Human Resource Management and its Impact on Employee Behaviour: A Review of Two Articles

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
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HUMAN RESOURCE MANAGEMENT1
As opined by Stewart & Brown (2019), the human resource management in any
business firm is liable to carry up all the strategic activities connected to the same. The HRM
is the one which is known to affect the entire individuals working in a business firm to work
and stay motivated in their working attitude in the firm. Concerning to this ideology, the
given paper is focused on reviewing two articles that relates to the HRM affecting the
behaviour of the employees.
Review- Article 1
Lau, P. Y. Y., McLean, G. N., Lien, B. Y. H., & Hsu, Y. C. (2016). Self-rated and peer-
rated organizational citizenship behaviour, affective commitment, and intention to leave in
a Malaysian context. Personnel Review, 45(3), 569-592.
Based on the study of the article named Self-rated and peer-rated organizational
citizenship behaviour, affective commitment, and intention to leave in a Malaysian context,
it is undermined as per the viewpoint of Lau et al., (2016), that the business entities in the
concern of maintaining productive business relationship within the entire firm, needs to have
a sense of mutual commitment as well as support from all its working employees at every
level in the business organisation. The issue discussed in the article is the OCB creating a
change in the behaviour of the employees. The purpose of the author of the above stated
article is based on the thesis statement stated to be whether the organisational citizenship
behaviour of an employee impacts the sustainment of the employee in the firm.
It was also opined by DeNisi & Murphy (2017), studies of the employees in the
concern of their working behaviour have typically relied on the traditional form of methods
that are used by a business organisation relating to the supervisor ratings during the time of
performance appraisal. This is because the employees are highly motivated when they receive

HUMAN RESOURCE MANAGEMENT2
better performance appraisals by their working organisation in an unbiased way (Steers &
Lee, 2017).
However, in lieu of this, it was opined by Akgunduz, Dalgic & Kale, (2016), the
employees are unwilling to work in a particular business organisation and resigns from the
same on their own choice of interest and not because of the organisational citizenship
behaviour. It was undermined that the employees lack the required level of skills and
knowledge that would help the same to stand at a higher paradigm as compared to their peer
colleagues (Best & Kahn, 2016).
Based on the above illustrations, it is undermined that the authors in the first article
concerned in the given paper has been determined to use the respondents from the diverse
number of industries in Malaysia to study the reason that leads to the work values as well as
beliefs of the employees to leave or stay in the firm. The article had been known to use
different sorts of OB theory to study the organisational behaviour of the employees in
Malaysia. Thus, the title of the article have been determined to be a suitable one. The
findings of the article concluded and proved with the help of its statistical data that the OCB
profoundly affects the employees’ practice of retaining themselves in one particular
organisation (Lau et al., 2016). Moreover, with the help of the studies based on the other
experts as stated above in the paper, brings a fact in light that the article named is highly
comprehensive in nature as the same explains the central thesis which the same is related to,
and also the article had no repetition of theories and was solely a new research study.