Human Resource Management Practices Order Instructions: The most important step in framing and meeting the objectives of your research is to formulate a set of well-defined research questions or testable hypotheses.
For this week’s essay, using the two published papers provided in your field, you will review the motivation behind framing research topics and choosing specific sets of research questions, evaluate methodologies used within the context of the main objectives of the research and the wider literature on the topics, and finally discuss the potential contributions that the two articles make.
To prepare for this essay:
• Read the files which uploaded.
• Consider the two papers from your degree field in the Required, specifically thinking about how you may evaluate their strengths and weaknesses.
• In approximately 550 words, critically evaluate ONE of the sample research articles provided from your degree field, addressing its strengths and weaknesses.
• In formulating your essay, consider the following questions:
• What motivated the research?
• What research questions were explored?
• What was the methodology followed by the researcher(s)?
• How did the findings contribute to academia?
Human Resource Management Practices Sample Answer
Human resource management (HRM) practices refer to those aspects of organizational culture aimed at improving the welfare of employees as well as boost their performance (Jisung et al. 2015). Sendogdu, Kocabacak, and Guven (2013) carried out research and their principal objective was to link the HRM practices with organizational commitment. The latter was defined as the “…psychological attachment to the organization” (Sendogdu, Kocabacak and Guven 2013). Business life has become very complex in the contemporary world and the traditional methods no longer provide the desired competitive advantage. The human resources are considered the most valuable organizational resources and can enable it to gain a competitive advantage over its competitors. Through organizational commitment, these businesses would have the capability to appraise the suitability of their HRM practices. Following previous researches on the same topic, only single HR practices were considered while it has been argued that many practices have to be instituted to increase organizational performance (Muhammad Masum et al. 2015). The researchers were therefore motivated to measure the link between HRM practices and organizational commitment.
The key question in this research study was seeking to identify any relations or association between the human resource management practices of an organization and organizational commitment. This is attributed to the fact that the latter has been considered a method to assess the HRM practices and their ability to foster psychological attachment between the organizational goals with those of the employees (Khan, Masrek and Nazdar 2015). The other research question that has been pointed out in this research is whether HRM practices teamed with organizational commitment have a significant contribution to the operational performance or not. Very few research has been carried out on HRM practices influencing the success of an organization warranting these researchers to explore the research question even further (Jun-Cheng et al. 2015).
The research aimed to investigate the relationship between HRM practices and organizational commitment in companies found in Konya, Turkey. The scales used to measure the variables were the Pfeffer (1998) scale of human resources management practices and the organizational commitment scale by Mowday and Steers (1979), translated into Turkish for convenience purposes (Sendogdu, Kocabacak and Guven 2013). A pilot study was carried out in 10 companies and the final questionnaire designed after the recommendations were put in place. The whole population to be covered by this study was 2,815 companies and a sample of 250 was chosen via random sampling from four major industries, namely, machinery, electrical, automotive and food. Data was collected via interviews of the managers from the sample companies coupled with a standard questionnaire. The data were analyzed using SPSS software version 13, and Cronbach’s Alpha test.
Following the results of this study, there was a significant association between HRM practices and organizational commitment (p < 0.05). In this sense, organizations have the ability to gain a competitive advantage once again with their complex business models. This study has contributed significantly to the academia where professional scholars can understand the link between these two aspects of businesses (Karve and Dias 2016). Scholars can appreciate this association and provide newer and innovative ways for businesses to incorporate human resource management practices to gain organizational commitment from their employees. In other words, scholars can provide organizations with the support they need to merge their organizational goals with their employees’ achieving their commitment. Therefore, in academia, this research will provide the needed motivation to research further into organization commitment in relation to operational performance and competitive advantage (Jun-Cheng et al. 2015). As the number of employees increases in an institutionalized business, the organizational performance has been deemed to positively affect the business performance.
Human Resource Management Practices References
Jisung, P, Soo-Young, S, Sangmin, L, & Se-Ri, N 2015, ‘Human Resource Management Practices and Organizational Creativity: The Role of Chief Executive Officer’s Learning Goal Orientation’, Social Behavior & Personality: An International Journal, 43, 6, pp. 899-908.
Jun-Cheng, Z, Wen-Quan, L, Zhao-Yi, Z, & Jun, X 2015, ‘Organizational Commitment, Work Engagement, Person-Supervisor Fit, and Turnover Intention: A Total Effect Moderation Model’, Social Behavior & Personality: An International Journal, 43, 10, pp. 1657-1666.
Karve, S, & Dias, S 2016, ‘HRM Practices and Retention of Employees in Hotel Industry in South Mumbai’, International Journal of Multidisciplinary Approach & Studies, 3, 3, pp. 13-19.
Khan, A, Masrek, M, & Nadzar, F 2015, ‘Analysis of competencies, job satisfaction and organizational commitment as indicators of job performance: A conceptual framework’, Education For Information, 31, 3, pp. 125-141.
Muhammad Masum, A, Azad, M, Hoque, K, & Beh, L 2015, ‘Domestic Banks in Bangladesh Could Ensure Efficiency by Improving Human Resource Management Practices’, Plos ONE, 10, 7, pp. 1-17.
Sendogdu, A.A., Kocabacak, A. & Guven, S. 2013. The relationship between human resource management practices and organizational commitment: A Field Study. Social and Behavioral Sciences, 99, pp. 818-827.
