Human Resource and Management

This paper intends to highlight HRM practices and its implication towards the improved employee efficiency in order to accomplish organisational goals. In this due course peer reviewed journal has been evaluated to understand the relationship between variables like HRM practices and improved organisational performances. While doing that current publications on HRM theories have been scrutinized too.

Running head: HUMAN RESOURCE AND MANAGEMENT
Human Resource and Management
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1HUMAN RESOURCE AND MANAGEMENT
Executive summary
This paper intends to highlight HRM practices and its implication towards the improved
employee efficiency in order to accomplish organisational goals. In this due course peer
reviewed journal has been evaluated to understand the relationship between variables like
HRM practices and improved organisational performances. While doing that current
publications on HRM theories have been scrutinized too.

2HUMAN RESOURCE AND MANAGEMENT
Table of Contents
Introduction................................................................................................................................3
Analysis......................................................................................................................................3
Conclusion..................................................................................................................................6
References..................................................................................................................................7

3HUMAN RESOURCE AND MANAGEMENT
Introduction
The purpose of this following paper is to understand the linkage between improved
organisational performance and efficient implementation of HR management and
development policies. With the help of peer reviewed journal articles and books on human
resource management this report will try to identify influence of best HR practices on
organisational objectives. Evaluating the conducted researches and established theories this
paper will try to emphasize the fact that investment on HR development has a positive impact
on business practices and achieving shared goals.
Analysis
Theoretically, the role of human resource professionals is to increase the value of the
organisation for longer terms. Numerous studies have been conducted across industries to
prove the relationship between varied HR practices to accelerate the performance of business
firms. It has been observed that HR practitioners focus on improving employee behaviour, try
to increase engagement and improving organisational culture first. They focus on doing so as
improved and efficient employees are likely to contribute accomplishing the desired
objectives in terms of profitability and market value too.
Another important area which the organisations have to address is to invest more on
HR development in order to assure the right execution of responsibilities. As the business
environment is highly dynamic, employees cannot be hired newly to response against the
change every time. That is why, employee development is necessary by arranging training
sessions which will definite create a positive impact over organisational performance and
practice.

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As supported by Vermeeren et al. (2014), various ways of HRM practices influence
employee performance which directly helps organisations to achieve improved financial
outcomes. The study particularly targets health organisations to conduct the research.
Acknowledging the main goal of HR management which is to improve organisational
performance, this research has focused on finding relationship between HR practices and
various desired outcomes in the field of financial, organizational environment and employee
development. In this due course, the researchers have given importance to the role of job
satisfaction as well in terms of contributing efficient work as an employee.
While researching with this motive, the study has explored database provided by
‘ActiZ Benchmark in Healthcare’ which was organised across Dutch home care and nursing
homes. Data has been collected from 162 organisations, participated in between autumn of
2010 to 2011. In this duration of one year, 42% response was collected from around 61,061
individual participants across 35% of all Dutch health care organisations. Based on
consumers’ response the quality of the service has been evaluated. Annual reports were
helpful in understanding gradual improvement in financial sectors of health businesses.
Findings suggest that both in an indirect and direct way the nature of HR practices
influence all the three outcomes which have been considered as hypothesis. Efficient
implementation of HR policies has contributed to increase the net profit margin, customer
satisfaction and people have become more engaged with the work which indicates increased
rate of job satisfaction as well. All the substantial effects like improved employee
performance has contributed mostly towards the achievement of profitability goals and
objective of satisfying the need of customers. This incident clears the fact that employee
behaviour and workplace environment influence job satisfaction and employee performance
and this components are helpful accomplish organisational goals.

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This study has concluded with the statement where significance of efficient HR
practices has been highlighted. According to the findings it has been proved that how
necessary it is to invest on HR development and training programmes to increase work
engagement and efficiency among employees. Efficient and skilled employees feel secure
within a highly secured HR scenario and it helps them to perform. Positive feedbacks from
the customers are the ultimate way to evaluate good performance. Technically, at the end of
the study all the components have been proved as interconnected and dependable to each
other. This study can be a great example of learning for both the scholars and HR
professionals.
Further, the book edited by Taylor and Woodhams (2016), deals with HRM practices
and its implications. This book is a combination of various HRM theories and practical case
studies to make the readers, especially students up for higher education, realise the
contribution of human resource managers within a workplace scenario.
In addition to that, Farnham (2015), has discussed the competence of HRM theories
and practices in various levels of business and even to solve emerging issues. It must be
remembered that business environment is highly dynamic where market trend changes really
fast. Factors like globalization, completion, changes in customer preferences are some of the
common issues which are supposed to be handled by efficient and skilled workforce.
However, ineffective HRM practices if fails to recognise the market need and do not organise
necessary development programme for employees; it would be highly difficult to combat
such scenarios. With the help of improved management frameworks and learning &
development sessions along with principles taken by HR are the determinant of the
organisational performance in terms of succeeding in future objectives.

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Conclusion
The above mentioned study contributes a literary impact over the readers, who seek
knowledge of HRM theories and its influence on performance of heath care units across
Dutch territories. Job satisfaction of employees has been discovered as one of the variable
components which link HR policies and both the organisational and financial performances.
However, limitations have been identified in terms of sample size along with the source of
secondary data. Although, no less than 85 health organisations have participated, still it
cannot be considered enough to reach the conclusion.

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References
Farnham, D., 2015. Human Resource Management in Context: Insights, Strategy and
Solutions. Kogan Page Publishers.
Taylor, S. and Woodhams, C. eds., 2016. Studying human resource management. Kogan
Page Publishers.
Vermeeren, B., Steijn, B., Tummers, L., Lankhaar, M., Poerstamper, R.J. and Van Beek, S.,
2014. HRM and its effect on employee, organizational and financial outcomes in health care
organizations. Human resources for health, 12(1), p.35.