The Effect Of Human Resource Management Practice On Cooperate Performance. (A Case Study Of Glaxosmithkline Nigeria Plc)
TABLE OF CONTENT
1.1 BACKGROUND OF THE STUDY
1.2 STATEMENT OF THE PROBLEM
1.3 OBJECTIVE OF THE STUDY
1.4 RESEARCH QUESTIONS
1.5 FORMULATION OF HYPOTHESIS
1.6 SIGNIFICANCE OF THE STUDY
1.7 SCOPE OF THE STUDY
1.8 LIMITATION OF THE STUDY
1.9 OPERATIONAL DEFINATION OF TERMS
2.1 CONCEPTUAL FRAMEWORK
2.2 THEORETICAL FRAMEWORK
2.3 EMPIRICAL FRAMEWORK
3.1 RESEARCH DESIGN
3.2 POPULATION OF THE STUDY
3.3 DETERMINATION OF SAMPLE SIZE
3.4 SAMPLING TECHNIQUES
3.5 METHODS OF DATA ANALYSIS
DATA ANALYSIS AND PRESENTATION OF RESULT
4.1 DISTRIBUTION AND COLLECTION OF QUESTIONNAIRE
4.2 TEST OF HYPOTHESIS
SUMMARY OF THE FINDINGS CONCLUSION AND RECOMMENDATION
5.1 SUMMARY OF FINDINGS
This paper introduces the development of Human Resource Management (HRM) from a historical perspective and explains the debate between HRM and personnel management. Thus, the paper identifies the historical developments and their impacts on HRM, outlines the development and functions of HRM, explains the differences between HRM and Personnel Management, evaluates ‘hard’ and ‘soft’ approaches to HRM, illustrates how diversity is an issue in Human Relations (HR) practice and finally considers HRM as an international issue. It concludes with a discussion about ‘hard’ and ‘soft’ models of HRM and its implications for the human resource manager.
Also the aim of this research was to identify the human resource management practices that are effective for employee turnover reducing. For this purpose the methods of document analysis and expert survey were used. On the basis of analysis of the scientific literature retrieved from academic databases the human resource management practices, which were mentioned in connection with management practice, were detected and described its effect on employee turnover. By conducting two separate expert surveys the initial information about the spread of some identified human resource management practices and about the potential effectiveness of these practices in Latvian organisations, is acquired and analysed.
1.1 BACKGROUND OF THE STUDY
Contemporary organization are constantly confounding pressures to improve service and productively. The preciousness of the exedra working environment and the rapid rate of technological change increasing demand Innovative means of Improve business performance and securing competitive advantage. People are the recognized prime determining of competitive advantage and the need for effective manpower management has become more important than ever before. The task of effective human resources management in 21st century organization has quince beyond just the HR unit of the organization alone. The responsibility for explaining the potential of the people in an organization for maximum performance is now shared between senior managers, HR professional and line managers. However, the challenges facing today’s organization provide an Ideas occasion for the diverse HR practice to prove its ability to contribute towards corporate performance?
HR in organization of the 21st century is versed as been a critical component in the maintenance and Improvement of corporate performance ( Bowen & ostroff, 2004, ostroff & Bowen 2000)HR is assumed to affect knowledge, skill ability ( Schuler & Jackson, 1995 ) attitude and behaviour of employments (civets 1997) and many effect the performance of an organization (Den hat tog , Basilica, & purview 2004) Research Shaw that the human element In organization is an Indispensable variable as organization try to stay ahead of competitive research further reveals that HR can play a Deeside role in organizational performance (Arthur, 1994, Becker& Gerhardt, 11996, Basilica Diet2, &Boon, 2005, Guest, Midair, Conway, & Sheehan, 2003, wood, 1999 yond, Snell games & lope 1996 ) two factors have been assumed to be Important factor in explaining the link between HR and corporate performance. Bacon and Kreps (1999) identify these two factors as:
- The alignments of HR with the organization strategy (strategy)
2 .The alignments of the various HR practices, such as career opportunities, training and appraisal with the organization (Internality ) Bacon and Kreps hypothesize that when HR with an organization is well aligned, and employees know what is expect of them they will Inanely act similarly and have uniform expectations about work and behaviour.
For this purpose of this study, have adapted son’s (2006) defined Innovative HR practice He defined Innovative HR practice as any Intention Introduce or change or HR program, policy, practice or system designed Influence or adapt employees skill, behaviours and Interactions of employees and have the potential to prove both the foundation for strategy formulation and the means for strategy Implementation that is perceived to be new and creates current capabilities and Competencies.
Scholars have attempted to recommend designs of various HR system to achieve organization goals as well as determine best set of complementing HR practice that Indeed boast performance however several limitative spanning from different level of analysis size of firm, union status of organization and business environment has of limited the acceptability of several advancements, hence, the need for a contextual study such as this.
1.2 STATEMENT OF RESEARCH PROPLEM
With the Increasing significance of the human factor In complement organization HR Issues have become care to organization that deem people as their most essential advantage In achieving organization goals. Trend in recent times have shin some considerable level of rescued concentration on the link between HR and comport performance.
However a set of issues deeply in need of more consideration is lamed at the iderhfication of shortage the practices (aright&soswell 2002) steadiness in the classification or determined of HR practices is rather low. An evaluation of the universalistic perspeahive of theorizing the HR paformcne link reveals much is shy to be learnt about the combination of practice that produce high performance work system. The Impression given by Becker and Gerhardt (1996) reveal that studies vary greatly as to the practices Identified as ‘best’ and sometimes even as to whether a HR practices is likely to be positively or negatively related to high performances. Little is known about how and through which processes HR practices Influences corporate performances.
(Guest, 1997; Becker hustled, picks & Spratt, 1997; Ostrott & Bowen 200) Intermediate process that (ultimately affect performance outcome are referred to as the ‘block box’ of the HR –outcomes link leg Wright & Gardner: 2003) unlocking the ‘’block box’ mean idenhfuying the objects that are relevant to compared performance. This remark is conceded with the explanation of the mechanisms linking HR practices to key aspects of corporate performance i.e. how specific ‘bundles of HR practices Influence performances. Several authors identified the lack of the unethical model to demystify this start coming (ferries et al 1998: Guest 1997: peace and Rosenthal: 2001: truss 2001). It is however pertinent to give attention not only to traditional financial outcome but also to Intermedicity and process – related criteria that show the part towards archiving the financial result (Becker and Gerhardt, 1996, Becker and Hustled 1998 ).
1.3 OBJECTIVE OF THE STUDY
This study is aimed examination the effect or human resources practices on the performance of businesses. Entupuisel corporate entity. It objectives are as foam.
- The study and examines the contribution of consistency among HR practices and corporate performance.
- This study seeks to evaluate the combination of human resource management practices that Influence a high performance system in an organization
1.4 RESEAECH QUESTIONS
The central Inquiry in this study central on the in cage between HR practices and corporate performance as can be explained by the effect of the Intimae fit on the supportive activities of employee toward their colleagues and employer. However, future specific Inquires are posed below.
- What is the relationship between HR practices and corporate performances?
- What combination of HR practices determines a high performance work system?
1.5 RESEAECH HISPOTHESIS
Ho: high performance practices would not boost productively
HI: high performance practices will boost productively hypothesis
HO: complementing high performance HR practices will not boost productively.
HI: complementing high performances HR practices will boost productively.
1.6 SIGNIFICANCE OF THE STUDY
Many scholars have asserted that the human resources of the organization are potentially one of the most potent sources of continuous competitive advantage for organization and have tried to reveal the posture relationship between HR and corporate performance (Ferris, et al 1999). Nevertheless there has been Improvement as to which of the many ‘’high performance’’ HR practises (Delaney et al 19989) that have been Identify and better performances (Collins and smith, 2006; Ferris et al: 1999).
The result darned from the study will enable HR managers understand the import of the strategies employee productivity. Many a time top management consider a single approach toward achieving corporate gals, they engage practices that they consider best fat to reliving set targets attitudes and behaviours toward achieving corporate agenda
1.7 SCOPE OF STUDY
This study will focus on two indicators of operational performances in the organization- voluntary employee turnover and productively that performances HR practices that will be adopted for this study have been categorized as retire calculative HR practices or collaborative HR practice. Hence the practices under study will be limited to training, job definition, compensation and selection
1.8 LINITATION OF STUDY
The line of this research work will have been advanced but porcelain gaps that could not be filled in the course of the study A more in depth analysis of calmed out in more pan one manufactunng company. Another limitation to this study a significant limitation for a line of research that attempt to estimate form – level impact of an organization entire HR function
1.8 DEFINTION OF TERM
The following term are used in this study lased on the operational definition given to them here.
- Career planning : career planning is a tool that alight strategy with future HR need and encourage employee to shave his personal development (William et al 1996
- Compensation: salaries and incentives that accede to an employee for the tasks he executes.
- Employee participation: organizational programs that encourage joint deacon making by employee and their superiors (marrowfat et al 2006)
- Job Defined: is the combination of job description and job speciation it outline responsibility work environment and expected skill of an Individual performances that job Either, 2006
- Operational performances: measures for Increased organization efficiency some of the Indicators are customer satisfaction , productively and on time delivery (Hard and tzafrir 1999, Holloway et al 1995, Rope et al 2001 , stone 1996)
- Appraisal: measurement of employee performance the basis of objective quanhfaible result. The goal is often growth and development oriented
- Produchuity: this refers to the output of employee on assigned tasks, Employee’s expenences determine the ratty at which they accomplish more work
- SELECTION: inflow of chosen skill set aimed at adding value to firm’s skill inventory hustled (to 1995)
- Training: the tool to develop knowledge and skills a means of increasing individual’s performance.
- Turnover: this includes both voluntary employee departures (gutting) and voluntary one (faring) (Hustled 1995)