The impact of human capital management on operational performance at the gambia national water and
Effectiveness of Human Capital Management
tải về 1.26 Mb. Chế độ xem pdf
|
| 2.4
Effectiveness of Human Capital Management A number of researchers have found a positive impact of HRM on organizational performance. For instance, Becker and Gerhart (1996) and Becker and Huselid (1998), empirical studies found that firms which align their HRM practices with their business strategy will achieve superior outcomes. MacDuffie (1995) studies worldwide auto assembly plants found that some HRM practices are related to productively and quality of the firm. Delery and Doty (1996) found significant relationships between HRM practices and accounting profits among banks. Youndt et al (1996) found that certain combinations of HRM practices are related to operational performance of manufacturing firms. Guthrie (2001) surveyed in New Zealand corporations found that HRM practices are related to turnover and profitability of the corporations. More recent empirical study on HRM practices (Lee and Lee, 2007) uncovered six underlying HRM practices on business performance, namely training and development, teamwork, compensation/incentives, HR planning, performance appraisal, and employee security help improve firms’ business performance including employee’s productivity, product quality and firm’s flexibility. 23 Using data from 197 Taiwanese high-tech firms Chang and Chen (2002) conducted a comprehensive study to evaluate the links between HRM practices and firm performance. This study reveals that HRM practices including training and development, teamwork, benefits, human resource planning, and performance appraisal have significant effect on employee productivity. Analyzing the link between HRM and performance is now a major area of interest for research and policy. The results from the survey by Patterson et al (1997) published by the Institute of Personnel and Development (now CIPD) were quoted widely by the media and put forward as evidence for the importance of HRM as a driver of and contributor to, improved performance. Even if organizations employ a wide range of HR practices, this does not mean that they are applied effectively or that they have any impact on workers or managers. For example, while it is important to know whether or not an employer makes use of regular appraisal or provides information about performance targets, this gives us no clues as to whether the appraisals make any difference or the information is supplied in meaningful and timely fashion. This is why measures of effectiveness are so useful. In CIBD survey (Guest et al 2000b), managing directors and HR professionals were asked to assess the effectiveness of each practice area, and in most cases they were judged to be either slightly or highly effective. It was seen that there were relatively small differences between the respondents, with the HR professionals being slightly more circumspect about the effectiveness of the practices. The most positive response were in relation to employment security, which is strange bearing in mind the fact that over half of the sample have made compulsory redundancies during the last three years. The HR 24 practices deemed to be least effective were those related to financial flexibility, job design and appraisal, and it is notable that the HR professionals felt they were less effective (Guest et al 2000b). The HR effectiveness – both of the practices themselves and the personnel department, increases the strength of the relationship between HR and performance, again because of its impact on employee commitment, contribution and flexibility (Guest et al 2000b). In short, the HR practices that are used, and the more effectively they appear to be used, enhances organizational performance. tải về 1.26 Mb. Chia sẻ với bạn bè của bạn:
|