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Prospectus: The relationship between HR practices and the employee perceived performance in various organizations across the globe
Problem Statement
Outstanding performance among employees plays an imperative role in promoting overall profitability of an organization and can be considered the ultimate HR goal (Mathis, 2011). Preceding studies indicate that employees working where there are effective practices are more likely to perform better than where there are poor practices (Nadarajaha et al, 2012). The general business problem is that HR practices have a fundamental influence on employee perceived performance in organizations across the globe. The specific problem is that a majority of organizations do not place adequate value on developing strategic HR practices to enhance employee performance.
Purpose Statement
The purpose of this qualitative correlation study is to establish the interrelation between HR practices and employee perceived performance. The study will target HR managers in Colorado, with the aim of providing valuable information regarding HR practices.
The independent variables are organizational HR practices,
a) recruitment practices,
b) compensation and benefits,
c) employee relations,
d) training and development,
e) performance appraisals,
f) employee motivation (recognition, rewards and incentives), and
g) HR systems development.
The dependent variable is employee perceived performance. Social change implications associated with the research include enhanced psychosocial well-being of employees when organizations adopt friendly HR practices and better quality products and services for customers following improved employee performance.
Nature of the study
Grounded on an interpretivist paradigm, qualitative study has the primary role of deriving exploratory perspectives in understanding phenomena, motivations, reasons and opinions of participants, and is mostly used in social research (Tuohy, Stephens and Johnston, 2014). This research takes on a qualitative study approach, with the objective of determining how employees perceive various HR practices and how these affect their overall performance. Quantitative research makes use of inferential statistics in deriving meanings from data collected (Yilmaz, 2013).
For purposes of this research, the quantitative approach is overruled, given the fact that a majority of information to be used for the study cannot be quantified. It is difficult for example to quantify how employee motivation impacts different individuals, given that each person may have different views on what level of incentives can influence their performance. Qualitative research is preferred because the research will rely heavily on employee experiences, understanding and perspectives regarding HR practices.
Qualitative research question
How do organizational HR practices, a) recruitment practices, b) compensation and benefits, c) employee relations, d) training and development, e) performance appraisals, f) employee motivation (recognition, rewards and incentives), and g) HR systems development, and employee perceived performance in organizations across the globe?
Hypothesis
Nul hypothesis (H0): There is no statistically significant relationship between organizational HR practices, a) recruitment practices, b) compensation and benefits, c) employee relations, d) training and development, e) performance appraisals, f) employee motivation (recognition, rewards and incentives), and g) HR systems development, and employee perceived performance in organizations across the globe.
Alternative hypothesis (H1): There exists a statistically significant relationship between organizational HR practices, a) recruitment practices, b) compensation and benefits, c) employee relations, d) training and development, e) performance appraisals, f) employee motivation (recognition, rewards and incentives), and g) HR systems development, and employee perceived performance in organizations across the globe.
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Theoretical/Conceptual Framework
The Herzberg theory (1966) is proposed as the primary element of employee satisfaction and performance. This theory postulates that employees’ satisfaction is based on two factors namely: hygiene factors and motivational factors. Hygiene factors refer to the maintenance factors, which do not necessarily induce motivation, while motivational factors (satisfiers) are known to influence performance (Mathis, 2011).
It is notable that the organization’s policy and administration, which also involves HR is classified as a hygiene factor; while a majority of the satisfiers are a role of the HR. Therefore, better HR practices are likely to result in greater motivation and better performance among employees.
Based on previous studies, it is notable that HR Practices influence the performance of employees to a great extent.
Significance of the study
Contemporary organizations are faced with the new epitome of the need to uphold effective HR practices for exceptional organizational performance. Furthermore, HR has become an important contributor to organizational strategy. In this relation, HR must continuously identify best practices that will enhance performance among employees in order to promote the overall organization’s performance. This research is of great significance to HR managers across the globe as it promises to provide valuable information about HR practices and how they affect performance. By following recommendations from this research, which will be based on real-life experiences, HR managers can improve their HR practices to enhance employee performance.
References
Mathis, R. L., & Jackson, J. H. (2011). Human Resource Management: Essential Perspectives. Boston: Cengage Learning.
Mudor, H. & Tooksoon, P. (2011). Conceptual framework on the relationship between human resource management practices, job satisfaction, and turnover. Journal of Economics and Behavioral Studies, 2 (2), 41-49. Retrieved from ifrnd.org/Research%20Papers/J2(2)1.pdf
Nadarajah, S. et al. (2012). The Relationship of HR Practices and Job Performance of Academicians towards Career Development in Malaysian Private Higher Institutions. International Conference on Asia Pacific Business Innovation and Technology Management, 57, 102-118 www.sciencedirect.com/science/article/pii/S1877042812046253
Tuohy, R., Stephens, C., & Johnston, D. (2014). Qualitative research can improve understandings about disaster preparedness for independent older adults in the community. Disaster Prevention & Management, 23(3), 296-308. doi:10.1108/DPM-01-2013-0006
Yilmaz, K. (2013). Comparison of Quantitative and Qualitative Research Traditions: epistemological, theoretical, and methodological differences. European Journal Of Education, 48(2), 311-325. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=1fd643c1-2944-4ace-aac5-f239a444e69b%40sessionmgr4003&vid=1&hid=4105
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