Literature Review: HRM Practices and Organizational Performance

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PROJECT BASED LEARNING
DEVELOPING MASTERY
Literature review
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Table of Contents
Literature review..............................................................................................................................3
References........................................................................................................................................6
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Literature review
According to Rafiei and Davari, (2015), human resource management contains a huge effect on
skills development. This research paper is focused on the professors and lecturers which have
explained the workshops and training effects to develop skills of professors and lecturers. In this
research, primary research has implemented to analyze the effect of human resource
management on the skills development. As stated by Oriordan, (2017), strategic HRM supports
in the development of employees and attainment of the organizational objective. This study is
focused to analyze the evolution of the HRM and also the relevancy with the new concepts for
HR management practices.
As per the view of Rodríguez-Sánchez, et. al. (2018), HRM factors are considered by the
multinational companies during the mergers and acquisitions stage. It is significant to consider
these factors in this stage for better implementation of HRM. According to Byremo, (2015),
HRM practices and functions positively is supports in improving organisational performance. It
is essential to keep the employee attitudes and behaviors positive in the organization. It is
identified that the organisation can perform better by working on the human resource
management.
As stated by Schuler and Jackson (2014), human resource management contains a huge
relevance with the organizational effectiveness. Multiple stakeholders’ model has developed the
opportunity to demonstrate their skills and effect on the organization. It is analyzed that human
resource management is based on the professionals working under this department. As per the
views of Karasek, (2015), information technology is significant for the organizations to manage
the employees against the objectives. Information technology’s significance is an increase in the
organizations due to the needs of management. It is also effective for developing employees and
engaging them in the work.
According to Richman, (2015), human resources management emerged in the USA as a result of
the industrial revolution. Due to the emergence of higher production in the industry has
developed the functions and process of the human resource management which has become
significant for the organizations. As per the views of Stone, et. al. (2015), the use of information
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technology is become significant and required in the HR management practices. It is essential for
the HR managers which are working in the broad organizations to use the information
technology which can help to make a better change in the performance. It is analyzed that IT
makes a huge effect on organisational HRM practices.
As stated by Stone, et. al. (2015), technological change is affecting the HRM practices of the
organizations. This article is focused on the challenges and opportunities which can make an
effect in the future. It is analyzed that random changes are affecting the HRM practices and
functions of the organizations. According to Ulrich and Dulebohn, (2015), HR management has
transformed time by time which has increased its significance. HR functions and practices have a
huge significance in the organization these days which is essential for the companies now. It is
essential for the companies which are working in the international market to make changes in the
working practices according to the evolution in the sector.
As per the views of Leroy, et. al. (2018), HR management and leadership work on the common
goal in the organizations. It develops the common responsibility between the leadership and HR
management in the organization. According to Friesike, et. al. (2018), product design and
additive manufacturing contains a huge significance for the organizations. It becomes significant
to adapt the current product design and technological process of working. As stated by Nguyen
and Kim, (2018), it is significant for the HR management and operational managers to consider
the quality management practices in the organization which can help to the company to make
better changes in the operations.
As per the views of Vinojini and Arulrajah, (2017), managing quality and productivity in the
organization is depends on the HR management and adopted operations management practices in
the organization. It is essential for the companies to make proper coordination and combination
in the HR management practices. According to Bryson and Forth, (2018), the workplace is
managed by the HR management practices which are essential to manage the firm's
characteristics for better productivity.HR management functions and practices make a huge
impact on organisation performance and individual productivity.
According to Hitt, et. al. (2016), resource-based theory has become significant for the
organizations which are working in the manufacturing industry. This theory is effective for study
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and understanding of the issue in the operations management. As per the view of Hartmann and
Moeller, (2014), unsustainable behaviors and consumer responsibility attributions have
developed the need to implement the operations management in the organizations. It is
significant to manage the operations by effective training programs in the organization.
According to Anand and Gray (2017), maximization of the operations management helps to
implement the strategies in each department in the organization.
As per the views of Bromiley and Rau, (2016), resource-based view in the operations
management contains a huge significance. This study is focused to justify that resource-based
view is not effective to align the objectives and operations management. It is used to manage the
competitive advantage in the organizations. In this paper competitive advantage has been taking
as a dependent variable. According to Thomé, (2016), operations management has become
significant due to the enhanced need for higher production and eliminating the resource wastage.
The author has implemented a systematic literature review in the research. It is essential to adopt
the operational management in the organization which is working in the manufacturing and
production industry. As stated by Levering and Vos, (2019), use of sustainable practices is
effective for the organizations to manage the supply chains. Management in the supply chain
contains equal significance for public and private organizations. It is essential for the companies
to use sustainable practices for enhancing the productivity and attainment of the objectives.
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References
 Anand, G., & Gray, J. V. (2017). Strategy and organization research in operations
management. Journal of Operations Management, 53, 1-8.
 Bromiley, P., & Rau, D. (2016). Operations management and the resource based view:
Another view. Journal of Operations Management, 41, 95-106.
 Bryson, A., & Forth, J. (2018). The impact of management practices on SME
performance (No. 488). National Institute of Economic and Social Research.
 Byremo, C. (2015). Human Resource Management and Organisational Performance:
Does HRM Lead to Improved Organisational Performance?. Unpublished Master’s
Thesis. Oslo: Department of Sociology and Human Geography, Faculty of Social
Sciences, University of Oslo. Available online also at: https://www. duo. uio.
no/bitstream/handle/10852/49030/Cathrine-Byremo-2015 [accessed in Serdang,
Selangor Darul Ehsan, Malaysia: August 31, 2017].
 Friesike, S., Flath, C. M., Wirth, M., & Thiesse, F. (2018). Creativity and productivity in
product design for additive manufacturing: Mechanisms and platform outcomes of
remixing. Journal of Operations Management.
 Hartmann, J., & Moeller, S. (2014). Chain liability in multitier supply chains?
Responsibility attributions for unsustainable supplier behavior. Journal of operations
management, 32(5), 281-294.
 Hitt, M. A., Xu, K., & Carnes, C. M. (2016). Resource based theory in operations
management research. Journal of Operations Management, 41, 77-94.
 Karasek, A. (2015). Utilization Of It In Human Resources Management. In Managing
Intellectual Capital and Innovation for Sustainable and Inclusive Society: Managing
Intellectual Capital and Innovation; Proceedings of the MakeLearn and TIIM Joint
International Conference 2015 (pp. 1567-1576). ToKnowPress.
 Leroy, H., Segers, J., Van Dierendonck, D., & Den Hartog, D. (2018). Managing people
in organizations: Integrating the study of HRM and leadership.
 Levering, R., & Vos, B. (2019). Organizational Drivers and Barriers to Circular Supply
Chain Operations. In Operations Management and Sustainability (pp. 43-66). Palgrave
Macmillan, Cham.
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 Nguyen, Q., & Kim, T. H. (2018). Promoting adoption of management practices from the
outside: Insights from a randomized field experiment. Journal of Operations
Management.
 Oriordan, J. (2017). The practice of human resource management. Research Paper, 20.
 Rafiei, N., & Davari, F. (2015). The Role of Human Resources Management on
Enhancing the Teaching Skills of Faculty Members. Materia socio-medica, 27(1), 35.
 Richman, N. (2015). Human resource management and human resource development:
Evolution and contributions. Creighton Journal of Interdisciplinary Leadership, 1(2),
120-129.
 Rodríguez-Sánchez, J. L., Mora-Valentín, E. M., & Ortiz-de-Urbina-Criado, M. (2018).
Successful Human Resources Management Factors in International Mergers and
Acquisitions. Administrative Sciences, 8(3), 45.
 Schuler, R., & E. Jackson, S. (2014). Human resource management and organizational
effectiveness: yesterday and today. Journal of Organizational Effectiveness: People and
Performance, 1(1), 35-55.
 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.
 Thomé, A. M. T., Scavarda, L. F., & Scavarda, A. J. (2016). Conducting systematic
literature review in operations management. Production Planning & Control, 27(5), 408-
420.
 Ulrich, D., & Dulebohn, J. H. (2015). Are we there yet? What's next for HR?. Human
Resource Management Review, 25(2), 188-204.
 Vinojini, M., & Arulrajah, A. A. (2017). The Pro-Environmental Behaviour of Employee
in an Apparel Manufacturing Organization in Nuwara-Eliya District of Sri Lanka. Sri
Lankan Journal of Human Resource Management, 7(1).
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