Effects of Human Resource on Employee Performance Order Instructions: Doctoral Study topic (Effects of Human Resource practices on employee performance)
The writer will complete these 3 sections of the paper taking into consideration that is a doctoral level paper. The different component must follow all the rules as it is requiring a doctoral level. The writer will use peer review articles of not more than 5 years old and grammar and sentence structure must be on point as this is a doctoral level paper which is been scrutinize by top-level professors. The writer must complete the 3 different components following the rules on how to write each of that component.
Selected 3 components of the Doctoral Study Prospectus which you will spend the next 7 weeks developing. The components you should be developing include:
1. Problem Statement
2. Purpose Statement
3. Nature of the Study
Effects of Human Resource on Employee Performance Sample Answer
Doctoral Study Components
Topic: Effects of Human Resource Practices on Employee Performance
Problem Statement
Employee performance forms a crucial aspect in overall organizational excellence and effective understanding of factors that influence their performance is imperative. The nature of human resource practices within an organization can have a remarkable impact on employee performance. According to Mitchell, Obeidat, and Bray (2013), attracting and retaining valuable employees within the organization calls for the adoption of human resource practices that enhance the productivity of employees. This ensures that employees are capable of performing at an optimal level, based on the HR practices that influence their work (Nadda et al, 2014). Despite extensive studies on effective human resource practices, their impact on employee performance remains largely unexplored, such that organizations do not have the necessary information required in making important decisions (Ijigu, 2015). As employee performance becomes increasingly important in contemporary organizations that seek to derive value from employees, the need to understand the impact of organizational HR practices is undeniable. This calls for an evaluation of how these practices influence employee performance.
Human resource practices are known to influence the performance of employees to a significant extent, based on how the address employee needs and expectations. Therefore, HR practices within the organization act as motivation for employees (Tiwari, 2011). Practices including compensation, training, career development, employee involvement and performance evaluation among others determine the level of motivation among employees depending on how they are designed (Tiwari, 2011; Ijigu, 2015). de Brito and de Oliveira (2016) note that the design of HR practices must involve the alignment of organizational needs with employee needs in order to effectively promote performance. In this relation, organizations must understand the characteristics necessary for the creation of effective HR practices in order to promote employee motivation and subsequently influence their performance.
Based on the above statements, it is apparent that there is a need to determine how employee performance is influenced by human resource practices.
Effects of Human Resource on Employee Performance Purpose Statement
The purpose of this research is to link human resource practices to employee performance, and thus establish how best, organizations can enhance employee performance through adoption of feasible HR practices.
Effects of Human Resource on Employee Performance Nature of the Study
This research will take a qualitative research approach in the collection and analysis of data to determine how HR practices influence employee performance. Qualitative research denotes the mode of research in which meanings are derived from the experiences, perspectives, and thoughts of the participants (Yilmaz, 2013). Qualitative research seeks to explore and derive meanings from phenomena, motivations, reasons, and opinions of participants involved in the study (Quimby, 2012).
To obtain data necessary for completing the research, both primary and secondary data will be utilized. Primary data will be obtained through the use of interviews, where participants, including human resource managers and employees from five different organizations, will be interviewed. Random sampling will be used in selecting the respondents. This method of sample selection is preferred because it ensures that all members of the population get a probability of participating in the study, thus reducing research bias (Quimby, 2012).
Secondary data will be derived from various written sources including peer-reviewed journals, books, publications, and authentic internet sources.
Data analysis for the research will utilize different qualitative techniques including coding, conceptualizing, multiple response analysis and case-oriented understanding. Through the use of Chi-Square for statistical analysis, the research will establish whether there is a relationship between HR practices and employee performance. Chi-Square tests relationships based on categorical variables, through simultaneous cross-tabulation of the distribution of the two variables involved (Yilmaz, 2013).
Effects of Human Resource on Employee Performance References
de Brito, R. P., & de Oliveira, L. B. (2016). The Relationship between Human Resource
Management and Organizational Performance. Brazilian Business Review (English Edition), 13(3), 90-110. doi:10.15728/bbr.2016.13.3.5 Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=cde1b46d-df2a-47fa-b4eb-5d64ce3f01ff%40sessionmgr4003&vid=1&hid=4110
Ijigu, A. W. (2015). The Effect of Selected Human Resource Management Practices on
Employees’ Job Satisfaction in Ethiopian Public Banks. EMAJ: Emerging Markets Journal, 5(1), 1-16. doi:10.5195/emaj.2015.64. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=8ef30552-993b-4991-b993-e2622b17b233%40sessionmgr4005&vid=1&hid=4110
Mitchell, R., Obeidat, S., & Bray, M. (2013). The Effect of Strategic Human Resource
Management on Organizational Performance: The Mediating Role of High-Performance Human Resource Practices. Human Resource Management, 52(6), 899-921. doi:10.1002/hrm.21587 Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=2a51939e-1a97-4b4a-ac55-092c15ed1f09%40sessionmgr4003&vid=1&hid=4110
Nadda, V., Rahimi, R., Dadwal, S., & Bhan Singh, U. (2014). Impact of HR Practices on
Employee’s Performance: Case of UK Hotel Industry. Journal of Hospitality & Tourism, 12(2), 88-111. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=997c8dcd-d925-4870-89f4-56d5313ba131%40sessionmgr4003&vid=1&hid=4110
Quimby, E. (2012). Doing Qualitative Community Research: Lessons for Faculty, Students and the Community. UAE: Bentham Science Publishers.
Tiwari, P. (2011). Impact of Selected HRM Practices on Perceived Employee Performance: An
Empirical Study. Global Management Journal, 3(1/2), 37-43. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=945b69af-ff73-4b81-adc6-acd627af755c%40sessionmgr4004&vid=1&hid=4110
Yilmaz, K. (2013). Comparison of Quantitative and Qualitative Research Traditions: epistemological, theoretical, and methodological differences. European Journal of Education, 48(2), 311-325. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=1fd643c1-2944-4ace-aac5-f239a444e69b%40sessionmgr4003&vid=1&hid=4105
