Essays on How Strategic HRM Is Used to Build High Performance Work Systems in Modern Organisations Literature review

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The paper "How Strategic HRM Is Used to Build High-Performance Work Systems in Modern Organisations? " is a good example of a literature review on human resources. A number of studies have pointed out that employing a set of HR practices, together with comprehensive procedures for worker recruitment and selection, performance and compensation management systems, employee involvement information sharing, and training, can improve the company’ s ability to acquire, develop and retain a motivated and talented workforce. Normally, these HR practices are known as high-performance work systems (HPWSs). According to Boxall and Macky (2007, p. 262), high-performance work systems (HPWSs) are a form of the HR system and a crucial concept in modern studies of workplaces.

In the current economic globalization epoch, HPWSs is a key issue in the on-going debate about how to build a ‘ high-road or high-skill economy as well as avoid taking part in the race to the bottom. In the modern competitive environment, Ç alışkan (2010, p. 100) posits that human resources are amongst the crucial source of competitive advantage. In this case, HR systems may lead to sustained competitive advantage by means of improving the competencies’ development that is specific to the company.

Strategic HRM is associated with the development of the association between the overall business strategic aims as well as the HR strategy. Many organizations have become aware that successful HR practices and policies can improve performance in diverse areas like financial performance, quality, and productivity (Ç alışkan, 2010, p. 102). In this case, the essay seeks to analyze how strategic HRM is used to build high-performance work systems in modern organizations and explains the process through which strategic HRM impacts on individual and organizational performance.   Discussion According to Mittal (2012, p. 2), the HRM fundamental principle is the manner in which employees are managed in the organization resulting in success and sustenance.

In the last two decades, research on HRM has established the existence of particular HR practices that improve the effectiveness of the employee and envisage higher organizational performance levels.  

References

Boxall, P. & Macky, K., 2007. High-performance work systems and organisational performance: Bridging theory and practice. Asia Pacific Journal of Human Resources, vol. 45, pp.261-70.

Boxall, P. & Macky, K., 2009. Research and theory on highperformance work systems: Progressing the high‐involvement stream. HUMAN RESOURCE MANAGEMENT JOURNAL, vol. 19, no. 1, pp.3-23.

Buller, P.F. & McEvoy, G.M., 2012. Strategy, human resource management and performance: Sharpening line of sight. Human Resource Management Review, vol. 22, pp.43–56.

Çalışkan, E.N., 2010. The impact of strategic human resource management on organisational performance. Journal of Naval Science and Engineering, vol. 6, no. 2, pp.100-16.

Cania, L., 2014. The Impact of Strategic Human Resource Management on Organisational Performance. Economia. Seria Management, vol. 17, no. 2, pp.373- 383.

Gooderham, P., Parry, E. & Ringdal, K., 2008. The Impact of Bundles of Strategic Human Resource Management Practices on the Performance of European Firms. The International Journal of Human Resource Management, vol. 19, no. 11, pp.2041-56.

Jimoh, O. & Danlami, A., 2011. Strategic Human Resource Management and Organisational Performance in the Nigerian Manufacturing Sector: An Empirical Investigation. International Journal of Business and Management, vol. 6, no. 9, pp.46-56.

Kroon, B., Voorde, K.V.D. & Timmers, J., 2013. High performance work practices in small firms: a resource-poverty and strategic decision-making perspective. Small Business Economics, vol. 41, pp.71–91.

Kumar, A., 2014. High Performance Work System And Organisational Success. Journal of Human Resource, vol. 2, no. 6, pp.1-14.

Mittal, R., 2012. High performance work systems: a cross-cultural perspective. Journal of International Business and Cultural Studies, vol. 6, pp.1-10.

Nirmala, R. & Kumar, P., 2007. Human Resource Management Practices Creating High Performance Work-Place: Literature Review. Global Advances and Innovations in IT and Management, pp.351-64.

Sani, A.D., 2012. Strategic Human Resource Management and Organisational performance in the Nigerian Insurance. Industry: The Impact of Organisational Climate. Business Intelligence Journal, vol. 5, no. 1, pp.8-20.

Shaukat, M.H., Ashraf, M.N. & Ghafoor, S., 2015. Impact of Human Resource Management Practices on Employees Performance. Middle-East Journal of Scientific Research,vol. 23, no. 2, pp.329-38.

Timiyo, A.J., 2014. High Performance Work Practices: One best-way or no best-way. IOSR Journal of Business and Management, vol. 16, no. 6, pp.08-14.

Waiganjo, M.E.W., Mukulu, P.E. & Kahiri, J., 2012. Relationship between Strategic Human Resource Management and Firm Performance of Kenya’s Corporate Organisations. International Journal of Humanities and Social Science, vol. 2, no. 10, pp.62-70.

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