LITERATURE REVIEW
This part of study literature review includes available research relating to the dimensions identified in introduction. The material incorporated in this chapter is taken from different resources.
1) Author: Guthrie Year: 2001 Source/journal: Academy of Management Journal Findings: Review of the article enabled the following understandings,
This literature focusses on the impact of firm’s industrial relations or strategic human resource management systems in increasing organizational performance. This article states about the High-Involvement Work Practices, Turnover, and Productivity of an organization. High work involvement practices represent a significant investment in human capital.
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This literature is largely conceptual and concludes that human resource management practices can help to create a source of sustained competitive advantage especially when they ae aligned with firm’s competitive strategy. The firm’s potential human resources are the important considerations for the development and execution of its strategic business plan. The belief that individual employee performance has implications for firm-level outcomes has been prevalent among academics and practitioners for many years. Thus, the literature clearly suggests that the behavior of employees within firms has important implications for organizational performance and that human resource management practices can affect individual employee performance through their influence over employee’s skills and motivation and through organizational structures. This study departs from the other resources literature in three ways. First, the level of analysis used to estimate the firm-level impact of HRM practices is the system, and the perspective is strategic rather than functional. This approach is supported by the development and validation of an instrument that reflects the system of High Performance Work Practices adopted by each firm. Second, the analytical focus is comprehensive. The dependent variables include both intermediate employment outcomes and firm-level measures of financial performance. Third, this study also provides one of the first tests of the prediction that the impact of High Performance Work Practices on firm performance is contingent on both the degree of complementarity or internal fit or external fit. This literature, although largely conceptual, concludes that human resource management practices can help to create a source of sustained competitive advantage, especially when they are aligned with a firm's competitive strategy
After careful consideration, our team has identified the overarching problem Permalco faces as employee dissatisfaction due to engagement issues. Employee engagement expresses the extent to which employees bring energy and commitment into an organization. Research has proven that engaged workers tend to be more productive and loyal to their employers. Companies whose employees lack engagement are in danger of high turnover rates and low productivity. We have come to the conclusion that, based on the information provided, Permalco has a poor selection process and poor development process.
is very critical to a company’s economy to the ongoing organizational effectiveness, sustainability and profitability. Management, with the help of the Human Services Department use strategic tools to achieve competitive advantages. The Human resource Department need to focus on of the company by integrating knowledge management, which will benefit the organizations future. (Society for Human Resource Management, pg. 24 – 26).
P4 - Factors that affect selection, planning and implementation of Creative and Therapeutic Activities. Setting: The setting or surrounding environment is essential to selecting, planning and implementing a suitable activity according to the needs of the service user. Selecting an activity requires you to acknowledge the setting it will take place in, therefore the Setting affect the deliverance of the activity. The setting will also affect the planning of the activity by considering the possibilities and risks, in order to structure out a satisfactory plan to carry out the activity advisable to the service user or group.
Week Seven: Target Corporation Justin T. Vance American Military University HRMT 603: Human Resource Policy Dr. James Starcher February 19, 2023 Week Seven: Target Corporation The goal of any organization is to achieve success measured in production and productivity. To achieve success, it is vital that productivity, quality control, innovation, and profit are at the forefront; however, employee morale, motivation, and job satisfaction must be taken into consideration when creating human resource policy or policies. As a member of the top management team for Target Corporation, it has been discovered that productivity, quality control, innovation, profit, motivation, morale, and job satisfaction are much lower than expected.
Thomas Gordon October 14, 2015 Human Resource Management HCS/341 Your Learning Team is the Human Resource Management Team B Community Hospital Virtual Organization. The new chief executive officer of your hospital has asked your team to prepare a presentation about human resources at the hospital Describe performance appraisal standards for your hospital. Dependability Job Knowledge Productivity Participation and Teamwork Dependability Attendance in accordance with unit attendance policies
Aside from an increase on health care expenditures used up by employees because of stress, disengagement is costly because disengaged workers had 37% higher absenteeism, 49% more accidents, and 60% more errors and defects. In organizations with low employee engagement scores, they experienced 18% lower productivity, 16% lower profitability, 37% lower job growth, and 65% lower share price over time. Importantly, businesses with highly engaged employees enjoyed 100% more job applications. Happy people are more satisfied with their jobs and report having greater autonomy in their duties (Boehm & Lyubomirsky,
OVERVIEW OF THE STUDY 1.1 Introduction The background, problem statement, research questions and objectives, paradigmatic perspective, research methodology and ethical considerations of this research will be discussed in this chapter. 1.2 Background and problem statement Nursing is a nurturing profession and caring is an essential component of its practice (Peery, 2010:53). Due to increased complexity of job description, the unpredictable changes in one’s daily work routine, unrealistic expectations from patients and their families, and common encounters with ethical and end of life issues, hospitals are seen as stressful places of employment (Mealer, Burnham, Goode, Rothbaum & Moss, 2009:1118). Nurses have a duty to compassionately care for the sick, wounded, traumatized, and the weak in their charge, which personally exposes them to patients’ pain, trauma and suffering on a daily basis (Knobloch-Coetzee & Klopper, 2010:235).
It promotes retention of talent, promote customer loyalty and improve organizational performance and stakeholder value. Engagement is influenced by many factors like workplace culture, organizational communication and managerial styles to trust and respect, leadership and company reputation. For today’s different generations, access to training and career opportunities, work/life balance and empowerment to make decisions are important. Thus, to promote a culture of engagement, HR leads the way to design, measure and evaluate proactive workplace policies and practices that help attract and retain talent with skills and competencies necessary for growth and
After my interview with the human resources professional, I learned a significant amount of information on what it means to be an employee in the field of HR. There are many different positions offered in the field of HR, which involve many different job responsibilities. However, for all human resource positions, being passionate and loving people are key elements to being successful in this field of work. Having a strong dedication to the position and a genuine connection with people is a vital aspect of being an HR professional.
(2006). Strategic Human Resource Management: Determinants of Fit, Research and Practice in Human Resource Management, 14(2), 49-60. (‘Schuler & Jackson 1987’) [Accessed 10 October 2015].
Employee engagement is a workplace approach resulting in the right conditions for all members of an organisation to give of their best each day, committed to their organisation’s goals and values, motivated to contribute to organisational success, with an enhanced sense of their own well-being. Employee engagement is based on trust, integrity, two way commitment and communication between an organisation and its members. It is an approach that increases the chances of business success, contributing to organisational and individual performance, productivity and well-being. It can be measured. It varies from poor to great.
CHAPTER TWO LITERETURE REVIEW 2.1 Introduction This chapter summarizes the information from other researchers who have carried out their research in the same field of study. The specific areas covered here are theoretical review, human resource planning objectives, approaches to human resource planning, importance of human resource planning, limitations of human resource planning, employee retention, empirical review and conceptual framework. 2.2 Theoretical Review According to Kerlinger (1979), a theory is a set of interconnected concepts or variables, definitions and propositions that presents a systematic view of a phenomenon by specifying relations among variables, with the purpose of explaining a natural phenomenon.
Highly effective with engagement withing an organization
In a company Human Resource is a very important part of the strategic plan. The HR department is the go-to when a company decides how to approach a problem or gain Ideas. If there needs to be hiring, the HR department will take care of it. They will provide the proper training and tools to achieve the organizations goals. There must be a strategic plan put in place that way everyone is on the same page internally within the company to be successful outside of the company.
1.4.1 Literature Review HRM practices are a process of engaging, motivating, and maintaining employees to ensure the organizational survival (Schuler and Jackson, 1987). According to (Delery and Doty, 1996) HRM practices are prepared and implemented in a way that human capital plays important role in achieving the goals and objectives of the organization. The appropriate use of HRM practices strongly influence the standard of employer and the degree of employee commitment (Purcell, 2003). HRM practices like, training and development, performance appraisal allow the employees to do better in order to enhance the organizational performance (Snell and Dean, 1992; Pfeffer, 1998).