Operations Management Literature Review Paper

1.1.6.1 Human resources are considered the most important asset of an organization, but very few organizations are able to fully harness its potential say Sohel Ahmad, and Roger G. Schroeder (Journal of Operational Management 14 Jan 2002). The interest in strategic human resource management (HRM) has spawned a number of empirical research studies that investigated the impact of HRM practices on organizational performance. However, very little attention has been paid to address the impact of HRM practices on operations and quality management and to generalize the findings across countries and industries. Success of some business decisions (e.g. globalization and merger and acquisition) necessitates recognition and reconciliation of the differences

Although some studies related to HR practices could be found in the operations management literature (Jayaram et al., 1999; Kathuria and Partovi, 1999; Youndt et al., 1996; Kinnie and Staughton, 1991), this discipline has tended to address structural issues and analytical questions, and has paid little attention to human resources issues. A review of empirical articles published between 1986 and 1995 in 13 Operations Management research outlets revealed that less than five percent of these articles fell into the “HRM for operations and quality management” category say Scudder and Hill, 1998. This lack of attention is surprising when one considers human resources’ critical role in achieving superior performance in competitive priorities, such as low cost, quality, delivery, flexibility, and

Much of the previous research on the relationship between HRM practices and organizational performance has concentrated on a single HR practice, such as compensation, selection, etc. However, a growing number of researchers have argued for instituting complementary bundles of HRM practices to enhance organizational performance. This research also aims to focus on comprehensive HR issues’ contribution towards orgaisational performance with special emphasis on total quality management. “Human resource practices are said to be bundled when they occur in fairly complete, mutually reinforcing or synergistic sets” say Dyer and Reeves, 1995. The study has finally concluded that Pfeffer’s seven HRM practices are internally consistent with one