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人力资源管理策略的影响

时间:2016-03-16 13:38来源:www.ukassignment.org 作者:留学生作业 点击:

Management Essay:人力资源管理策略的影响
The Impact Of Human Resource Management Strategies 

摘要

本研究探讨了人力资源管理组织中实践之间的关系,员工承诺和营业额的意图,使用客人的主题模型。研究提出的假说,用来研究人力资源管理组织中实践的影响,实现员工对组织的承诺和使员工保持与组织相关联。这项研究显示实践结果的样本,100个知道和了解人力资源实践的人被用于这项研究。皮尔森相关被用来发现人力资源管理实践的影响员工的承诺和营业额的意图。研究结果表明,不同的人力资源实践产生不同影响每一个因变量。人力资源实践训练和选择发挥最大的作用在获得员工的承诺和减少营业额方面。其他实践如绩效评估、职业生涯规划、员工参与和补偿也帮助全变量。营业额的意图不受所有的人力资源管理实践的影响,除了培训和选择。此外,人力资源管理实践的影响的假设影响营业额的意图显示了弱小的支持。

第一章

介绍

人力资源管理战略的影响,以及公司业绩和实践是一个必要学科领域的人力资源管理、劳资关系和组织心理学 (Huselid, 1995). 这个范围,若有的话,人力资源管理(HRM)对组织绩效的影响,已经出现查询员工/人力资源管理领域的重要研究。虽然后果指定一些人力资源实践对组织肯定的结果表现,大多数研究人员认为需要更多的理论和实验工作。该瞬间,尽管人力资源(HR)被认为是在一个组织中最无价的资产,他们只有几个组织做了区分(Vlachos, 2008).

摘要——ABSTRACT


This study explores the relationship between human resource management practices of organization, employee commitment and turnover intent, using the theme of Guest model. The proposed hypotheses for the research study the impact of HR practices of organization on attaining employee commitment towards the organization and to make the employees to remain associated with the organization. The study presents practical results from a sample of 100 individuals who are aware of and knowledgeable about the HR practices being used in the study. Pearson correlation has been used to find the impact of HR practices on employee commitment and turnover intent. The findings indicate that different HR practices have a varied impact on each of the dependent variables.HR practices like training and selection plays the utmost role in attaining both employee commitment and to reduce the turnover. Other practices like performance appraisal, career planning, employee participation and compensation are also help full variables. Turnover intentions are not affected by all the HR practices except for training and selection. Moreover, the hypothesis that the impact of HR practices impact turnover intentions shows a weak support.


第一章——CHAPTER 1


介绍——INTRODUCTION

The Impact of Human Resource Management strategy and practice on firm performance is an imperative subject in the fields of human resource management, industrial relations and organizational psychology (Huselid, 1995). The scope to which, if any, human resource management (HRM) effects on organizational performance has appeared as the vital research query in the employees/HRM field. Though consequences specify that some human resources practices may have a affirmative outcome on organizational performance, most researchers propose that more theoretical and experimental work is required. For the instant, even though Human resources (HR) are considered as the most priceless asset in an organization, they make a distinction only for a few organizations (Vlachos, 2008). The human prospective in a corporation is usually much more complicated for competitors to replicate than the plant, tools or even products that companies manufacture (Flanagan, 1996). As a result, the nature and welfare of a company's employees can become its key potency to figure out a profitable continuation. HRM practices can be mainly imperative for small firms (Marlow, 1993).Investigation designate that insufficient and incompetent administration of employees in small firms has resulted in low efficiency and elevated turnover rates (Mathis, 1991) and is one of the foremost sources of small firm malfunctioning (McEvoy, 1984).Theoriticians have disagreed that the human capital of the firm are potentially one of the most influential foundations of sustainable competetive advantage for organizations and have sought to articulate that there is an affirmative association among HRM and firm performance (Ferris, 1999). High performance employment policies gives a number of noteworthy causes of enhanced organizational performance (Pfeffer J. V., 1999).HR methods have significant realistic impacts on the endurance and finanacial performance of firms and on the production and superiority of work life of people in them (Casio, 2006). Human resources must be measured a strategic factor ,not only for the function they play in positioning administrative strategy into effect but also for their prospective to develop into a foundation of sustainable competitive advantage,that is to say these and the method in which they are supervised can have a noteworthy influence on the firm's accomplishment and its competitive positioning in the market.Human resource management polisies when suitably configured,influence organizational performance considerably.The reason for this is that more effectual systems of human resource management practices,which obtain improvement of the prospective for complementarities or synergies among such practices and at the same time,make simple the accomplishment of the firms competitive strategy ,constitute a source of sustained competitive advantage.Nevertheless,the mainstream of emperical studies have focused on the analysis of individual human resource practices to the ruling out of overall human resource management systems (Huselid, 1995). The impact of HRM on performance depends winning personnel,s reaction to HRM practices,so the impact will move in direction of the awareness of HRM practices by the workers (Guest, 2002). Employee turnover remains one of the most extensively investigated subject matter in organizational psychoanalysis. (Dalton, 1981)

Regardless of important exploration expansion there still remains a great deal of uncertainty as to what features in reality cause human resources to leave/remain in the organizations.Among these aspects are outside factors,institutional factors,workers personal characteristicsand employees reaction to his/her job (Knowles, 1964).


1.1 研究目标——1.1 Objectives of the study

The main objective of the study was to assess the human resource management practices being practiced in banking sector and their impact on the commitment level and the intention to stay in the organization. To achieve the main objective the following sub objectives were set:

1. To assess the practices regarding human resources in banking sector

2. To assess the effect of training on the commitment and turn over intentions of employees

3. To assess the effect of performance appraisals on the commitment and turnover intentions of employees.

4. To assess the effect of career planning on the commitment and turnover intentions of employees

5. To assess the effect of compensation on the commitment and turnover intentions.

6. To assess the effect of Job definition on the commitment and turnover intentions of employees.

7. To assess the effect of selections on the commitment and turnover intentions of employees.


1.2 研究假设——1.2 Research Hypothesis:

P1: HR practices have a relationship with employee commitment.

H1.1: Training has relationship with employee commitment

H1.2: Performance appraisal has relationship with employee commitment

H1.3: Career planning has relationship with employee commitment

H1.4: Employee participation has relationship with employee commitment

H1.5: Job Definition has relationship with employee commitment

H1.6: Compensation has relationship with employee commitment

H1.7: Selection has relationship with employee commitment

P2: HR practices have a relationship with turnover intent.

H 2.1: Training has relationship with turnover intent

H 2.2: Performance appraisal has relationship with turnover intent

H 2.3: Career planning has relationship with turnover intent

H 2.4: Employee participation has relationship with turnover intent

H 2.5: Job Definition has relationship with turnover intent

H 2.6: Compensation has relationship with turnover intent

H 2.7: Selection has relationship with turnover intent

The study presents practical results from a sample of 100 employees who are working in organizations where all the areas of human resource management are being practiced.. The study involves variables which are purely related to human resources. These variables play a vital role in the improvement of overall organizational performance. By knowing the HRM practices that influence employee commitment and turnover intentions positively organizations can emphasis on them to achieve higher employee performance that will cut the cost of hiring which will ultimately lead to better employee retention and their commitment to the organization.


第二章——CHAPTER 2

文献综述——LITERATURE REVIEW


2.1 员工承诺——2.1 Employee Commitment

Oscar (1966) defines commitment as a belief which reveals "the potency of a person's connection to an organization. The strength of a person's commitment to an organization is subjective to the rewards he has received from the system and the variety of experiences he has had to undertake in order to be given the rewards. Entrekin (2005) state that commitment "has become a object of the change from an industrial age to an information society."Commitment refers to know-how and outcomes and a procedure of being devoted or associated.. According to Meyer (1991) organizational commitment is of three types i.e. affective, continuance and normative, Affective commitment is regarded as an employee's attachment to acknowledgment and participation in the organization. Employees having strong affective commitment remain with the organization. Continuance commitment is one's awareness of the outlays related to parting with the in attendance association. Employees who possess continuance commitment will remain in the organization. Normative commitment is the sentiment of responsibility of an employee to the organization on the basis of his personal norms and values. Employees with normative commitment remain with the organization because they believe they ought to. A relationship study has been conducted by several researchers between Human resource management practices and organizational commitment. According to Paul (2004) human resource management practices show an eminent optimistic relationship with organizational commitment. Browning (2006) has related Human resource management systems to commitment in various organizations. Recent reviews of the literature on organizational commitment and organizational identification identified a range of possible antecedents to commitment to an organization. These included: job satisfaction and job involvement; job characteristics, such as variety and autonomy; a feeling of 'felt responsibility' for the organization; social, as well as occupational, involvement with the organization; consistency of career goals with organizational goals; a feeling by the individual that the organization will protect his or her interests; individual factors, such as sex, tenure and need for achievement; leader behavior; and alternative job opportunities. Organizational commitment will vary according to how strongly an individual believes in the basic value system practiced in and by the organization (N.A.Jans, 1998) Careers researcher should look at not just the individual in the career but also the occupational/ organizational setting in which that career takes place. One aspect of this setting is the person's view of the organization he or she is working for. A person's perception of the organization's future may affect his or her feelings about it. On the one hand, a threat to the organization may stimulate commitment: people may be willing to make sacrifices or work harder to help the organization survive in a critical period. One the other, they may see an organization which has an uncertain future as being an undesirable place to invest their own futures. The perceptions of the organization's future may arise from assessments either that the organization is poorly run (organizational effectiveness) or that the market support for that organization is declining (market support). This may be similar in its effects to those of career prospects argued earlier: that people may be reluctant to tie themselves to an institution in which the future is bleak (Van Maanen, 1977).According to Dornstein and Matalon (1998) eight variables are pertinent to organizational commitment. These are interesting work, associate's attitudes towards the organization, organizational reliance, age, edification, employment substitutes, outlook of family and friends. Organizational commitment has been described by several measures and definitions.. According to Beckeri, Randal, and Riegel (1995) the term organizational commitment refers to three dimensions: 1. a strong aspiration to stay a member of a challenging organization; 2. an enthusiasm to put forth elevated intensity of hard work on behalf of the organization; 3. a characterized conviction in and satisfactoriness of the principles and objectives of the organization. A number of factors determine organizational commitment, together with individual aspects i.e. age, residence in the institution, temperament, interior or peripheral control ascription. Another factor that is a determinant of commitment is the organizational factors. It includes job structure and the management approach manager. Third determinant of organizational commitment are non-organizational factors i.e. the accessibility to a substitute. These determinants effect the ensuing commitment (Nortcraft 1996).



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