Strategic Insights into Human Resource Management

Introduction

Human resource management is the practice of restructuring the internal organisational policies and practice to manage the employees as the staff members are playing crucial role in running the organisational operational activities successfully (Mofidi et al., 2018). It is the responsibility of the organisational leader and management team to manage the human resource of the organisation in order to retain the experienced staff and recruit the skilled workforce for the benefits of the firms (Armstrong, and Taylor, 2020). The aim of the study is to review the articles including qualitative and quantitative so that it is possible to compare and contrast the articles successfully and gain in depth understanding and knowledge about managing human resource. For students who are seeking HRM dissertation help, this is the process that can provide the most valuable insights into effective human resource management strategies.

Rationale of the research and methodological approach

The human resource management practice is beneficial in the recent era of globalisation to manage the diverse workforce across the globe and contribute positively to achieve the aims and objectives of the multinational corporate firms where the employees are the major stakeholders of the business, who work efficiently for achieving the organisational success. Two qualitative articles are selected in this study in order to gain in depth understanding about the human resource management. The first article is a review of the literature on human resource development: leveraging HR as a strategic partner in the high performance organisation by Thoman, D., and Lloyd, R., and the journal was published in the year of 2018. The qualitative research is effective where the research topic is related to human resource development for the high performance of the organisation. The research is appropriate for this study to understand the human resource management strategic planning and its impacts on the organisational performance. The second qualitative article is Human resource management practices and innovation by Laursen, K. and Foss, N.J., 2014 and the research topic are also efficient to discuss over the human resource management operative and innovation where the innovation and creativity for the employees are effective to encourage them and lead them towards achieving the organisational success.

On the other hand, there are two quantitative articles which are effective to analyse the data and information related to the human resource management. the first article is the impact of training and development on Employees’ performance: an analysis of Quantitative data by Karim, M. M., Choudhury, M. M., and Latif, W. B., and this study is effective to analyse the effects of arranging training and development program on the employees performance. the another quantitative research article is the effect of human resources management practices on employee performance by Al-Qudah, H.M.A., Osman, A. and Al-Qudah, H.E.M., and it is effective to analyse the interlink between human resource management and employee performance. Hereby, both the quantitative and qualitative research articles are effective in this study to review the literatures and data findings in order to analyse human resource management practice and strategies in the organisation to enhance the organisational performance. The quantitative data are necessary for evaluating the actual feedback of the employees and identify the strategic human resource management planning for the benefits of the organisation. In the other hand, the qualitative data analysis is also effective in order to gain in depth understanding and information about the theories and concept of human resource management strategic planning in the organisational context.

Comparing the research articles

The qualitative research paper review of the literature on human resource development: leveraging HR as a strategic partner in the high performance organisation by Thoman and Lloyd (2018) focuses on the high performance development which is effective to develop high performance organisation. the articles is effective to discuss the existing issues in the organisation and as per the article the issues are such as internal conflicts, lack of training and developmental activities as well as resistance to change, misunderstanding and lack of trust and loyalty. These are the major issues, for which the organisations face difficulties in managing their performance. In this regard, as per the articles, the strategic planning of developing human resource is effective where the organisations aim at arranging effective training and development program so that it would be possible for the organisations to lead the employees by improving their technical skill and knowledge (Thoman and Lloyd, 2018). As per the study, for human resource development it is necessary to have full scale career development opportunities so that the staff members can get the opportunity of personal ad professional’s development. In addition to this, the strategic planning of the performance developmental activities and organisational development are effective to improve the performance of the employees where organisational culture, managing transparency and equal treatment, clear roles and responsibilities of the employees and continuous support are effective for better management of the organisational performance (Thoman and Lloyd, 2018).

As compared to this qualitative article, there is quantitative article which is related to the impact of training and development on Employees’ performance: an analysis of Quantitative data by Karim, Choudhury and Latif (2019) and this study is effective for analysing the effects of the training and development on the employee’s performance and it further helps to maximise organisational performance. As per the SPSS result and qualitative data analysis, it has been explored that there is positive correlation between the employee’s training and development program and the employee’s performance. The organisations need to develop effective training program to enhance the knowledge and skill of the employees and this further motivate the staff to perform better and contribute positively in the organisational success (Karim, Choudhury and Latif, 2019). The performance of the employees can be maximised through training and developmental program and in the same way the above mentioned qualitative article by Thoman and Lloyd (2018) explored the concept that there is necessity of the career development and personal development in the organisational context, so that the employee’s performance can be maximised. It is hereby, beneficial to suggest that the training and development in the organisation both the on the job and off the job training program are beneficial for the employees to improve in depth understanding, knowledge and abilities to perform better and contribute positively in achieving the organisational success (Lewin and Teece, 2019). Karim, Choudhury and Latif (2019) suggested that, most of the employees agreed that the training and development program is a positive contributing factor in maximising the performance of the staff ion the organisation and they are also agreed that the training program is beneficial to enhance the skill and abilities of the staff. On the other hand, Thoman and Lloyd (2018) opined that, in order to maximise the performance of the organisation, it is necessary to arrange effective career and personal developmental program at the organisation and provide an opportunity to all the employees to maximise their skill and knowledge. As per the findings in Karim, Choudhury and Latif (2019), training is necessary to maximise the productivity of the firm where the employees are able to contribute more efficiently in the organisation to achieve the future aim. However, in both the articles, the different training program in the organisational context are not be evaluated so that the reader can identify the appropriate training program which can improve the personal and professional skill of the staff members.

On the other hand, the qualitative article Human resource management practices and innovation by Laursen and Foss (2014) is effective to explore the human resource management practice and innovation in the context of organisation so that it is possible to understand the employee’s performance indicators. As per the study, there is interlink between the human resource management strategy and innovation where the leader and management team aim at managing human resource and encourage their creativity for maximising the organisational innovation. The activities such as delegation of the responsibilities, practice incentives, knowledge sharing and employee training as well as successful recruitment and retention are effective for the leader to manage the staff members in the organisation and encourage the staff to show their creativity and innovation for improving the organisational performance in a unique way (Nankervis et al., 2016). Labour productivity depends on the organisational culture and practice of giving incentives to all the staff members, knowledge sharing, team building activities and recruitment and retention practice are effective for the organisation to retain the experienced staff members and skilled workforce. Motivation and continuous encouragement for the employees to show their creativity are effective at the workplace where the leaders and the human resource managers try to encourage their creativity and develop innovative ways to run the organisational performance (Samul, 2017).

On the other hand, the quantitative articles the effect of human resources management practices on employee performance by Al-Qudah, Osman and Al-Qudah, (2014) explored the idea of the impacts of the human resource management on the employee’s performance. The factors such as recruitment, selection and compensation are effective and there is positive correlation between these factors of human resource management and the employee’s performance. According to Al-Qudah, Osman and Al-Qudah, (2014) the leader and management team develop effective strategic planning to recruit and select the right candidate and retain the skilled workforce as well as it is possible to develop compensation structure to motivate the staff and encourage them to perform with their full potential in long run. As per the study, there is positive cooperation between recruitment and selection and employee performance where the organisations try to develop effective strategic planning to recruit and retain the staff for long run and on the other hand, there is positive link between compensation and employee performance (Matriadi et al., 2019). On the other hand, Laursen and Foss (2014) argued that, there must be innovation to improve the productivity and efficiency of the employees in long run. It can be stated that, not only the recruitment and selection strategy, there is necessity of compensation and innovation at the organisational workplace so that the employees are motivated to perform efficiently in the organisation.

Discussion

All the four articles are effective to discuss the research topic of human resource management strategy in the multinational corporate firms, where two articles are related to qualitative research methodology and other two are quantitative analysis research paper. All the studies are effective to analyse the research topic and evaluate the data including primary and secondary data. however, it would be beneficial for the researcher to utilise mixed method in one article so that the researcher can gather the primary and secondary data and run the statistical models, graphs and chart representation for quantitative analysis and for qualitative analysis, utilise the quantitative results and analyse with the help of the secondary data though qualitative research. This would be beneficial to utilise mixed methods, where the quantitative and qualitative data analysis are beneficial to support the primary data by secondary data and information for efficient analysis and evaluation of the research topic.

Conclusion

It can be concluded that, the study is related to human resource management strategic planning in the multinational corporate firms which is an effective research field in the recent era of globalisation as the organisations face challenges to manage their diverse workforce. The future researchers can select the topic and utilise for their dissertation to explore unique ways to manage the employees at the organisational workplace. The future researcher can explore the correlation and coefficient between the employee’s performance and the human resource management strategic planning including the motivation, monetary rewards and compensations, non-monetary rewards including safety and security of the employees, flexible workplace, and suitable organisational culture and encouraging the employee’s creativity. It is hereby beneficial to conduct in depth analysis and evacuations on the human resource management strategic planning as there are various ways to motivate the employees and retain them for long run and in the recent era of globalisation the multinational corporate firms face challenges to manage diverse knowledge ad workforce. The future research studies on human resource management are hereby beneficial for the researchers and organisational entrepreneurs to acknowledge different strategic planning to manage the employees and strengthen their workforce for managing the sustainable organisational performance in long run.

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Reference List

Al-Qudah, H.M.A., Osman, A. and Al-Qudah, H.E.M., 2014. The effect of human resources management practices on employee performance. International Journal of Scientific & Technology Research, 3(9), pp.129-134.

Armstrong, M. and Taylor, S., 2020. Armstrong's handbook of human resource management practice. London: Kogan Page Publishers.

Karim, M.M., Choudhury, M.M. and Latif, W.B., 2019. The impact of training and development on employees’performance: an analysis of quantitative data. Noble International Journal of Business and Management Research, 3(2), pp.25-33.

Laursen, K. and Foss, N.J., 2014. Human resource management practices and innovation. The Oxford Handbook of Innovation Management, Oxford University Press, Oxford, pp.506-529.

Lewin, D. and Teece, D.J., 2019. Human resource management strategy and practice: from individual motivation to dynamic capabilities. In Handbook of Research on Strategic Human Capital Resources. London: Edward Elgar Publishing.

Matriadi, F., Salim, S.R.A., Dalimunthe, R.F. and Gultom, P., 2019. The Influences of Compensation and Supply Chain Managemnet towards Educatioan System: The Mediating Role of Job Motivation. Int. J Sup. Chain. Mgt Vol, 8(3), p.183.

Mofidi, M.K., Bagherzadeh, M.R., Halajiyan, E. and Mehrara, A., 2018. Identifying the constituents of talent management in the customs organization of iran by delphi-fuzzy method (case study). Amazonia Investiga, 7(16), pp.196-208.

Nankervis, A.R., Baird, M., Coffey, J. and Shields, J., 2016. Human resource management: strategy and practice. London: Cengage AU.

Samul, J., 2017, October. Quality of qualitative approach for human resources management research. In Economic and Social Development (Book of Proceedings), 24th International Scientific Conference on Economic and Social (Vol. 15, No. 1, p. 112).

Thoman, D. and Lloyd, R., 2018. A Review of the Literature on Human Resource Development: Leveraging HR as Strategic Partner in the High Performance Organization. Journal of International & Interdisciplinary Business Research, 5(1), pp.147-160.