The impact of strategic hrm on organisational performance

Project Abstract

Strategic human resource management (HRM) has gained significant attention in the field of organizational management due to its potential impact on organizational performance. This research project aims to explore the relationship between strategic HRM practices and organizational performance by examining the various strategic HRM initiatives implemented by organizations and their effects on key performance indicators. The study utilizes a mixed-methods research approach, combining quantitative data analysis of organizational performance metrics with qualitative insights from HR managers and employees. By analyzing data from a diverse range of organizations across different industries, the research aims to provide a comprehensive understanding of how strategic HRM practices can influence organizational performance. Key strategic HRM practices to be examined include recruitment and selection processes, training and development programs, performance management systems, and employee engagement initiatives. These practices are considered essential components of strategic HRM that can help organizations attract, retain, and develop a high-performing workforce. The research project also investigates the role of HRM in aligning organizational goals with human resource strategies. By examining how HRM practices are integrated with overall organizational strategies, the study aims to identify best practices that can enhance organizational performance and competitive advantage. The findings of this research are expected to contribute to the existing body of knowledge on strategic HRM and its impact on organizational performance. By identifying the key drivers of successful HRM strategies and their effects on organizational outcomes, the study aims to provide valuable insights for practitioners and policymakers seeking to improve organizational performance through effective HRM practices. Overall, this research project seeks to shed light on the critical link between strategic HRM and organizational performance, offering practical recommendations for organizations looking to optimize their HRM strategies to achieve sustainable competitive advantage in today's dynamic business environment.

Project Overview

<p> </p><p><b>1.0 &nbsp; INTRODUCTION </b><br><b>1.1 &nbsp; BACKGROUND OF THE STUDY</b></p><p><b></b></p><b><p>Strategic Human resources management<br>(SHRM) is concerned with contributions human resource strategies make to<br>organizational effectiveness and the ways in which these contributions are<br>achieved. (Jeff Erickson, Lee Dyer 2004) Therefore the aim of strategic Human<br>resources Management is to ensure that the culture, style and structure of the<br>organization and the quality, commitments and motivation of it employees<br>contribute fully to the achievement of business objectives. According to<br>Michael Armstrong, 1992, a strategic Orientation is a vital ingredient in human<br>resource management. It provides the framework within which a coherent approach<br>can be developed to the creation and Installation of Human resources management<br>policies, systems, and practice. Strategic human resource means accepting the<br>HR function as a strategic partner in the formulation of the company’s<br>strategies as well as in the implementation of those strategies through HR<br>activities, such as recruitments, selection, training and rewarding personnel.<br>Where as strategic HR recognizes HR’s partnership role in the strategizing<br>process, the term HR strategies refers to specific HR courses of<br>action the company plans to pursue to achieve its aims (Siddhartha Chaturvedi ,<br>2002)<br>Managing the human resources in the organization is the traditional<br>responsibility of the personnel manager, a precursor to human resource<br>management (HRM). Some scholars however equate HRM with personnel management,<br>concerned with providing staff support in the organization (e.g. Guest, 1989).<br>Other scholars consider HRM as a natural development of personnel<br>management practices in the face of changing economic and business<br>environment (Armstrong , 1989 &amp; 2004, and Fajana 2002).The people<br>–management discipline is undergoing continuous metamorphosis, with the recent<br>emergence of strategic human resource management<br>(SHRM) &nbsp; &nbsp; in organization and management Literature.</p><p><b>1.1 &nbsp; <br>STATEMENT OF PROBLEM</b></p><p><b></b></p><b><p>All scientific research is necessitated<br>by a perceived problem. As such the desire and quest to set out and research on<br>this topic –“the impact of strategic Human Resource management in first bank of<br>Nig.Plc. Asaba main branch was aroused”.<br>As earlier stated, strategic Human Resources Management is aimed at ensuring<br>that the culture, styles and structure of the organization and the quality,<br>commitment and motivation of its employees, contribute fully to the<br>achievements of business objectives, hence determining the extent to which<br>these aims are achieved is also of paramount importance.<br>The problems may be stated as follows<br>(i).The demographic factors which consist of country population, supervising<br>status, age, education, ethnic status, gender and change in unemployment.<br>(ii). &nbsp; &nbsp; Problem of human resources management practice in<br>terms of formal training system, performance approach , employment<br>security , career ladders and broadly defined jobs</p><p><b>1.2 &nbsp; <br>PURPOSE OF THE STUDY </b></p><p><b></b></p><b><p>The researcher has the following stated<br>objectives as a focus to illuminating the impact of strategic Human resources<br>management as a tool for improving business performance in Nigerian<br>organization </p><p>1. To<br>appraise how SHRM activities contribute to the achievement of business<br>objectives in organization</p><p>2. To<br>determine the extents at which the applied SHRM has yield or is yielding<br>results in respect of its purpose of application.</p><p>3. To<br>ascertain the relationship among these human resource management practice<br>perceptions and demographic characteristic.</p><p><b>&nbsp;1.3 &nbsp;<br>RESEARCH QUESTIONS</b><br>a. &nbsp; &nbsp; Is there any significant relationship between<br>strategic human resource management and organization development ?<br>b. &nbsp; &nbsp; Do individuals have clear careers path within<br>the organization?<br>c. &nbsp; &nbsp; &nbsp; Do human resource management practice<br>important to the organization development?<br>d. &nbsp; &nbsp; Is there any significant relationship between<br>demographic characteristics and human resource management perception?</p><p><b>1.5 &nbsp; HYPOTHESIS</b></p><p><b></b></p><b><p>HO:<br>There is no significant relationship between strategic human resource<br>management and organizational corporate performance.</p><p>HA:<br>There is significant relationship between strategic human resource<br>management and organizational corporate performance.</p><p><b>1.6 &nbsp; SIGNIFICANCE<br>OF THE STUDY</b></p><p><b></b></p><b><p>The<br>following are the significance of this study:</p><p>1. The<br>finding from this study will educate management of organization and the general<br>public on the importance of strategic human resource management and its impact<br>on corporate performance.</p><p>2. This research will also serve as a<br>resource base to other scholars and researchers interested in carrying out<br>further research in this field subsequently, if applied will go to an extent to<br>provide new explanation to the topic</p><p><b>1.7 &nbsp; SCOPE/LIMITATIONS<br>OF THE STUDY</b></p><p><b></b></p><b><p>This<br>study on the impact of strategic human resource management on organizational<br>corporate performance will cover strategies involved in successful human<br>resource management.</p><p><b>LIMITATION OF STUDY</b></p><p><b></b></p><b><p><b>Financial constraint</b>– Insufficient fund tends to impede the efficiency of the<br>researcher in sourcing for the relevant materials, literature or information<br>and in the process of data collection (internet, questionnaire and interview).<b></b></p><b><p><b></b></p><b><p><b>Time<br>constraint</b>– The<br>researcher will simultaneously engage in this study with other academic work.<br>This consequently will cut down on the time devoted for the research work.</p><p><b>REFERENCES</b></p><p>Armstrong, M.<br>(2006).<i>A Handbook of Human resource management practice</i>. 10th<br>edition.Cambridge University Press.</p><p>Boxall, P. &amp;<br>Purcell, J. (2003).<i>Strategy and Human Resource Management</i>. Basingstoke<br>and New York: Palgrave Macmillan.</p><p>Guest, D. E.<br>(1987).Human Resource Management and Industrial Relations.<i>Journal of<br>Management Studies</i>, 24 (5), 503-521.</p><p>Hendry, C.,<br>&amp; Pettigrew, A. (1990). Human resource management: An agenda for the 1990s.<br><i>International Journal of Human Resource Management, </i>1, 17-43.</p><p>Lance, C. E.<br>(1994). Test of a latent structure of performance ratings derived from Wherry’s<br>(1952) theory of ratings. <i>Journal of Management</i>, 20, 757–771.</p></b></b></b></b></b></b></b></b></b> <br><p></p>