human resource management (PDF)

Running head: HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
Name of the Student
Name of the University
Author Note

1HUMAN RESOURCE MANAGEMENT
Ma Prieto, I., & Pilar Pérez-Santana, M. (2014). Managing innovative work behavior: The
role of human resource practices. Personnel Review, 43(2), 184-208. doi:10.1108/PR-
11-2012-0199
The article is mainly based on the analysis of the ways by which human resources can
be managed within the modern organizations. The role which is played by the high-
involvement based human resources in innovative work process has been analysed in the
journal. The support which is provided by the work environment has been an important part
of the analysis which is made in the article. The methodology which is used for analysis is
regression analysis. The hypotheses developed for the study is based on the sample of 198
Spanish organizations. The results are mainly based on the ways by which the ability and
opportunity has been enhanced within the organizations. The findings have also been able to
provide effective levels of directions based on future direction to the analysis. The study is
able to provide an insight based on the highlights and results for the research which can be
made based on the topic in the future. The previous researches which have been made on this
field have provided importance to the employees. The employees are thereby considered
major part of the innovation based process which is implemented within the organization.
The relationship which is thereby developed between the innovation within the organization
and human resource management based activities has been analysed in the article. The article
is thereby able to provide me with effective levels of information based on the ways by which
human resources management within the organizations can affect the innovation based
behaviour.
Van Dierendonck, D., Lankester, A., Zmyslona, M., & Rothweiler, H. (2016). Linking HRM
practices and institutional setting to collective turnover: An empirical exploration.
Administrative Sciences, 6(4), 18. doi:10.3390/admsci6040018

2HUMAN RESOURCE MANAGEMENT
The article is based on the analysis of human resource management based activities
within the organization with the levels of turnover. The human resource management based
practices which are followed within the organization and their effects on the turnover rates of
the employees are analysed in the article. The data which has been used for the analysis are
mainly based on the international sample based on 830 organizations which operate in 12
countries of the world. The different countries which have been considered for the analysis
include, Netherlands, United Kingdom, Belgium, Switzerland, Brazil, China, Italy, France,
Poland, South Africa, Germany and Spain. The article has introduced four types of human
resource management based practices which include, communication, remunerative, well-
being based practices and developmental. The results are thereby based on the collective
turnover of employees within an organization. The article has been able to show that the
remunerative HR practices are able to affect the turnover based levels of different
organizations which operate in the industry. The study is able to increase the levels of
knowledge based on relation between the turnover of the employees and the HR based
practices as well. The empirical knowledge which has been gained based on effectiveness of
HRM practices is a part of the analysis which is made in the article. I have learned from the
study that the effectiveness of human resource practices plays a key role in the turnover rates
of the employees. The organization is thereby able to maintain the turnover rates with the
help of proper management of employees.
Diaz-Fernandez, M., Bornay-Barrachina, M., & Lopez-Cabrales, A. (2017). HRM practices
and innovation performance: A panel-data approach. International Journal of
Manpower, 38(3), 354-372. doi:10.1108/IJM-02-2015-0028
The main purpose of the article is to analyse the relationship which has been
developed between the human resource management based practices and the innovation
related performance of the organizations. The paper is focussed on existing patents and the

3HUMAN RESOURCE MANAGEMENT
extent up to which the variable has been favoured by the HRM practices. This is also based
on the ways by which the patents can be assessed in order to explain the performance of the
organizations. The methodology which is used for the analysis is related to the survey of
Spanish organizations and the Industrial behaviour as well. The findings are also able to
depict that the innovative organizations within the industry are highly competitive in nature.
The security which is provided to the employees is able to affect the innovation based
activities of the organizations. The two major objectives of HR based managers which have
been depicted in the analysis are development of patents and the investments which can be
made in the HRM practices. The article has been able to provide major insights based on the
relationship of HRM practices and innovation based performance as well. The effect on
innovation on the human resource management has been analysed in the article in detail. I
have been able to learn that the human resource based practices are able to affect the
innovation levels within the organization. I also received effective levels of information
based on human resource management and its effects on the organizational operations.
Melnyk, S. A., Bititci, U., Platts, K., Tobias, J., & Andersen, B. (2014). Is performance
measurement and management fit for the future?. Management Accounting Research,
25(2), 173-186.
The article is based on the analysis of performance management and performance
measurement related activities which are performed within an organization. The analysis
made in the article has depicted that performance management is sometimes able to provide
effective support to the management of the organization. The changes which take place
within the business based environment can affect the performance management in the
organizations. The business strategy also has a major effect on the performance management
process which is implemented within the organizations. The method which has been used for
analysis in the article is the three phase Delphi approach. The role which is played by

4HUMAN RESOURCE MANAGEMENT
performance management has been discussed in the article in detail. The importance of
performance management systems has been recognised and the modern organizations are
able to provide maximum levels of importance to performance management. The
performance management based process which has been used by the organizations are
important. However, the changes which are experienced in the business environment have
started reducing the importance of performance management based systems. The findings of
the study are able to depict the relationship which has been developed between the
performance management system and the strategies which are implemented. The output
which has been provided in the study is related to the Performance Alignment based Matrix. I
have been able to gain effective knowledge based on the ways by which performance
management can affect the organizational operations. The effect of business environment on
the performance management process is a part of the analysis which is made in the article.
Kendrick, M. I., Bartram, T., Cavanagh, J., & Burgess, J. (2017). Role of strategic human
resource management in crisis management in australian greenfield hospital sites: A
crisis management theory perspective. Australian Health Review: A Publication of the
Australian Hospital Association, doi:10.1071/AH17160
This particular paper discusses strategic human resource management activities in the
successful operation of the company. In this paper the authors have conducted examination
on two different hospitals and used a comparative case study analysis. The understanding is
based in the documents sourced from the pen access sites and public sites. The authors have
used crisis management theory as the theoretical framework. Along with this, the open
communication channels and proactive management have been used for examining the
documents as the result of this examination, the crisis management theory of HRM has
shown better result in the organizations. This paper has identified that the capabilities of the

5HUMAN RESOURCE MANAGEMENT
human resource management to consolidate operations having no negative media attention
are the chief outcome found in this examination.
This paper has discussed the role of strategic human resource management focusing
on the crisis management. This study has derailed the strategic workforce planning,
recruitment and section, training, retention management, HR audits and more specifically the
performance management for the successful operation of the human resource management
practices in the healthcare industry. This paper adds the role of crisis management theory to
be the most effective theory to be applied in every organization so that it can eminently add
its presence in the business management activities. The findings or results of this particular
study identify an essential link among the success of the organizations and implementation of
CMT in the companies.
Cake, S. (2016). Worker movement as a union issue: An examination of collective bargaining
agreements in the construction sector in Alberta, Canada. Canadian Journal of
Sociology, 41(3), 327-348.
This study mainly focuses on the changing legal emphasis compliance and impact on
Canadian workplaces. Therefore, this paper has detailed the situation created by the
fluctuating expansion of oil sands development in northern Alberta, Canada. The changing
legal situation has been seen from the collective bargaining agreements. The company has
hired a huge number of mobile workers in sustaining in the highly competitive business
structure. These employees are the residents of Regional Municipality of Wood Buffalo who
are considered to be geographically mobile population. This author in this paper has used the
social reproductive framework. This refers to emphasis on the structures as well as activities
which can transmit social inequality from generation to generation. Through this study, the
author has found two main findings. These include the collective agreements of these mobile

6HUMAN RESOURCE MANAGEMENT
workers who are treated as the different category of the workers and secondly the study has
identified that there is simultaneous expansion of the workplace regulations including their
divisions of the workplace from their home. These are the reason why the HRM process of
the companies in this particular industry has bene affected by the growth of the country’s
union regulated place contrasting the division of the workplaces from home challenges of the
union revitalization effort. This paper has found that this aspect of the agreement has started
to reaffirm the traditional gendered involvements of the mobility. From this paper it can be
understood that changing legal emphasis can change the policies as well as strategies of the
HRM of the companies in any part of the world.
Stone, D. L., Deadrick, D. L., Lukaszewski, K. M., & Johnson, R. (2015). The influence of
technology on the future of human resource management. Human Resource
Management Review, 25(2), 216-231.
The effect of technology in this era of globalization has been spread in the human
resource management department of the current business contexts. In this paper the authors
have identified the aspects of profound impacts of the information technology of this time in
the processes as well as practices of the HRM in the companies. This paper has examined the
medical data of this subject and has found that most of the data have not covered the
organizations with the new systems enabled for the reaching the goals of the human resources
to attract, motivate and retain their employees in the companies. The HR departments of the
organizations are getting affected by the emerging technologies but are note being able to
utilize these technologies properly. This paper has thus discovered that there are numerous
limitations related with the current systems. These limitations include the fact that these
organizations incapable of incorporating technologies in the HR process mainly use one way
of communication systems first, secondly these systems are quite passive as well as
impersonal, thirdly, this system do not all for the interpersonal interactions and finally often

7HUMAN RESOURCE MANAGEMENT
create artificial distance among the individuals as well as their organizations. This is the
reason why this paper argues for applying the new and advanced information technology for
mediating the HR processes, mainly to increase relationships among the individuals and
organizations, and subordinates and supervisors.
Beblavý, M., Mýtna Kureková, L., & Haita, C. (2016). The surprisingly exclusive nature of
medium- and low-skilled jobs. Personnel Review, 45(2), 255-273. doi:10.1108/PR-
12-2014-0276
This paper aims to learn more regarding the demands for competencies which is
essentials for the revelation of the complicated relationship among the process of employee
selection, recruitment, various strands of the education as well as training of the workers
along with the labor market regulations in the market. In this paper, the author has considered
the Content analysis and statistics of job advertisements methods to identify these types of
issues. In designing labor market policies in the national level and life-long learning
programs for integrating the low-skilled and unemployed, the perfect design of the human
resources management practices is necessary. This research has found that the skills
recruitment in the designing of HRM for low or medium skilled jobs need to be specific.
Despite the fact that there are no perfectly detectable basic packages present in the designing
of the HRM process but the need for the formal education is highly required. The HR
practices mainly focus on the non-cognitive skills and specific cognitive skills for the
recruitment. This paper has detailed the needs of the specificity of the skill requirements in
the designing process of HRM in the companies across various types of sectors or the
occupational groups. These differ vastly among the different types of differently skilled jobs
which is linked with the interactive natures of jobs but not to qualifications and the
experience required.

8HUMAN RESOURCE MANAGEMENT
Su, C., & Yang, T. (2015). Hoshin kanri planning process in human resource management:
Recruitment in a high-tech firm. Total Quality Management & Business Excellence,
26(1-2), 140-156. doi:10.1080/14783363.2012.756743
The human resource planning in the global contexts an impact part for the successful
operation of the firms. In this paper the authors have identified and discussed the success
factors of the Hoshin Kanri planning process in human resource management especially in
the recruitment process of the high-tech firms. In order to lay the strategies for the HRM
practices for strategy planning as well as performance measurement in manufacturing sector,
the Hoshin Kanri planning process has been widely used in the western companies as well as
Japanese companies. This Hoshin Kanri planning process has proved to have a positive and
successful factor in the HRM practices. This study has presented the envision, identify,
diagnose, priorities, execute, and review (EIDPER) model to explore this particular subject. It
is an extension of Hoshin Kanri planning process. This model effectively translates the
human resource management strategies into some achievable actions in order to fulfil the
organizational objectives. This particular approach has been successfully pragmatic in the
Human Resource Management department of the selected company. this type of planning has
effectively reduced the hiring costs of the company. In addition to this, the planning process
has effectively helped the company top overcome barriers related to the HRM policies.
Osibanjo, A. O., Adeniji, A. A., Falola, H. O., & Heirsmac, P. T. (2014). Compensation
packages: a strategic tool for employees' performance and retention. Leonardo Journal
of Sciences, (25), 65-84.
This journal highlights the employee turnover issue of Nigerian universities and
assumption says it could be a consequence of poor quality of pay scale and compensation
plan. This study has focuses on the role of such benefits in terms of influencing improvement

9HUMAN RESOURCE MANAGEMENT
of job performance and tendency to stick on to a single job. The survey was conducted at
University of Ogun State, Nigeria where respondents were from both the academic and non-
academic backgrounds. Based on 111 questions, the findings suggests strong linkage between
compensation package and employee performance.
Hence, salary and benefits can be considered as one of the major motivation to
continue with any organisation. Employees generally give up on any work when they are
offered with better pay scale mostly. An employee will never leave his/her workplace if
she/he feels salary is adequate as compared to workload. Therefore, this journal comes with
the learning that management staffs must revise the compensation policies to provide
satisfaction to employees if they want to take precautions for high level of voluntary
turnover.
I have learnt that compensation, salary, benefits are some of the aspects, which are
valued in terms of employee satisfaction and retain. This, it must be considered as one of the
major aspects of human resource management. Besides, role of reward and recognition,
appreciation of good work are also counted in favour of employee retention policy.
Waxin, M. F., Lindsay, V., Belkhodja, O., & Zhao, F. (2018). Workforce localization in the
UAE: recruitment and selection challenges and practices in private and public
organizations. The Journal of Developing Areas, 52(4), 99-113.
In this article, the issue of workforce localization has become prominent as the native
employees of Arab Gulf Region are counted under minority as compared to the expatriates.
The challenges of recruitment and selection practices in this region is related to workforce
localization theory. Further, a comparison has been presented between public and private
sector keeping the central theme of practicing WL theory. The influence of ownership
structure both the public and private sector on issues of WL has been identified by

10HUMAN RESOURCE MANAGEMENT
conducting this research on employees of multinational and local companies irrespective of
industry. In order to collect the data total 11 companies have been selected and 14 interviews
were semi-structured and physical.
Finding suggests that companies are trusting on expatriates and there are low level of
local employment as multinationals fail to find relevant skills, expertise and educational
qualification among the natives. Besides, their high demand of compensation is keeping them
aloof from the jobs at MNCs. Expatriates come with varied skills and talents, which are
required to operate global business. It can be suggested that in spite of marking the natives as
ineffective if the management arrange for necessary training sessions relevant with the
company criteria employment scenario will change across the Arab Gulf region. I have learnt
that investment in human capital irrespective of industrial boundaries has always been
profitable for organisations. The productivity and prosperity depends on HR efficiency. There
is no greater business, which can contribute to both the sectors of individual and national
economy.
Guan, Y., Zhou, W., Ye, L., Jiang, P., & Zhou, Y. (2015). Perceived organizational career
management and career adaptability as predictors of success and turnover intention
among Chinese employees. Journal of Vocational Behavior, 88, 230-237.
This paper intends to present theories of career construction and management as
indicators of success and turnover rates among Chinese employees. Based on a survey among
654 employees of China, the findings suggests that the power of adapting a new career has a
pivotal role to play in predicting the salary even after considering the effects of various
demographic aspects and organisation based career management. The result indicates both
the theories of career management and adaptability are mutually connected with intentions of
voluntary turnover in a negative way. At the same time, career adaptability shares a

11HUMAN RESOURCE MANAGEMENT
moderated relationship with both the job satisfaction and perceived organization based career
management plans. In a nutshell, it suggests with the help of moderated mediation model an
indirect impact of career management on turnover intentions can be found. It has been
noticed; employees, who have higher level of career adaptation ability, are likely to achieve
satisfaction in various job roles. These findings are further implied on research of employees’
success and intentions of turnovers.
Although, several evidences are available in terms of supporting the findings still as
the nature of this research is correlative, hence no conclusion can be drawn from above
mentioned perceived results. The opportunity of future research can be initiated by enhancing
the boundary of collecting information and data. Using multiple sources and various
perspectives better idea can be generated. I have learnt the nature of adaptation in various job
role increases satisfaction and success. On the other hand, lack of adaptability generates
turnover intentions even after joining the work at the best organisation.

12HUMAN RESOURCE MANAGEMENT
References
Beblavý, M., Mýtna Kureková, L., & Haita, C. (2016). The surprisingly exclusive nature of
medium- and low-skilled jobs. Personnel Review, 45(2), 255-273. doi:10.1108/PR-
12-2014-0276
Cake, S. (2016). Worker movement as a union issue: An examination of collective bargaining
agreements in the construction sector in Alberta, Canada. Canadian Journal of
Sociology, 41(3), 327-348.
Diaz-Fernandez, M., Bornay-Barrachina, M., & Lopez-Cabrales, A. (2017). HRM practices
and innovation performance: A panel-data approach. International Journal of
Manpower, 38(3), 354-372. doi:10.1108/IJM-02-2015-0028
Guan, Y., Zhou, W., Ye, L., Jiang, P., & Zhou, Y. (2015). Perceived organizational career
management and career adaptability as predictors of success and turnover intention
among Chinese employees. Journal of Vocational Behavior, 88, 230-237.
Kendrick, M. I., Bartram, T., Cavanagh, J., & Burgess, J. (2017). Role of strategic human
resource management in crisis management in australian greenfield hospital sites: A
crisis management theory perspective. Australian Health Review: A Publication of the
Australian Hospital Association, doi:10.1071/AH17160
Ma Prieto, I., & Pilar Pérez-Santana, M. (2014). Managing innovative work behavior: The
role of human resource practices. Personnel Review, 43(2), 184-208. doi:10.1108/PR-
11-2012-0199
Melnyk, S. A., Bititci, U., Platts, K., Tobias, J., & Andersen, B. (2014). Is performance
measurement and management fit for the future?. Management Accounting Research,
25(2), 173-186.

13HUMAN RESOURCE MANAGEMENT
Osibanjo, A. O., Adeniji, A. A., Falola, H. O., & Heirsmac, P. T. (2014). Compensation
packages: a strategic tool for employees' performance and retention. Leonardo Journal
of Sciences, (25), 65-84.
Stone, D. L., Deadrick, D. L., Lukaszewski, K. M., & Johnson, R. (2015). The influence of
technology on the future of human resource management. Human Resource
Management Review, 25(2), 216-231.
Su, C., & Yang, T. (2015). Hoshin kanri planning process in human resource management:
Recruitment in a high-tech firm. Total Quality Management & Business Excellence,
26(1-2), 140-156. doi:10.1080/14783363.2012.756743
Van Dierendonck, D., Lankester, A., Zmyslona, M., & Rothweiler, H. (2016). Linking HRM
practices and institutional setting to collective turnover: An empirical exploration.
Administrative Sciences, 6(4), 18. doi:10.3390/admsci6040018
Waxin, M. F., Lindsay, V., Belkhodja, O., & Zhao, F. (2018). Workforce localization in the
UAE: recruitment and selection challenges and practices in private and public
organizations. The Journal of Developing Areas, 52(4), 99-113.

14HUMAN RESOURCE MANAGEMENT