HR Practices and Employee Performance

HR Practices and Employee Performance Order Instructions: The Relationship between HR Practices and Employee Performance in Various Organizations

HR Practices and Employee Performance
HR Practices and Employee Performance

The writer must also understand that the is no room for mistakes here and must read all instructions in the template strictly following the templates that are been provided. The writer should write directly in the template provided and should refer to all directions in the template. The references should not be more than 5 years old and must use the APA 6th edition throughout the entire paper. The writer must also properly arrange all references according to APA 6th edition.

HR Practices and Employee Performance Sample Answer


The Relationship between HR Practices and the Employee Performance in Various Organizations


Melchiades Amin

Doctor of Business Administration – Project Management

Submitted in Partial Fulfillment of the Requirements for the Degree


Doctor of Business Administration

Walden University

Student ID: A00501234

July 2017

Definition of Terms

Human resources (HR) Practices: these are the activities carried out by the HR department (Tiwari, 2011). Examples of HR practices are performance appraisal, compensation, promotion, recruitment, and orientation.

Human Resource Management (HRM): there refer to the formal systems devised for the purpose of managing employees in a company or organization (Nadda et al., 2014).

Informant: study subjects who take part in the research study as participants. They are interviewed through in-depth interviews. They are key individuals who will provide the necessary data to address the research question (Venkatesh, Brown & Bala, 2013).

Perceived employee performance: this refers to the way a staff member carries out his or her job tasks in the workplace (Khatibi et al., 2012).

Social Change: a deliberate process that is used to create and apply ideas, actions and strategies for the purpose of promoting the development, worth and dignity of societies, cultures, institutions, organizations, communities and individuals (Walden University, 2016).

Assumptions, Limitations, and Delimitations


An assumption refers to factors that are possibly influential to the research for which the investigator lacks hard data or may not ever know. In other words, an assumption is a fact the investigator assumes to be true but cannot really be proven (Venkatesh, Brown & Bala, 2013). One assumption is that all the research participants who would be interviewed would give truthful answers to the interview questions. To mitigate this assumption, the researcher will ask the participants to give only honest answers. Furthermore, because a sample would be chosen, the researcher will assume that the selected sample would actually be representative of the population to which the researcher wishes to make inferences. To mitigate this second assumption, the researcher will select participants from organizations that operate in different industries so that the findings could be generalized across various sectors and industries.


A limitation refers to an element the investigator does not have control over (Venkatesh, Brown & Bala, 2013). The limitations for this study are: firstly, as opposed to random sampling, the researcher will select the sample population using the purposive sampling method in which the informants are selected basing on the judgment of the researcher (Guarte & Barrios, 2011). This implies that the study findings may not be applied generally to a bigger population. Secondly, the study focuses only on HR managers in Colorado and thus the findings cannot be applied to other professions. The third limitation is time. The period of time set for the research study may not be adequate. However, to ensure the study is satisfactory, the researcher will make good use of the limited time frame.


A delimitation refers to the scope or bounds of the study or things the investigator has control over (Venkatesh, Brown & Bala, 2013). The delimitations are in the researcher’s control. In this study, the delimiting factors consist of the choice of the research question, and the adopted theoretical frameworks as opposed to those which could have been used. Since this is a study about how HR practices relate to perceived employee performance in American companies in Colorado, the findings would not essentially be applied to other professions.

Significance of the Study

Contribution to Business Practice

Business organizations nowadays are faced with the new epitome of the need to uphold effective human resource practices for exceptional organizational performance. (Wood, 2011). This research is of great significance to HR managers across the globe as the findings would provide essential information with regard to HR practices and how they affect the perceived performance of workers. By following recommendations from this research, which will be based on real-life experiences of human resource managers in three national companies based in the state of Colorado, HR managers may improve their HR practices to enhance perceived employee performance. In essence, this study will bring about an improvement in the job performance of workers which would in turn help increase organizational profitability.

Implications for Social Change

There are quite a few social change implications associated with the research. Firstly, there would be enhanced psychosocial well-being of employees when organizations adopt friendly HR practices. In other words, staff members would have a feeling of contentment and satisfaction with their jobs when they see friendly human resource management practices being used by their organizations. Secondly, there would be better quality products and services for customers following improved employee performance. When the HR professionals in the company utilize friendly HR practices, employee job performance would improve which would consequently lead to the production of better quality services and products. On the whole, when workers notice that effective and friendly HR practices being utilized, they would be motivated to improve their job performance and produce services and products of improved quality.

A Review of the Professional and Academic Literature

This subsection contains an extensive and thorough review of existing literature. The strategy for searching the literature is searching literature published over the last 5 years, published in the English language, and literature that pertains to the research topic. Moreover, the literatures are searched in recognized electronic scholarly databases including Ebscohost and Proquest. Students and researchers alike utilize these databases extensively. The content of the literature covered relates to HR management practices and employee performance and includes some studies that looked into the relationship between HR practices and performance of employees. Human resource management (HRM) is a coherent and strategic approach to managing a company’s most important assets, that is staff members, who jointly and individually contribute to the attainment of the company’s goals as well as objectives (Nada et al., 2014). HR practices in any organization include HR planning, training and development, staffing, compensation, labour relations, performance assessment, compensation, promotion, recruitment, orientation, job analysis and selection. Quite a few researchers have looked into the influence of human resource practices on the performance of workers and some studies have shown a positive relationship between HRM practices and performance of workers (Innocenti, Peluso & Pilati, 2012). However, many previous research studies have focused on just one or 2 HR practices rather than a host of HR practices. The present research will fill this gap by focusing on a host of HR practices.

Human resource practices, as Guest (2011) pointed out, are very essential tools that have the ability to influence employees’ behaviour and attitudes, and their work performance. In their study of how HR practices affect perceived employee performance in a number of hospitals in Iran, Khatibi et al. (2012) found out that promotion and compensation related positively to employee work performance. However, performance appraisal negatively related to the work performance of workers. With regard to compensation, an attractive compensation package helps in improving workers’ job performance (Kehoe & Wright, 2013). Overall, workers who believe that their company actually compensates them well are inclined to be very much committed to their company. Guest (2011) reported that committed staffs usually demonstrate a high perceived job performance. Given that promotion practices have a positive influence on the job performance of workers, they should be used in helping workers develop their professional careers (Scheel, Rigotti & Mohr, 2014).

Recruitment and selection practices also have an effect on the workers’ perceived job performance, though this effect is really not very big (Kehoe & Wright, 2013). The HR practice of employee training has been shown to have a positive association with work performance of workers. Tiwari (2011) noted that employee training is critical in producing the human capital which the firm requires. As a result of training employees, skills in the staff members that are essential to do their job get developed. Whenever the HR department invests in employee training, the workers will feel indebted to the company and they would be able to improve their job performance. Therefore, as a HR practice, training of employees has a positive impact on the work performance of workers (Tiwari, 2011). Furthermore, career planning is an essential human resource. It is focused on motivating workers to accomplish the desired match between their individual aims and the firm’s objectives. Researchers have reported that career planning develops staffs, enabling them to improve their perceived work performance (Scheel, Rigotti & Mohr, 2014). This implies that there is a positive correlation between the two.

Role of the Researcher

In the data collection process, the researcher’s role would be to interview the study’s participants and obtain data from them that would be used to answer the research question. After data collection, the other role of the researcher is to analyze the findings and report them to the relevant stakeholders for use. The researcher will also have the role of mitigating bias and avoid viewing the collected data through a personal perspective or lens. To reduce bias, the researcher will ensure that all questions that are asked are in fact posed thoughtfully and asked in a manner that enables the interviewees to divulge their true feelings with no distortions (Dodou & de Winter, 2014). Since interviews would be conducted, an interview protocol would be used which would outline the techniques and procedures for carrying out the interviews (Johnson, 2016).


To gain access to the study’s participants who will be 7 in total, the researcher will first get in contact with a top executive in each of the companies through email communication or phone call. The researcher will then use this individual to recruit the relevant HR managers to take part in the study. In essence, the researcher will approach the company’s top executives and inform them about the research study and its purpose, and why their HR managers are crucial in helping to complete the study successfully. They will then be convinced to invite their HR managers to participate in the study. Once access to the participants has been gained, it would now be important to establish a working relationship with them.

The researcher will establish a working relationship with the participants by doing the following: being transparent and honest regarding both the purpose and nature of the study and not doing the research in a covert manner. The researcher will also develop relationships of trust and allow the study subjects to raise issues that they would like to talk about, even if it may not be related to the research study. The researcher would be straightforward and frank and seek the participants’ help. Moreover, before interviewing any participant, the researcher will always ask for permission.

To ensure that the ethical protection of participants is adequate, the methods that would be used by the researcher are anonymity and confidentiality. Confidentiality basically implies that the identity of the study subjects is known to the researcher but is actually protected from public exposure (Petrova, Dewing & Camilleri, 2016). The researcher would not include any identifying information such as addresses or names in the published reports. Anonymity implies that the investigator is unaware of the participants’ identity (Petrova, Dewing & Camilleri, 2016). In this study, although the researcher will have the names of the participants to schedule the interviews, those names would not be disclosed to third parties.

Moreover, the researcher will gain informed consent. The researcher will inform the study subjects about the nature of the research procedure, the benefits and risks, what they would be expected to do, their right to withdraw at whichever time, as well as their right to refuse to take part (Litwin, 2016). The geographical location of the participants is Colorado. The type of sampling technique that would be used is purposive sampling, which is essentially the calculated selection of a study subjects because of the attributes that they have (Guarte & Barrios, 2011). Using this purposive sampling method, 7 human resource managers in three national companies based in the state of Colorado would be selected and included in the study as respondents. The informants would be selected because they are HR managers and they would provide vital information with regard to human resources practices.

HR Practices and Employee Performance References

Cameron, R. (2011). Mixed methods research: The five Ps framework. Electronic Journal Of Business Research Methods, 9(2), 96-108.

Dodou, D., & de Winter, J. C. F. (2014). Social desirability is the same in offline, online and paper surveys: A meta-analysis. Computers in Human Behavior, 36(6):487–495. doi:10.1016/j.chb.2014.04.005.

Guarte, J., & Barrios, E. (2011). Estimation under purposive sampling. Communications In Statistics: Simulation & Computation, 35(2), 277-284. doi:10.1080/03610910600591610

Guest, D. (2011). Human resource management and performance: still searching for some answers. Human Resource Management Journal, 21(1), 3–13

Innocenti, L., Peluso, A. M., & Pilati, M. (2012). The interplay between HR practices and perceived behavioural integrity in determining positive employee outcomes. Journal Of Change Management, 12(4), 399-415. doi:10.1080/14697017.2012.728763

Johnson, J. S. (2015). Broadening the application of mixed methods in sales research. Journal Of Personal Selling & Sales Management, 35(4), 334-345. doi:10.1080/08853134.2015.1016953

Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management39(2), 366-391.

Khatibi, P., Asgharian, R., Saleki, Z. S., & Manafi, M. (2012). The effect of HR practices on perceived employee performance: A study of Iranian hospitals. Interdisciplinary Journal of Contemporary Research in Business, 4(4), 82-98

Litwin, J. (2016). Engagement shift: Informed consent in the digital era. Applied Clinical Trials, 25(6/7), 26-32.

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.

Petrova, E., Dewing, J., & Camilleri, M. (2016). Confidentiality in participatory research. Nursing Ethics, 23(4), 442-454. doi:10.1177/0969733014564909

Scheel, T., Rigotti, T., & Mohr, G. (2014). Training and performance of a diverse workforce. Human Resource Management, 53(5), 749-772. doi:10.1002/hrm.21583

Tiwari, P. (2011). Impact of selected HRM practices on perceived employee performance: An empirical study. Global Management Journal, 3(1/2), 37-43.

Venkatesh, V., Brown, S. A., & Bala, H. (2013). Bridging the qualitative-quantitative divide: guidelines for conducting mixed methods research in information systems. MIS Quarterly, 37(1), 21-54.

Walden University. (2016). Definitions: social change. Retrieved from

Wood, S. (2011). Human resource management and performance. International Journal of Management Review, 1(4):367–413

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