Human Resource Management Practices and Organizational Performance

This report provides a critical analysis of the article "Why complementary HRM practices impact performance: The case of rewards, job design, and work climate in a knowledge-sharing context" by Foss et al. (2015). The analysis identifies the authors' key arguments, which center on the alignment of motivating factors, job design, and work climate within organizations to enhance employee knowledge sharing and overall performance. The report evaluates the strength and validity of the authors' claims, supported by survey data from knowledge-intensive companies, and discusses the implications for future research and practical applications. Furthermore, the report briefly connects the article's findings to the context of two additional assignments, highlighting the relevance of knowledge sharing and employee motivation in addressing organizational challenges and improving HRM strategies. The report emphasizes the importance of understanding how HRM practices can be strategically implemented to improve organizational performance through employee motivation and knowledge sharing.

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

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Part 1
Foss et al. (2015) in the article entitled “Why complementary HRM practices impact
performance: The case of rewards, job design, and work climate in a knowledge‐sharing
context” discusses the linkages that are present among the motivation that needs to be provided
to the employees for sharing the knowledge and the interdependence of the various departments
that have been present within the organization. The authors propose the fact that the concerned
management of the organization should attempt an alignment of the motivating factors within the
organization with the various other practices that are maintained by the department of the human
resources within the organization. The authors state that the major areas that should bear a
linkage to the motivation of the employees refer to the issues like the climate that is present
within the workplace and the job design that the employees might need to maintain (Foss et al.
2015). The authors of the article attempted a discussion on the factors that might assist in the
development of the three-way interaction among the variables that are considered to be effective
in motivating the employees of the organization at large.
The authors suggest that the major benefits of the higher levels of the autonomous
motivation of the employees is reflected in the case of exposure to non-controlling design of the
job as well as the climate of work that tends to support the sharing of the knowledge within the
organization. the sharing of the knowledge among the employees of the organization tend to deal
with the development of the individual employees as well as the organization at large. The
authors further suggest that it is difficult to maintain the measurement of the sharing of the
knowledge within the organization (Foss et al. 2015). Thus, the organizations tend to
demonstrate a policy of distributing extrinsic rewards among the employees of the organization.

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The authors state that the mindset of the employees regarding the sharing of the
information is observed to be dependent on the sentiments that are shared by the people who
have been serving the organization. The knowledge sharing within the organization tend to be
dependent on the interpersonal relationships that are present among the organizational
employees. This is reflected in the findings of the surveys that were conducted by the authors
(Foss et al. 2015). The authors had conducted a survey on over 1523 employees who had been
employed in five different companies that were knowledge-intensive and were situated in
Denmark (Foss et al. 2015).
The research that was conducted by the authors assisted in the collection of the data that
is sourced from the various employees who have been serving in the real time business
organizations. The data that is used for the composition of the article is collected from the
employees who have been serving the chosen organizations. This can hold accountability for the
reliability and the relevance of the article. The article majorly discusses the relationship that
exists between the knowledge sharing and the motivation of the members of the workforce who
have been employed within the concerned business organization (Foss et al. 2015). The major
evidences that have been cited within the organization tends to deal with the responses that were
provided by the employees who had participated in the surveys within the organization. This
helped in asserting the validity of the research. The arguments that have been cited in the given
article help the future researchers to gain better knowledge on the ways in which the employee
motivation might be enhanced through the knowledge-sharing within the organization.
Part 2
Assignment 2

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The given article would help in the composition of the second assignment as it discusses
in proper details the issues that a certain organization might face due to the knowledge sharing
within the organization. The article also discusses the ways in which the organization might
attempt a resolution of the issues in the employee motivation. The majority of the issues that are
presented within the organization relate to the lack of the knowledge sharing within the business
organization that would be discussed in the second assignment.
Assignment 3
The article will help in the discussion of the ways in which the concerned managerial
division that deals with the human resources of the organization might put forth a proper
technique for motivating the employees of the employees. The article would also help in the
development of the resolution to the issues that are related to the motivational measures that
might be implemented by the organization in order to put forth a proper increment in the
interpersonal communication of the employees who have been serving the given organization.
This assists the increment in the overall performance of the organization as well.

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References
Foss, N.J., Pedersen, T., Reinholt Fosgaard, M. and Stea, D., 2015. Why complementary HRM
practices impact performance: The case of rewards, job design, and work climate in a
knowledge‐sharing context. Human Resource Management, 54(6), pp.955-976.