Summary
This paper extracted evidences from Liu et al.’s The value of human resource mangement for organizational performance (2007), Chen’s Evaluation of Human Resources using Development Performance Management: a study among schools in Taiwan (2011), Hameed and Waheed’s Employee development and its effects on employee performance: a conceptual framework (2011), Shah et al.’s The impact of human resource dimensons on organizational performance from an international perspective (2011) and Tiraieyari et al’s A. Relationship between human development competncies and work performance (2011). Evidences were selectively extracted from these journals to serve as backup to the arguments in this paper.
One of the departments that lie inside a company that always needed heavy supervision paired with great expertise to supervise was the human resources department. It is definitely important for organizations to analyze and preferably determine the strengths and weaknesses of their workforce. After the analysis part, they should be able to develop the necessary and the most appropriate plan of action if ever there are weaknesses in the human resources management that cripples the organization in any manner whatsoever.
This paper focused on the review of literature about the role and contribution of the human resource management department to the overall development and progress of particular organizations. Such assumption was derived from the theory that human resources management and organizational outcomes are closely related to each other.
After the review was conducted, it was found out that there was indeed a connection between the two: human resource management and the overall progress and development of a company or any type of organization. However, evidence-based results that were gathered by the researchers showed moderate to little significance of human resources in reaching positive outcomes.
Researchers have suggested that their studies be continued in order to gain a wider perspective about the matter. Nevertheless, those studies offered a good start and a strong research foundation about topics such as HR effectiveness and whether it could be associated with performance and productivity increase or not. It was also found out by Liu et al.’s compilation and synthesis of data from over 19,000 individual organizations (2007) that human resource management indeed adds significant value for organizations. According to the same source, the value added by human resources is strongest when individual practices are less focused than the human resource systems.
Application
This evidence could significantly impact people’s perceptions about the impact of Human Resources management systems as a whole. The findings from the evidences that were gathered could serve as a good foundation for increasing the awareness about the importance of Human resources and the roles that it plays in the development of performance and productivity of individual employees. According to the study conducted by Liu et al (2007) about the possible effects of human resources on performance and productivity, effective HRM practices should be able to demonstrate an increase in the employees’ knowledge, skills and abilities (also known as KSAs). Motivation is also an important component of an effective HRM practice. Employees should always be motivated in doing their job and they must also learn how to do the encourage other to do and be the same. Strengthening the link between the employee’s performance and the rewards or compensations that they receive have always been of utmost importance since it could be used as a stepping stone for employees to progress further in their career.
Many companies have done such practices via motivation-enhancing practices. According to the same resource, there had been positive links between the compensation and performance of employees from up to 31 relevant studies they found that fit their criteria. In relation to the research question, such findings, especially the ones that were about the motivation-enhancing practices were significantly important. As long as employees are well-motivated to do their job, there won’t be any compromise on their productivity and the company’s productivity as a whole. It’s just a cycle that keeps on running and the HRM was found out to be one of the factors responsible for such cycle to continue to benefit organizations.
Critique
Overall, the article was significantly related to the research question. It even directly addressed some of the components that were really needed to be filled. The article contains a lot of relevant information about the value and contribution of human resource management systems. The article even included different practices and frameworks how HRM systems could further boost a company’s performance. All in all, it could be easily applied to a lot of areas in the Human Resource field. Lastly, the article was published 2007 which means that the information contained in that journal were still not obsolete and could even be used as evidence.
Impact of Performance Development on Productivity and Profitability
Performance development management systems are possible tools that human resource management teams could use to further enhance the skills of working professionals in different organizations (Chen, 2011). This study aimed to address the several professional development problems of teachers in Taiwan.
There is indeed a relationship between employee development using reward systems on the overall productivity and profitability of an organization (Shah et al., 2011). It was also discovered that there are certain HR dimensions that HR management personnel should consider in developing the KSAs of the employees to achieve more desirable results in an international scale. How an organization develops its employees will surely carry significant effects in the future because development is directly linked with performance (Hemeed & Waheed, 2011). Real problem solving situations could also play important roles in the leadership development competency and problem solving and decision making development competency of employees, especially the ones who are in managerial positions (Tiraieyari et al., 2011).
References
Liu, Y., Combs, J., Ketchen Jr., D., & Ireland, D. The value of human resource mangement for organizational performance. Kelley School of Business Indiana: Science Direct, 2007. Print.
Chen, Y. Evaluation of Human Resources using Development Performance Management: a study among schools in Taiwan. Intenational Journal of Management, 2011. Print.
Hameed, A., & Waheed, A. Employee development and its effects on employee performance: a conceptual framework. International Journal of Business and Social Science, 2011. Print.
Shah, S., Aziz, J., Ejaz, W., Jaffari, A., Zaman, A., & Jaffari, M. The impact of human resource dimensons on organizational performance from an international perspective. Interdisciplinary Journal of Contemporary research in business, 2011. Print.
Tiraieyari, N., Idris, K., Uli, J., & Hamzah, A. Relationship between human development competncies and work performance. Australian Journal of Basic and Applied Sciences, 2011. Print.
