methods for data collection and the ability towards developing common factors inherent in the collected data (Stacey & Vincent, 2011; Gherardi & Perrotta, 2014).

1.6 Research Question

The research question that guided the study was: What human resource (HR) professionals can do to increase organizations’ profitability?

1.7 Interview Questions

The interview questions that were included are a follows:

  1. What make you think that human resource (HR) professionals play a crucial role to increase organizations’ profitability?
  2. How do you use human resource (HR) information to increase the profitability of the organization?
  3. What goals for increased profitability do you have for the organization?
  4. What human resource (HR) strategies do you use to increase the profitability for the organization?
  5. How do you motivate employees use to increase the profitability for the organization?
  6. How do you identify the strengths of your workforce and harness them to drive profitability for the organization?
  7. What behaviors exhibited in the workplace by the recruited employees do you think are the most critical in assisting to increase the profitability for the organization?
  8. What else could you share that is pertinent to your human resource (HR) strategies for increasing organization’s profitability?

1.8 Conceptual Framework

The Ulrich model was the primary conceptual framework adopted in conducting the study. Ulrich & Yeung (1989) developed the Ulrich model in an attempt towards understanding an individual’s competency and effectiveness influence on performance of an organization and subsequent profitability. The development of Ulrich model came from the theory of reasoned action which has had varied definitions including, the utilization of performance metrics of an organization such as productivity, return on investment (ROI), etc. and these metrics may be utilized as indicators of HRM effectiveness such as employee selection, advancement and retention (Ahmad, Kausar & Azhar, 2015); or human resource development, staffing, remuneration, health and safety management of employees as well as labor relations (Huselid, Jackson & Schuler, 2014). Brockbank, Ulrich & Beatty (2013) stated that while many studies involve the concept of organizational strategies with regards to human resource management, the competency and effectiveness of the human resource department professionals ought to be given a priority in order to deal with employee motivations and newly emerging challenges.

According to Martina, Hana & Jiri (2012), the Ulrich model offers an up to date look into human resource management that extends beyond mere management of the human capital into implementation effective strategies including intentions and actions aimed at keeping up with the appropriate utilization of an organization’s human capital to increase profitability. Ahmad, Kausar & Azhar (2015) stated that Ulrich Model creates a framework from three varied capabilities of human resource professionals. The first is the competency toward performance, the second is the effectiveness of human resource professionals toward organizational performance, and the third is the willingness of human resource professionals toward organizational performance. Martina, Hana, and Jiri, (2012) argue that identification of human resource competencies and its subsequent development forms crucial components of HRM targeted at achieving improved profitability of the organization. For instance, competencies, i.e. the necessary capabilities to ensure that the required level of profitability is achieved, in conjunction with effective organization management becomes a critical factor of competitive advantage and subsequently also a source of increased profitability. The central objective of this model was to explain the relationship between the competency human resource professionals and performance of the organization during the initial development of competency models which constituted the HRM domain (Ulrich & Yeung, 1989). Later modifications of the Ulrich model suggest six competency domains including Cultural and Change Steward, Operational Executor, Credible Activist, Talent Manager/Organizational Designer, Business Ally, and Strategic Architect (Ulrich et al., 2007). This implies that proposed model by Ulrich et al., (2007) is undoubtedly the most pertinent to today’s HR Professionals and contemporary business world. The purpose of the qualitative exploratory case study was to explore the human resource strategies of a medium sized HR consulting company as well as a medium sized recruiting agency in central Ohio that have emphasis on increasing organizations’ profitability. The ability to understand the strategies necessary for human resource professionals may provide insight into how they could use effective human resource management practices to increase profitability of an organization (Brockbank, Ulrich, Younger & Ulrich, 2012).

1.9 Definition of Terms

With regards to the research topic concerning exploring of what HR professionals can do to increase organizations’ profitability, the following defined terms are specific and unique to the study topic. These definitions help the reader to understand the study as a whole.

Profitability: This is the ability of an organization to earn profit from its business ventures (Yeung, Woolcock & Sullivan, 2012).

Productivity: This is the effectiveness of a productive effort in an organization, as a measure of output rate per unit of input (Platonova, Hernandez & Moorehouse, 2013).

Human capital: Human capital is the skills, knowledge, and experience possessed by an individual and includes education, experience, knowledge, and skills (Wright, Dunford & Snell, 2014).

Motivation: Motivation describes someone’s general willingness or desire to do something (Mohrman, Lawler & McMahon, 2014).

Cognitive orientation: Cognitive orientation describes the different ways an individual may go about the thinking process (Walsh, Sturman & Longstreet, 2010).

Competency: Competency describes the ability someone’s to do something effectively or successfully.

Practices: Practices describes the ability to perform or carryout a particular method, custom, or activity regularly or habitually (Wright, McMahan & McWilliams, 2014).

Strategy: Strategy describes a policy or a plan of action designed to attain a major or overall aim of an organization (Yeung, Woolcock & Sullivan, 2012).

Sustainability: Sustainability is consistent development based on the balance of economic, social, and environmental outcomes to provide benefits to multiple stakeholders (Huselid, Jackson & Schuler, 2014).

1.10 Assumptions, Limitations, and Delimitations

Assumptions

In order to make sure that the study was successfully completed there were several basic assumptions that were made. The first assumption was that, during the interview process the researcher shall obtain active feedback from the research participants as a result of their enthusiasm to participate in the study, enthusiasm of contributing to the data, trustworthiness, as well as reliability during interviews participation and provision of records. The second crucial assumption that was made during this study is that women HR professionals are nowadays looking for ways to increase profitability of their organizations. The last assumption that was made during this study is that research participants would provide perspectives that would assist other HR professionals and not only focus on their industry and business. This assumption was made on the premise that the research participants can articulate how to use human resource management strategies to increase organizations profitability. However, the risk would have been that the research participants were likely to focus on other strategies they believe HR professionals need to know, but this risk was mitigated by asking questions that specifically focused on HR strategies subsequent to asking probing questions that helped to seek clarifications and kept the interviews in focus.

 Limitations

The study may be limited by the selected location of study, and the memories of the research participants selected may have inherently missing details making it entirely inaccurate. Furthermore, there is a possibility of research participants unwilling to share or holding back information. For the mitigation of this limitation particularly the lack of willingness to open up and memory, the interview questions focused on specific issues followed by probing questions to seek for clarifications in order to ensure that succinct answers were obtained. The limited number of research participants is the other limitation since the study only focused on two medium sized businesses in central Ohio.

Delimitations

To mitigate the limitations of the study several delimitations were devised concerning the research participants, data, as well as the geographical area of the study. For instance, the study included participants from two HR organizations that seemed to help organizations to effectively manage their human capital. The data collection included interviews with the HR consultants and a recruiting agency’s employees and the reviews were documented. The geographical area provided a reasonable representation of similar areas in the United States.

1.11 Significance of the Study

Contribution to Business Practice

In a business environment that is rapidly changing and competitive, human resources professionals remain a crucial source of competitive advantage subsequently leading to increased profitability (Wright, Dunford & Snell, 2014). The creation of sustainable human resources strategies are essential for continued profitability of organizations based in the United States (Pfeffer & Veiga, 2014). This means that HR activities play a vital role in many organizations both large and small and subsequently to the economy (Çalişkan, 2010; Becker & Huselid, 2014). According to Martina, Hana, and Jiri (2012) if appropriate HR strategies and/or practices are implemented they create economic growth, and there is likelihood of businesses to further benefit from the findings of the study concerning HR strategies that are essential to increase organizations’ profitability (Yeung, Woolcock & Sullivan, 2012). Organizations that tend to deploy the most effective HR strategies and/practices display the ability of sustaining grow profits, high profits, and effectively utilize its human capital (Platonova, Hernandez & Moorehouse, 2013; Huselid, Jackson & Schuler, 2014). Additionally, highlighting profitability strategies that accrue from effective utilization of the human capital could help to improve the expansion of many small and medium sized organizations (Çalişkan, 2010; Becker & Huselid, 2014). Future research is highly required in this topic since it may help in providing specific strategies HR professionals to increase profitability of their respective organizations. Human capital constitutes the most crucial production input, thus improving HR strategies aimed at its effective utilization can result to increased production subsequently leading to increased profitability (Ahmad, Kausar & Azhar, 2015). Furthermore, sharing HR strategies on effective utilization of human capital may increase the likelihood that of other organizations to increase profitability (Yeung, Woolcock & Sullivan, 2012; Zaugg & Thom, 2013). Therefore, the findings of this study could contribute to business practice by providing knowledge to HR professionals concerning how to use appropriate HR strategy to increase the profitability of their organizations (Çalişkan, 2010; Becker & Huselid, 2014).

Implications for Social Change

Successful organizations have effective utilization of human capital through adoption and sharing of appropriate HR strategies, creating opportunities to increase profitability for other organizations (Gherardi & Perrotta, 2014; Wolgemuth, 2014). In the United States, HR management has become one of the fundamental drivers of business development and growth (Ahmad, Kausar & Azhar, 2015). Additional strategies for HR professionals especially those working in small and medium sized organizations improve the performance of their organizations, creating a positive impact on the economy (Çalişkan, 2010; Becker & Huselid, 2014). This means that when HR professionals adopt the right HR strategies, there is a high probability of increasing profitability (Wright, Dunford & Snell, 2014).

HR professionals in many medium sized organizations may significantly benefit from the study by expanding the knowledge gained from HR strategies to increase organizations’ profitability. This would subsequently ensure that these organizations recruit more employees from the accruing increasing profits which usually positively related to continued expansion of these organizations (Wright, Dunford & Snell, 2014). Furthermore, the findings from the study could potentially provide HR professionals in many medium sized organizations with strategies to motivate their employees, including continuous professional trainings for progressive career development as well as increased remunerations in terms of wages, allowances and bonuses contributing to improvement of their financial status and well-being as well as growth of the local economy (Walsh, Sturman & Longstreet, 2010). Social change stem from empowering HR professionals by providing appropriate HR strategies and creating a culture of continuous and effective  utilization of human capital by organizations making them highly profitable (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 (Brockbank, Ulrich, Younger & Ulrich, 2012; Wright, Dunford & Snell, 2014). Social change can come from the corporate social responsibility undertaken by many organizations from a proportion of the earned profits due to expansion, which can be attributed to adoption of effective HR strategies (Walsh, Sturman & Longstreet, 2010).

1.12 A Review of the Professional and Academic Literature

The purpose of the qualitative this exploratory case study was to explore what HR Professionals can do to increase organizations’ profitability. The central research question for the study was as follows: What HR Professionals can do to increase organizations’ profitability? This research question seems very essential due to the fact that it considers human resource strategies that directly impact profitability. The determination of possible human resource strategies is likely to be achieved through a qualitative research method, using an exploratory case study design. This is attributable to the fact that an in-depth exploration of medium sized organizations’ HR strategies that directly affect profitability has the potential to lead to increased knowledge for HR professionals across various sectors (Brockbank, Ulrich, Younger & Ulrich, 2012).

This section presents a detailed review of both seminal and contemporary peer-reviewed literature relating to the research topic including studies that address the limitations and potential for future research in this research topic. The literature review is focused on these key areas: the Ulrich model, HR professionals, and why the Ulrich is important to understanding HR in an organizations and its subsequent profitability.

Various database searches were conducted and they are the basis of the literature review. The used databases include: Business Source Complete, Academic Search Complete, ProQuest Central, Google Scholar, and Emerald Management Journals. The keywords and phrases used in the databases searches include:

HR professionals; HR strategies; theory of HR management; motivations of employees in organizations; HR management and organizations’ profitability; HR competency; HR effectiveness. The majority of the articles were from peer-reviewed journals published since 2011. The literature review contains a minimum number of articles dated greater than 5 years as well as a minimal number of references are from journals that are not peer reviewed.

The role of HRM in organizations

The role of HRM in the organizations has significantly changed to align with shifting economic activity (Brockbank, Ulrich, Younger & Ulrich, 2012; Wright, Dunford & Snell, 2014). Initially the HR professionals were considered as implementers of organization rules and policies, a role that was basically administrative (Walsh, Sturman & Longstreet, 2010). Alternatively, in transitional economies there has been a realization that the employees are strategic resources in terms of the value that they offer to the organizations with the unique feature of being repositories of knowledge, skills and capabilities (Wright, Dunford & Snell, 2014). As it is the people who actually implement the strategies by leveraging their skills and capabilities and therefore, the HR professionals who are tasked with managing this resource has become the resource of organizational success (Yeung, Woolcock & Sullivan, 2012; Zaugg & Thom, 2013). This has created the need for HR professionals to recognize this shift in paradigm by adapting to it for the sake of improving and enhancing HR’s organizational contribution meaning that HR professionals are not only required to embark on transforming what they do but also recognizing that their capabilities have a significant impact on their effectiveness and performance (Çalişkan, 2010; Becker & Huselid, 2014).

HR Professionals’ Effectiveness

The notion of managerial effectiveness has been of interest to researchers since the 1960s (Ahmad, Kausar & Azhar, 2015). HRM effectiveness came from the theory of reasoned action which has had varied definitions including, the utilization of performance metrics of an organization such as productivity, return on investment (ROI), etc. and these metrics may be utilized as indicators of HRM effectiveness such as employee selection, advancement and retention (Ahmad, Kausar & Azhar, 2015); or human resource development, staffing, remuneration, health and safety management of employees as well as labor relations (Huselid, Jackson & Schuler, 2014). Brockbank, Ulrich & Beatty (2013) stated that while many studies involve the concept of organizational strategies with regards to human resource management, the competency and effectiveness of the human resource department professionals ought to be given a priority in order to deal with employee motivations and newly emerging challenges.

HR Professionals’ Competencies  

Selmer and Chiu (2004) define competency as the work related personal attributes like knowledge, skills and values that individuals draw upon to do their work well and is focused on the individuals’ internal factors. According to Martina, Hana & Jiri (2012), an up to date human resource management extends beyond mere management of the human capital into implementation effective strategies including intentions and actions aimed at keeping up with the appropriate utilization of an organization’s human capital to increase profitability. Ahmad, Kausar & Azhar (2015) stated that to achieve this there is need for the utilization of a framework from three varied capabilities of human resource professionals. The first is the competency toward performance, the second is the effectiveness of human resource professionals toward organizational performance, and the third is the willingness of human resource professionals toward organizational performance. Martina, Hana, and Jiri, (2012) argue that identification of human resource competencies and its subsequent development forms crucial components of HRM targeted at achieving improved profitability of the organization. For instance, competencies, i.e. the necessary capabilities to ensure that the required level of profitability is achieved, in conjunction with effective organization management becomes a critical factor of competitive advantage and subsequently also a source of increased profitability.

HR Professionals’ Willingness

According to Martina, Hana, and Jiri, (2012) the work performance of efficiency among HR professionals improves if individuals have the will to put more effort to the task. One of the reasons why many project fail lies in the lack of enthusiasm, unwilling or uninterested behavior at employee’s end (Ahmad, Kausar & Azhar, 2015). As a result, HR professionals ought to be willing to actively contribute in the implementation of the HRM strategies through their competencies to achieve competitive or comparative advantage.

  • Transition and Summary

Section 1 was an introduction to the study, problem statement, and the lack of knowledge on how successful women small business owners use profitability strategies. The section covered some key elements for the study, to include the Problem Statement, Purpose Statement, Nature of the Study, Research Question, Conceptual Framework, Significance of the Study, and Literature Review sections. Human capital shows a significant proportion of expenses in organizations which subsequently reduce their profits (Platonova, Hernandez & Moorehouse, 2013). Research shows a lack of profitability strategies that are unique to the utilization of human capital (Platonova, Hernandez & Moorehouse, 2013). Organizations perform better when their human capital is aligned to their needs (Çalişkan, 2010; Becker & Huselid, 2014). The findings from the study could provide HR professionals with a better understanding of the strategies that are effective for the needs of their organizations. The knowledge could facilitate HR professionals to enhance the profitability potential in their organizations. The literature review provided an understanding of the processes, social constructs and motivations that are unique to human resource management. In Section 2, there is a description of a qualitative method research approach, including the populations and sampling, data collection, data analysis, and reliability and validity. The information in Section 3 presents the doctoral study findings, including applications to professional practice, implications for social change, and recommendations for future study.

Human Resource Professionals and Management 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(2, 201 – 220

Baill, B. (2013). The changing requirements of the HR professional: Implications for the development of HR. Human Resource Management, 38(2), 171-176.

Barney, J. (2012). Firm resources and competitive advantage. Journal of Management, 17(5), 99-120.

Becker, B., Huselid, M., & Ulrich, D. (2012). The HR Scorecard: Linking People, Strategy, and Performance. Boston: Harvard Business School Press.

Becker, B. E., & Huselid, M. A. (2012). Strategic human resources management: Where do we go from here? Journal of Management, 32(6): 898–925.

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, 16(3), 53-101.

Boudreau, J., & Ramstad, P. (2013). From Professional Business Partner to Strategic Talent Leader: What’s Next For Human Resource Management. Ithaca, NY: Cornell Center for Advanced Human Resource Studies.

Brockbank, W., Ulrich, D., Younger, J., & Ulrich, M. (2012). Recent Study Shows Impact of HR Competencies on Business Performance. Employment Relations Today, 1-7. Doi: 10.1002/ert.21348

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(2), 111-118.

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

Brian E., Becker, B. E., Huselid, M. A., & Ulrich, D. (2012). Six key principles for measuring human capital performance in your organization. University of Maryland Working Paper.

Çalişkan, E. N. (2010). The Impact of Strategic Human Resource Management on Organizational Performance. Journal of Naval Science and Engineering, 6(2), 100-116.

Gall, M., Borg, W., & Gall, J. (2013). Educational Research (6th ed.). White Plains, NY: Longman Publishers.

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

Giannantonio, C., & Amy, H. (2012). Executive insights into HR practices and education. Human Resource Management Review, 12(3), 491-511.

Hayton, J. (2013). Strategic Human Capital Management in SMEs: An Empirical Study of Entrepreneurial Performance. Human Resource Management, 42(4), 375-391.

Heneman, R. (2014). The Need for a Supply Side Examination of the Human Resource Profession. Human Resource Management, 38(2), 97-98.

Huselid, M. A. (2015). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635–672.

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(1), 171–188.

Klink, M., & Boon, J. (2012). The investigation of competencies within professional domains. Human Resource Development International, 5(4), 411-424.

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.

Losey, M. (2012). Mastering the competencies of HR management. Human Resource Management, 38(2), 99-103.

Mangi, R. A., Shah, A. A. J. S. A. A., & Ghumro, I. A. (2012). Human Resource Management Practices in Private Sector Organizations in Pakistan: Study of Culture Influences, Global Journal of Management and Business Research, 12(7), 1-11.

Martina, K., Hana, U., & Jiri, F. (2012). Identification of Managerial Competencies in Knowledge-based Organization. Journal of Competitiveness, 4(1), 129-142.

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

O’Reilly, M., & Parker, N. (2012, May). Unsatisfactory saturation: A critical exploration of the notion of saturated sample sizes in qualitative research. Qualitative Research Journal, pp.1-8. doi:10.1177/1468794112446106

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.

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; Jul/Aug 2013; 58(4), 290-303.

Ramlall, S. (2013). Measuring Human Resource Management’s Effectiveness in Improving Performance. Human Resource Planning, 26(1), 51-63.

Rehman, S., & Roomi, M. A. (2012). Gender and work-life balance: A phenomenological study of women entrepreneurs in Pakistan. Journal of Small Business and Enterprise Development, 19, 209–228. doi:10.1108/14626001211223865

Rothwell, W., & Wellins, R. (2014). Mapping Your Future: Putting New Competencies to Work for You. Training and Development, 58(5), 1-9.

Shover, N. (2012). Ethnographic methods in criminological research: Rationale, reprise, and warning. American Journal of Criminal Justice, 37, 139–145. doi:10.1007/s12103-012-9160-8

Stacey, K., & Vincent, J. (2011). Evaluation of an electronic interview through electronic media with multimedia stimulus materials for gaining in-depth responses from professionals. Qualitative Research, 11, 605–624. doi:10.1177/1468794111413237

Ulrich, D. (2013). A new mandate for Human Resources. (Analysis of the functions of the human resources departments in increasing productivity and profits). Harvard Business Review, 76(1), 124-135.

Ulrich, D. (2013). Delivering results. Boston: Harvard Business School Press.

Ulrich, D., & Beatty, D. (2015). From Partners to Players: Extending the HR Playing Field. Human Resource Management, 40(4), 293-308.

Ulrich, D., Brockbank, W., Johnson, D., & Younger, J. (2007). Human Resource Competencies: Responding to Increased Expectations. Employment Relations Today, 34(3), 1-12.

Ulrich, D., & Yeung, A. (1989). Human Resources in the 1990: Trends and Required Competencies. Personnel Administrative, March, 38-45.

Walsh, K.., Sturman, M. C., & Longstreet, J. (2010). Key issues in strategic human resources [Electronic version]. Retrieved [September 23rd 2015], from Cornell University, School of Hospitality Administration site: http://scholarship.sha.ornell.edu/articles/237

Walker, J. L. (2012). The use of saturation in qualitative research. Canadian Journal of Cardiovascular Nursing, 22(2), 37-46. Retrieved from http://www.cccn.ca

Weatherly, L. (2013). Human capital—the elusive asset; measuring and managing human capital: A strategic imperative for HR. Research Quarterly, Society for Human Resource Management. Retrieved June 1, 2003, from http://www.shrm.org/research/quarterly/0301capital.pdf

Wolgemuth, J. R. (2014). Analyzing for critical resistance in narrative research. Qualitative Research, 14, 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.

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.

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.

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.

Yin, R. K. (2014). Case study research: Design and methods. Thousand Oaks, CA: Sage.

Yeung, A., Woolcock, P., & Sullivan, J. (2012). Identifying and Developing Competencies for the Future. Human Resource Planning, 19(4), 48-58.

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

Recruitment in the 21st Century Assignment

Recruitment in the 21st Century
  Recruitment in the 21st Century

Recruitment in the 21st Century

Order Instructions:

Read the following article:

Recruitment in the 21st Century’.

After you have read the article, complete the following:

Identify and analyze the challenges in staffing, especially with regards to personnel selection practices. Identify the best approaches to successful recruitment.

SAMPLE ANSWER

HR.W4.ASS

Strategic recruitment remains one of the most important functions of human resource department. Finding suitable candidates in the 21st century is important for most companies’ success. The right employees require appropriate personnel selection practices. This discussion focus on the challenges in staffing more so, when it comes to personnel selection practices and identifies the best approaches to ensure successful recruitment.

Organizations face different staffing related challenges that halt innovation and productivity. Some of these challenges manifest through personnel selection practices. These challenges range from competition for applicants, labor shortages, increased knowledge work, wok diversity, recruiting, and maintaining high skill talent among any others (Shafique, 2012). Recruiting is an expensive process and it becomes more expensive if the applicants recruited or hired lack sufficient skills to handle tasks assigned. Organizations lose millions of dollars for hiring inappropriate candidates (Oracle Human Capital Management, 2012). According to Oracle Human Capital Management (2012), the financial impact of hiring a candidate that performs is 10-100 times the person’s salary. Currently, it is very important to hire candidates with exceptional talent in their respective areas to add value to the organization. However, this is not always the case, as there is limited number of available talents. This therefore, presents a challenge when selecting candidates.

The other challenge is failure of the organization to deploy the best recruitment strategies or methods to attract the right candidates that posses right skills and knowledge to perform a certain job (Shafique, 2012). This challenge arises when human resources department lacks sufficient skills and competent to recruit candidates (Douglas, 2012).

The challenge of retaining these candidates is not addressed sufficiently during their recruitment. People will need assurance of better remunerated and conducive working conditions when being recruited something that many organizations fail to give because they lack sufficient resources to motivate their employees (Ployhart, 2006). This contributes to negative perception of the candidates about the organization resulting to recruitment of less qualified candidates.

Another challenge is competition for the candidates by leading organizations (Tarique & Schuler, 2008). This competition leads to selection of candidates that may not be able to deliver as expected. It also contributes to increased cost of hiring that sometimes affects financial position of the company negatively (Shafique, 2012). Related to this challenge is labor shortage that organization grapples with. Even though, the number of applicants may be higher, they may not be qualified to perform certain tasks leading to challenges in the recruitment that eventually affects performance and productivity of an organization. Work diversity is also a challenge that faces many companies when selecting personnel. Different jobs require candidates with certain skills and knowledge to execute them well. Sometimes, it becomes very difficult for the company to recruit different people with skills in various fields because of the cost factor and this affects organization productivity and operation.

The only way to overcome these challenges is to embrace best approaches that have bored positive results. Organization must continue to meet their staffing needs and for this reasons, they must understand how to go about this. Organizations must actually consider their goals and requirements when recruiting (Ployhart, 2006). They must look at their business plan and its relation to its human resource planning before sending out an advert. Having a plan for recruitment process is important since recruitment goals are developed from the business goals. Is important to understand the position of the business; whether it is growing, stagnated, or declining. This information makes staffing needs more explicit. The information as well allows the organization to determine the number of employees to hire as skills, ability, knowledge, and experience needed to handle the job is listed. The recruitment method to use is as well identified if this information is available.

Method of recruitment are categorized as internal and external. Internal methods include job positing and bidding, and employee referrals, while example of external methods includes use of self employed workers, colleges, universities and many others. Planning therefore, ensures that the method used ensures selection of the most qualified and competent candidates that can handle the job well.

It is also important to remain professional when writing recruitment advertisements. These advertisements are important as they communicate about the company. The job advert should be short and precise, and written in positive wording. It should have an introduction, the job advertised and main duties, the qualification of the candidate and finish with information on benefits, career development, atmosphere, environmental, and other important requirements such as date of interview (Shafique, 2012).

There should be no discrimination of the applicants on any ground based on race, sex, and color of skin as this is illegal. The advertisement should adhere to the employment regulatory standards. This will enhance the public image of the company and as well ensure that   competent and qualified candidates apply for the job. The Equal Opportunities Commission (EOC) has published Codes of Practice that should act as a guide (Shafique, 2012). Other bodies such as Advisory, Conciliation and Arbitration Service (ACAS), and Commission for Racial Equality (CRE) as well have sufficient guidelines that organization must abide to avoid going against the law when recruiting.

It is therefore; wrong to victimize or unfairly discriminate candidates when recruiting staffs. The candidates have a right to data privacy, hence organization should not disclose any personal information to third parties without the consent of the candidates to use the information for another purpose from the intended one (Shafique, 2012). Is important that organizations request certain information such as selection records, references, and personal details when need be and ensue that they protect the same. It is also important to ensure that the process remain open to all the candidates that feel they have the capabilities to execute the work (Douglas, 2012). The interviews and other methods of candidate assessment should as well not be violated.

In conclusion, staffing is very important function of human resource management. It requires proper planning and adoption of suitable strategies to overcome challenges discussed. The best practice of staffing such as planning and aligning recruitment process with the goals of an entity will go miles in ensuring that organizations recruit competent candidates that can impact positively to the organization.

References

Douglas, K. S. (2012). Staffing for End of Life: Challenges and Opportunities. Nursing Economic$, 30(3), 167-178.

Oracle Human Capital Management. (2012). Best Practices for Recruiting the Best Talent.            Retrieved from; http://www.oracle.com/us/products/applications/human-capital-     management/talent-mgmt-rec-best-practices-2157035.pdf

Ployhart, R. (2006). Staffing in the 21st Century: New Challenges and Strategic Opportunities.    Journal of Management, 32(6), 868-897. Retrieved from:          http://jom.sagepub.com/content/32/6/868.abstract

Shafique, O. (2012). Recruitment in the 21st Century. Interdisciplinary Journal of Contemporary Research in Business, 4(2), 887-901.

Tarique, I., & Schuler, R. (2008). Emerging issues and challenges in global staffing: a North American perspective. International Journal Of Human Resource Management, 19(8), 1397-1415. doi:10.1080/09585190802200157

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Removing personal information of prospective employees

Removing personal information of prospective employees
Removing personal information of prospective employees

Pros and cons of removing personal information of prospective employees

Order Instructions:

Identify the pros and cons of removing personal information, such as age, gender, ethnic origin, and family or marital circumstances, prior to the screening and shortlisting of applicants for employment. Take a position for either removing or retaining such information.

SAMPLE ANSWER

Introduction

It is critical to mention that one of an essential human resource management practices is staffing. According to sources, the functions of management involve the prospect of retaining an organization’s structure through an accurate selection, appraisal and development of the human labour meant to fill the roles required within a work environment (Baert, Cockx, Gheyle, & Vandamme, pp. 467-500. 2015). In this case, the process of staffing involves an appropriately structured recruitment, selection, development and compensation of the workers within an organization.

Additionally, human capital remains an essential element in the growth of an employing organization since it offers the workers the opportunity to exercise their collective skills, abilities and competencies that would spur the organization to gain successfully a competitive advantage (Baert, et.al). The recruitment process at times become a challenging experience to the recruiters since it becomes difficult to determine the best choice of staff to recruit and how to go about the process. This paper, therefore, seeks to synthesize the pros and cons of neglecting personal information of an applicant during the process of screening for employment.

Pros and cons of removing personal information

The selection process remains a critical aspect of the staffing function of an organization. An ineffective selection has the capacity to affect the decisions of the hiring and placement of workers within an organization (Corell, Benard & Paik, pp.1297-1338.2007). Staffing, therefore, involves an approach geared towards placing the right men and women at the good job. This process can, therefore, be effectuated through a thorough recruitment approach that determines the best suitable candidate for a position.

Pros

During the selection process, there are some biases that need to be avoided. The removal of personal information remains an essential element in reducing or eliminating discrimination prior to the short listing and recruitment process. Sources reveal that several incidences of discrimination have been noted in recruitment processes where people are judged based on their nationality/ethnicity, gender, disability and equality in authority (Corell, et.al).

These factors clearly depict the fact that removing personal information prior to the short listing and recruitment process will maintain the processes equality, a factor that clearly spells out that fact that all the applicants will be treated fairly, with the best taking the job irrespective of their ethnicity, gender, social status (Corell, et.al). These factors are known to stereotype several recruitment processes thus removing personal information prior to the process of recruitment ensures equality in recruitment.

Cons

Some schools of thought allege that the recruitment process should not only rely on how the applicants are recruited but who fits a job position for selection. The primary idea in this remains the fact that applicants should be in their right mental, physical and psychological state for the positions declared vacant within an organization (Corell, et.al). An instance of this can be determined by the fact that certain jobs require men as compared to women. Women are known to fit in particular job positions since they have not the strength needed to handle some jobs. Men, on the other hand, are better placed in carrying out hard labour such as building houses, drilling, and driving trucks.

In support to this, some particular cultures impact the nature of jobs that both these sexes should partake. An instance of this is a case of Saudi Arabia where men are not allowed to engage in the sales of female lingerie. It is through this that the removal of an applicant’s personal information prior to the process of short listing and recruitment may result in the hiring of wrong personnel (Corell, et.al). It is also essential to determine where an applicant comes from, their gender, physical conditions among other factors that can assist in the process of recruitment. This information’s remain pertinent in ensuring that the personnel’s hired are suitable for the job thus removing them would give the Human Resource functions difficult in determining the appropriate employees.

My Stand in either Removing or Retaining such Information

According to the findings stated in this analysis, it is essential that the applicants detail their personal information in their applications to aid the recruiters with the right information during the process of recruitment (Fratričová, & Rudy, pp. 149-155.2015). Employers should, therefore, request for this information since the hiring of wrong applicants may lead the organization into incompetency, a factor that would affect its production immensely.

From an experience I have personally had, there are several factors that are required to get a job with a government institution. The recruiting agencies need to ensure if an applicant is of the right age and has the capacity to perform the duties delegated appropriately (Fratričová, & Rudy, pp. 149-155.2015). The government has also set a retirement age bracket, a factor that typically requires an individual’s personal information. In an incidence where the personal information is removed, the recruiters are more likely to recruit the wrong personnel to fill the job positions.

Conclusion

According to the findings detailed in this research it is critical to note that the removal of an applicant’s personal information during the recruitment and selection process has several adverse impacts that may affect the operations of a company. It is therefore essential to determine that an applicant’s personal information should be included during the process of recruitment.

References List

Baert, S, Cockx, B, Gheyle, N, & Vandamme, C 2015, ‘Is There Less Discrimination in Occupations Where Recruitment Is Difficult?’, Industrial & Labor Relations Review, 68, 3, pp. 467-500, Business Source Complete, EBSCOhost, viewed 3 September 2015.

Corell, S.J., S. Benard and I. Paik, 2007. “Getting a Job: Is There a Motherhood Penalty?”, American Journal of Sociology, Vol. 112, No. 5, pp.1297-1338.

Fratričová, J, & Rudy, J 2015, ‘Get Strategic Human Resource Management Really Strategic: Strategic HRM in Practice’, International Journal Of Management Cases, 17, 4, pp. 149-155, Business Source Complete, EBSCOhost, viewed 3 September 2015.

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Studies in The Effects of Human Resource Management

Studies in The Effects of Human Resource Management Order Instructions: For this paper, the writer will have to pay close attention to all details of the assignment as it will be a continues assignment which will carry forward for 8 weeks.

Studies in The Effects of Human Resource Management
Studies in The Effects of Human Resource Management

The details of the assignment will be send via email for the remainder of the 7 weeks. It is important that the writer try to stay consistent in all sections of the papers as the revolve.

Selecting Your Small-Scale Project Subject

Throughout the 8 weeks of this course (in separate but interrelated assignments), you will complete a small-scale research project by conducting a qualitative interview study. This project will give you first-hand experience with conducting qualitative research and, if performed appropriately, could also contribute to your own doctoral study.

For this Assignment:
• Select two or more interviewees and a topic for your small-scale qualitative project. You are free to choose the topic for your interview. Consider choosing a topic related to your proposed doctoral study, because the course exercises may assist you to move forward with your own doctoral study. Bear in mind that this interview project will also be the basis for subsequent assignments in this course.
In two paragraphs, summarize the process by which you selected your topic and your interviewees, and provide a brief rationale for why you have chosen this topic and detailed information identifying why interviewees are appropriate (2 participants or more).

Studies in The Effects of Human Resource Management Sample Answer

Doctoral Studies

The doctoral study I chose to research on is The Effects of Human Resource Management (HRM) Practices on Employee Performance. The process I used in selecting this topic is mainly qualitative. The issue is important to my doctoral studies since my career path majorly encompass management career path. It is the career path development process that makes me chose this topic to get information about how HRM practices can perfect employee productivity (Doody & Noonan, 2013, p 28). My ideal job will be to start my own business: be a manager of my own business. Thus, the topic will be indispensable in helping me move forward with my doctoral studies. The topic has passed preliminary testing whereby I have tried to ask students and lectures on the same topic.

To investigate the topic, I will use qualitative research (interview) to execute it. Eight interviewees will be interrogated in the interview. Three of the respondents will be managers/CEO (chief executive officers) of any companies and five employees (Doody & Noonan, 2013, p.31). The sample of the eight participants will be randomly selected from the various enterprises in the region. The importance of selecting the three CEOs is that I will be able to consolidate information about how HRM practices ease the operations and duties of the top management. Furthermore, having the five employees in the sample will establish the consequent implications of HRM practices on the performance of workers (Doody & Noonan, 2013, p.32). Altogether, I will be able to establish the relationship between employers and employees as far as HRM practices are concerned. The responses from both parties will be used to test the hypothesis regarding the respective topic.

Studies in The Effects of Human Resource Management Reference

Doody, O., & Noonan, M. (2013). Preparing And Conducting Interview. Nurse Researcher,         20(5), pp.28-32.

HRM contribution to success of an organization

HRM contribution to success of an organization
HRM contribution to success of an organization

HRM contribution to success of an organization

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HRM contribution to success of an organization

Abstract

Human resource department is a critical function contributing to the well – being of employees in any business. In the past, human resource professionals were always in their traditional roles and played the role as an administrative expert who looked after the day-to-day operational human resources but today human resource professionals are becoming a more strategic role. Therefore, the purpose of this study was to explore human resource professionals’ experiences and strategies that may have contributed to the development and accomplishment of the organization objectives. The data collection process of this study used the interviews of two line managers who are in a business leader role. This study would help researchers, academicians, HR practitioners, business leaders or CEOs to improve their strategic skill sets and would provide suggestions for future research in human resource professionals’ roles.

Background of the Study

The role of human resource professionals is primarily accepted to be that of a supportive and an administrative one involving paperwork, but not that of strategy management. Traditionally, the role of human resource professionals in many organizations is to serve as the systematizing, policing arm of executive management.

According to Sondhi (2013), Human Resource (HR) had to transform itself from just being a support system to a strategic partner in business policy. HR can as well play a role of Strategic human resource management (SHRM) by participating in the formulation of the business strategy. Strategic human resource management involves making decisions that define the overall vision, mission, core values, and objectives of the organization. Human resource strategies are important because they help determine how to manage people in relation to business strategies (Brauns, 2013). Human resource professionals are moving towards a more strategic role today whereby they play a main role in devising strategies for the company together with other top level managers. Human resource professionals need to transform their roles, activities, and responsibilities to be more strategic business partner. According to Khatri (2013), HR transformation builds upon the excellence of HR professionals who are always ready to execute their role to achieve the business objectives. Even though, HR functions continue to change  and HR professionals viewed as business partners, but they seem to lack enough skills and competencies to contribute to organizational profitability.

Problem Statement

42% of business leaders believe their HR professionals are underperforming (Benko et al., 2014). Hence, the specific business problem is HR professionals do not have the business skills/strategies required to help an organization increase its profitability. HR professionals need to develop deeper business acumen to become an effective business partner (Benko et al., 2014). Less than 8% of HR professionals have confidence that they have the business skills needed to meet the challenge of today’s global environment and consistently deliver innovative programs that drive business impact (Benko et al., 2014). 95% of HR professionals’ responsibility is administrative work that can be outsourced but most organizations would internally hold this work because of lack of lack of confidence in the HR (Vosburgh& Resorts, 2013). The general business problem is the most business leaders do not believe that HR professionals can transform their roles from an administrative role to a strategic business partner.

Purpose Statement

The purpose of this qualitative phenomenological study is to explore what HR professionals can do to help an organization increase its profitability. HR professionals need to learn and understand the business of organizations. They need to transform their roles, activities, and responsibilities to be more of a strategic business partner to add value to the organization. HR professionals have therefore, an obligation to embrace change in this modern times (Khan, 2012). Interviews will be conducted to seek roles, experiences, activities, and responsibilities of HR professionals with the targeted R professional participants located in Bangkok, Thailand. The researcher will use purposeful sampling to select the interviewee the choice of this strategy is intended to ensure to select interviewee with experience in the field of HR. HR transformation implication on business is to help HR professionals improve their knowledge and skills in business and help the organization increase its profitability.

Nature of the Study

             Studying the role of HR professionals required an analysis of their experiences in an organization. Such in-depth assessment of HR professionals’ role may better align with the qualitative research design. Qualitative research is a method of inquiry and data collection. According to Creswell (2009), qualitative research is a form interpretative inquiry in which researchers make an interpretation of what they see, hear, and understand. Qualitative research is used to gather in-depth information and it is primarily exploratory research. It is also used to gain an understanding of underlying reasons, opinions, and motivations. Conducting a qualitative study has enabled a researcher to analyze individual’s behaviors, opinions, beliefs, emotions and relationship. Therefore, this research involves a phenomenological qualitative study to explore what HR professionals should do to help an organization increase its profitability. Phenomenology is concerned with the study of experience from the perspective of HR professionals. According to Creswell (2013), phenomenological study focuses on describing what all participants have in common, as they experience a phenomenon. It is also based in a paradigm of personal knowledge and subjectivity, and emphasizes the importance of personal perspective and interpretation. Phenomenology primarily uses interviews with individuals and observations to collect data. Other researchers have used phenomenological qualitative study to conduct their research and succeed in achieving their objectives hence, the choice of this method (Sedivy-Benton, Strohschen, Cavazos & Boden-McGill, 2015).

Central Research Question

The objective of this research study is to explore how HR professionals’ transformation contributes to increased productivity. In line with the statement of purpose, this study addressed the following research questions.

Research Question 1: What is the transformation for HR professionals as seen through their roles and as experienced in HR activities in the organization?

Research Question 2: What is the strategic plan in the transformation of HR professionals’ role to help an organization increase its profitability?

Research Question 3: What is the strategy being used and made changes in business by HR professionals to help an organization increase its profitability?

Significance of the Study

The study provides a framework for exploration of human resource professionals’ strategic roles. It study supports the organizations to create business value and competitive advantage. The study also provides insight into human resource professionals’ perceptions of strategic business partner role. It as well suggests human resource strategy to help the organization improve its performance for HR practitioners, business leaders, and CEOs. Moreover, this study will focus on the mastery of business acumen and HR strategic skills. Business leaders and HR professionals can learn more about HR professionals’ strategic roles. Furthermore, business leaders and HR professionals can apply the concept of this study for their business practice. The study can lead organizations in areas such as organization development, strategic utilization of employees to serve business goals, talent management and development. It can also make an impact improvement on management such as performance management, business development and skill improvement in the organizations.

Literature Review

Human Resource Department is a critical component of employee well – being in any business. HR responsibilities include payroll, benefits, hiring, firing, and keeping up to date with state and federal tax law. Historically, HR has grown up in a void of unaccountability. In the past, or up until recently, (need a temporal component here) HR leaders have not been held accountable for delivering metrics that show the value of their programs or investment (Robb, 2011). HR in business must focus on aligning itself with the business and think about key business challenges as well as design HR plan to respond to the challenges. Strategic human resource management (SHRM) is a link between HRM and strategic management processes of an organization (Sondhi & Nirmal, 2013). The most general implementation (of SHRM) challenge facing HR professionals reflects an interesting challenge. Executive business leaders expect human resource professionals to lead organizational initiatives and change efforts that can produce value to the organization.

Arachchige and Weerasinghe (2012) stated that traditional role of personnel or HR as a HR administrator is now not sufficient for survival in the highly competitive modern business environment. Brauns (2013) stated that human resource strategies could help determine how to manage people in relation to business strategies. The way in which people are managed within organizations need to be aligned with the strategy of the business. Moreover, Florah et al. (2013) argues that strategic human resource management provides a direct and economically significant contribution to a firm’s performance. However, the transformation towards strategic human resource management is a goal of most HR departments today (Glarino, 2013). HR professionals began to evolve and become strategic business partners by adding value to the firm. In an organization, SHRM means accepting and involving the HR functions as a strategic partner in the formulation and implementation of the companies’ strategies through HR activities (Jain, 2014). HR professionals have to work together with top executives to make competitive business strategies and to figure appropriate HR strategies to support the business strategies (Khatri, 2013). Khan (2014) illustrated that in the business partner role, HR helps various units in implementation of their business model. For HR professionals to have a major role in business strategy, they need to have critical skills, such as, business understanding, strategic planning, and cross-functional experience. Business leaders and HR professionals are all critical to the creditability and capability to engage in business decisions.

Hr professionals are expected to contribute to the business strategy through their domain expertise Khan, 2012). HR professionals need to spend time understanding the business strategy, competitors, technologies and customers, to help the firm gain a competitive advantage using HR practices (Loshali& Krishnan, 2013). In addition, HR role has changed from administrative services to business partner, and that the newest view that is less developed in most corporations is that of a strategic partner. HR professionals bring business, change, consulting and learning to their partnership with line managers, so that they can create value (Saleem and Perwez, 2012). To make HR professionals more available for participation in strategic decision-making process, HR professionals should be delegated to line managers as they have direct and frequent contact with employees (Sani, 2012).

The role of HR has become strategic with increasing competition, creating a motivating workforce, facilitating change management, recruiting, and retaining the most efficient employees (Sondhi and Nirmal, 2013). These functions make HR professionals’ key players and increase their role as part of strategic business partners within their organization (Mitsakis, 2014). However, Ugheoke et al. (2014) states strategic human resource management has a direct impact on the achievement of the business goal and performance improvement. HR professionals have shifted the role of an operational HR to be more strategic partner to the organization by getting more involved in strategic decision-making (Yousoff, 2012).

References

Arachchige, B. J. &Weerasinghe, B. L. (2012). Role Transition of HR Professionals in the Sri Lankan Banking Sector: A Study. The IUP Journal of Management Research,  XI(4).

Benko., C., Bohdal-Spiegelhoff, U., Geller, J. & Walkinshaw, H. (2014). The Reskilled HR Team: Transform HR Professionals into Skilled Business Consultants. Deloitte University Press.

Brauns, Melody (2013). Aligning Strategic Human Resource Management to Human Resources, Performance and Reward.International Business & Economics Research Journal, 12(11).

Creswell, John, W. (2009). Research Design: Qualitative, Quantitative, and Mixed Methods Approaches 3rd Ed.

Creswell, John. W. (2013). Qualitative Inquiry & Research Design: Choosing Among Five Approaches. 3rd Ed. Los Angeles: Sage.

Florah, O. M., Nyagol, M. O. & Susan, R. (2013). Strategic Humane Resource Management Practices and Performance of Sugar Manufacturing Firms in Western Kenya. International Journal of Research in Social Sciences, 3(4).

Glarino, G. G. (2013). Strategic Human Resource Management: Influences on Perceived Organizational Support and Job Attitudes. International Journal of Business and Social Science, 4(12).

Jain, Mitushi (2014). Organizational Success through Strategic Human Resource Management. Journal of Social Welfare and Management, 6(1).

Khan, B. M. (2012). A Study on the Emerging Dimensions of Strategic HRM in Different Subsectors of IT Industry.The IUP Journal of Management Research, XI(2).

Khan, D. M. (2014). HR as a Strategic Partner: A Critical Review. International Journal  of Human Resource Studies, 4(1). doi: 10.5296/ijhrs.v4il.5129.

Khatri, B. (2013). Modifying HR to Meet Advanced Business Prospects. International  Journal of Management Research and Review, 3(11).

Loshali, S. & Krishnan, V. R. (2013). Strategic Human Resource Management and Firm Performance: Mediating Role of Transformation Leadership. Journal of Strategic Human Resource Management, 2(1).

Mitsakis, F. V. (2014). Human Resources (HR) as a Strategic Business Partner: Value Creation and Risk Reduction Capacity. International Journal of Human Resource Studies, 4(1).

Robb, Drew. (2011). Creating Metrics for Senior Management. Society For Human Resource Management, 56(12), 109-111.

Saleem, S. M. &Perwez, S. K. (2012). The Human Resources Role and Challenges in the Hotel Sector in Kanyakumari, Tamil Nadu. International Journal of Management Research and Review, 2(10), 1758-1763.

 

Sani, A. D. (2012). Strategic Human Resource Management and Organizational Performance in the Nigerian Insurance Industry: The Impact of Organizational Climate. Business Intelligence Journal, 5(1).

Sedivy-Benton, A., Strohschen, G., Cavazos, N., & Boden-McGill, C. (2015). Good Ol’ Boys, Mean Girls, and Tyrants: A Phenomenological Study of the Lived  Experiences and Survival Strategies of Bullied Women Adult Educators. Adult  Learning, 26(1), 35-41.

Sondhi, V. &Nirmal, P. S. (2013). Strategic Human Resource Management: A Reality Check. Review of Management, 3(1/2), 4-10.

Ugheoke, S. O., Isa, M. F. & Noor, W. S. (2014). Assessing the Impact of Strategic Human Resource Management on Tangible Performance: Evidence from Nigerian SMEs. Management and Business Research, 1163-1173.

Vosburgh, R. M. & Resorts, M. (2013). The Evolution of HR: Developing HR as an Internal Consulting Organization.Human Resource Planning.

Yusoff, Y. M. (2012). The Path from an Administrative Expert to a Strategic Partner Role: A Literature Review. Interdisciplinary Journal of Contemporary Research  Business, 3(9).

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