Strategic Management For Human Resource: Research Proposal Essay

Question:

Discuss about the Strategic Management for Human Resource for Research Proposal.

Answer:

Abstract

Many creators have kept up that vital administration of human asset specifically connected to authoritative execution. In any case, in spite of the expanding prominence of SMHR; there have been not very many methodical assessments of the cases that it is connected to execution and questions stay as to its hypothetical establishments. Along these lines, the reason for this examination is to look at the effect of SMHR usage on the hierarchical execution. Experimental information will be gathered from Telecommunication firms by means of survey.

Problem Statement

Strategic Management of Human Resource (SMHR) is seeking for the importance of concept of the effective functioning for an industry. Thus, various authors maintained that the SMHR is linked straightly to the performance of an organization. The major issue can be explained as: How did the Strategic Management of Human Resource implementation will affect the organization Telecommunication sectors? (Bird, 2005)

Goal

  1. Study if there is any relationship among performance of an organization and implementation of SMHR that is being affected by the age and size of the firm.
  2. For gaining deeper understanding about the relationship among performance of the organization and implementation of SMHR. (Delery, 2006)

Justification and Importance

Such type of research has not done previously in Sweden, mainly in the Telecommunication sector that is related to the implementation of strategic management of human resource. The aim of the research is for exploring the impact of the implementation of SMHR under Telecommunication sector on the performance of organization in Sweden. This sector is considered as the main sectors for the economy.

In such area, there is an interest of researchers and renowned thinkers; also there is positive outcome for the foreign studies on the strategic management of human resource. (Doty, 2004)

Introduction

In current days, the normal belief about the world of business is that for an organization the human resource will be the source for the competitive benefit. It also provided that the practices and policies used for managing employees are totally integrated with strategic objectives and goals. The Strategic Management of Human Resource emphasize on the significance for establishing the congruence among policies of the human resource and goals that are based on organization strategies. (Dyer, 2005)

Literature Review

From past two decades, numbers of significant contribution are dealing in literature with the problems that are pertaining to people management. Important contribution been directed to management of human resource (MHR). In previous decade, researchers have shown significance of MHR in performance of organization and thus the interest on SMHR been created. (Cappelli, 2006)

Innovations, globalization, rapid environmental change to give competitive services and products, changing the investors demand and customers became for an organization the standard backdrop. If an organization have to compete effectively, they have to constantly improving the organization performance by differentiating the services and products, enhancing the quality and reducing the costs. For improving the performance of an organization and creating the organization competitive advantage, Human Resource should focus on set of the priorities. These defined new priorities are more of the strategic and business oriented towards traditional functions of human resource like compensation, appraisal, training and staffing.

The Strategic priorities contain incentive compensation, employee empowerment, practices related to quality improvement, flexible workforces and team-based job designs. For diagnoses the needs of organization strategies SMHR was designed and planned the talent development that is needed for the implementation of competitive strategy and achieving the operational goals. (Guest, 2007)

Performance and Strategic Management of Human Resource

Strategic Management of Human Resource is the arranged example of the deployment of human resource and exercises planned to empower the association to meet authoritative objectives and destinations. As it were, the meaning of SMHR represented by the level of an investment in centre basic leadership and association embraced by the MHR offices, and the specificity and convention that MHR divisions require in arranging and actualizing, the greater part of that, to guarantee that firm human capital adds to accomplishing firm business objectives. (Harris, 2011)

Curiously, the blossoming enthusiasm for SMHR has not been coordinated by the improvement of fitting hypothetical develops for the idea. Undoubtedly, specialists have reprimanded the supporting hypothetical establishments of SMHR and many have required the plan of a hypothesis of SMHR. Two noteworthy reasons represent this feedback.

  • The first is that the idea of MHR, from which SMHR started, has itself been subjected to broad reactions for its poor hypothetical system.
  • The second, and maybe the more vital reason, is that specialists have moved toward the field of the SMHR from an assortment of viewpoints with the little affirmation of the distinctions inside them and no endeavor has been made to recognize the repeating themes in the points of view. (Jackson, 2007)

Such a comprehension is imperative to empower an appraisal of the reasonability and appropriation of the idea. A brief talk is proffered in what takes after.

In a broad survey of the writing, three classifications of scientists have been distinguished and the viewpoints that they have received in speculating SMHR. They tag the primary gathering of specialists `universalists' to a great extent on account of their enthusiasm for recognizing `the best practice' SMHR strategies. It was noticed that ``these specialists”. The place that some human asset practices are constantly superior to anything others and that all associations ought to embrace these prescribed procedures.'' It is inside this viewpoint of hypothesizing in SMHR that the present enthusiasm for creating `high execution work practices' is found. In this manner, the supposition is that the appropriation of certain SMHR arrangements is probably going to bring about expanded hierarchical execution. (Jing, 2005)

The second part of theorizing recognized contains those analysts embracing a possibility approach. With regards to the early establishment of the possibility point of view inside a hierarchical hypothesis, these specialists contend that the accomplishment of MHR approaches is dependent upon the accomplishment of a match between human asset arrangements and different parts of the association. For instance, analysts receiving this point of view have exhibited that diverse human asset strategies might be required at various stages in an association's life cycle.

The third gatherings of SMHR scholars are embracing the `configurationally' approach. It noticed that this approach is more intricate and comprises of scientists who look to ``identify designs, or extraordinary examples of variables, that are placed to be maximally successful.'' This classification of searchers are additionally said to approach their subject from a more hypothetical point of view and a considerable lot of the marvels they distinguish may not really be observationally detectable. (Kamoche, 2004)

A steady topic in every one of the three hypothetical points of view of SHRM is the supposition that SMHR is connected to hierarchical execution. In any case, while the writing is rich with cases that both MHR and SMHR are connected to execution, there is minimal exact assessment of this and the hypothetical establishments whereupon these connections are based have been depicted as deficient.

Methodology

In this research survey methodology will be used as a method. This method is considered as the most general method that is used for collecting the data with the help of standards measurement tools. For differentiating the implementation level of SMHR in the destination organization; a questionnaire will get designed which contains set of questions that are totally based on definition of the strategic management of human resource. (Kochan, 2013)

We have used the subjective and objective variables for measuring the performance of an organization.

Research Hypothesis

In this research we will examine two major directorial hypotheses; and two of the sub-hypothesis will get created from the above two major hypothesis:

H1 – This gives important impact for implementation of strategic management of human resource on the performance of an organization.

H1/1 – This gives important impact about development of Human Resource on the performance of an organization.

H1/2 – This gives important impact for the involvement of Human resource strategic on the performance of an organization.

H2 – There is important variation in impact for the implementation of Strategic management of human resource on the performance of an organization in terms of the age and size of an organization. (Legge, 2014)

Target Population

The destination populations are the ones which are related to Telecommunication sector which is considered as the major sector for economy.

Method for Data Analysis

In this research, researchers have been used the appropriate tool of the data analysis like multivariate analysis, ANOVA, Descriptive statistics ( such as standard deviation, mean, etc) and some of the tools of analysis that will be applied. With the help of all these tools which will able to get the result accurate and faster.

Method Result

We did the survey among 775 respondents; out of them are 33% female and 67% male participants. Thus we can state that the better understanding for the implementation of role on strategic management of human resource while sustaining and creating the performance of organization and competitive benefit that achieved with the help of further empirical evidence and theoretical development. (R. Noe, 2007)

There are 22 items whose reliability will get investigated with the Cronbach’s alpha. This alpha coefficient value is 0.681 which is slightly higher than the standard value which is 0.6. This clearly states that the questionnaires which get prepared is reliable and thus can be used for the further analysis.

After that we have used multiple regression analysis for finding the answer to each of the hypothesis testing and research question. This regression will identify the contribution that is relative to each of the variable and determine the variable that is best predictor from the variable sets.

Conclusion

In this above research we have studied and involved for looking the approaches related to SMHR. It examines the entire selected hypothesis that the organization used for implementation of SMHR approach for achieving the performance that is higher than the organization. In this research we have focused on the problems and then we have added that data to the knowledge body which contains the effect for implementation of strategic management of human resource on the performance of an organization. (Osterman, 2004)

The result obtained in this study was accepted the hypothesis proposal and model. In this study the result, it showed the four of the important factors that are trends, brand image, quality of the service and price which influence the users of the mobile for changing the providers of the service. Moreover, the exploration adds to the hypothesis of devotion by leading element investigation to uncover the effect of these components on the shopper's loyalties. Earlier research had accentuated for the most part on the criticalness of administration quality and its impact on a specialist organization's benefit and client maintenance. For specialist organizations, the test was distinguishing key factors that measure consumer loyalty and unwaveringness. The discoveries of the way investigation demonstrated that value, benefit quality, mark picture and patterns altogether influenced client reliability.

Therefore, the writing uncovers that client maintenance is exceptionally critical to give organizations from looking for new clients in light of the fact that the cost of getting new clients is superior to looking after clients.

Keeping in mind the end goal to conquer a portion of the impediments, more factors, for example, fulfillment, exchanging hindrance on client reliability, saw esteem, statistic qualities of clients, i.e. life cycles, utilization example of portable administrations can be investigated keeping in mind the end goal to comprehend their impact on brand unwaveringness.

References

Bird, A. and Beecher, S. (2005) Links between Business Strategy and Human Resource Management Strategy in US-based Japanese Subsidiaries: an empirical investigation. Journal of International Business Studies (First Quarter), pp. 23- 46.

Delery. J.E. and Doty. H.D. (2006) 'Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational Performance predictions'. Academy of Management Journal. 39(4): 802-35.

Doty D.H, Glick W.H. (2004) Typologies as unique form of theory building: toward improved understanding and modeling. Academy of Management Review, 19:2. pp. 30 - 51.

Dyer L. (2005) Strategic Human Resource Management and Planning. Rowland K. Ferris G. editors. Research in Personnel and Human Resource Management (Vol. 31), pp. 488- 511.

Cappelli, P. Crocker-Hefter, A. (2006) Distinctive Human Resource are Firms Core Competencies. Organizational Dynamic. 24(3).

Guest, D.E. (2007). Human Resource Management and Performance: A Review and Research Agenda, International Journal of Human Resource Management, Vol. 8, no. 3, pp. 263-276.

Harris, L. Ogbonna, E. (2011) Strategic Human Resource Management, Market orientation, and Organizational Performance. Journal of business research,51, pp. 157-166. Huselid, M.A.

Jackson, S.E. and Schuler, R.S. (2007), “Technical and Strategic Human Resource Management Effectiveness as Determinants of Firm Performance”, Academy of Management Journal, Vol. 40, pp. 171-88.

Jing, W. Huang, T. (2005) Relationship between Strategic Human Resources Management and Firm Performance, International Journal of Manpower, pp. 434-449

Kamoche, K. (2004) A Critique and a Proposed Reformulation of SHRM. Human Resource Management, 4(4):29 - 43.

Kochan, T.A. Dyer, L. (2013) Managing Transformational Change: the role of human resource professionals. International Journal of Human Resource Management, 4:569 - 90.

Legge K. (2014) Managing Culture: Fact or Fiction: Sisson, K, editor. Personnel Management: A Comprehensive Guide to Theory and Practice in Britain. Oxford: Blackwell, pp. 397 – 433.

Noe, J. Hollenbeck, B. Gerhart, and P. Wright (2007) Human Resources Management: Gaining A Competitive Advantage, 5th.Ed.,Mc- Graw-Hill Co. New York.

Osterman P. (2004) How common is workplace transformation and who adopts it? Industrial Labor Review, 47:173 - 88.

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