The impact of strategic hrm on organisational performance

Thesis 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>