Human Resource Case Study

A systematic review of literature on the relationship of human resources and organisational performance revealed a degree of contribution from human resource development in establishing the linkage ( Meera Alagaraja, 2013). Additionally, arguments made in related research are that a firm’s current and potential human resources are important considerations in the development and execution of it’s strategic plan (Huselid, 1995). In both of the statements argued by the authors a similarity of perception is made evident , that it is important to include the human resources in the business strategy plan of achieving the desired objectives. It is clear that in every operating business the human relation is the core of the business because without them there wouldn’t be a business fully functioning towards achieving great competitive advantage. In reality of the situation the human resource function is most often perceived as adding less value in comparison to other ‘’critical and essential’’ business interest. Human resources department are often underrepresented at the highest levels of the organisations, where key business and people related decisions are made ( Becker and Huselid, 2006). Traditionally, organisations depend on the human resource function in terms of management of employee and job related services. So it would make sense to involve them in the strategic plan of developing the human relations as they are responsible for recruitment, selection, employee relations, benefits and legal issues. However this still remains a problem in many organisations to implement this because of the ignorance to view human resource function as a potential strategy planning partner. Again another research has established that a high level o...

... middle of paper ...

... work practices, and the measurement problems inherent in broadening the focus to a system of such practices. A focus on individual practices presents both theoretical and methodological dilemmas ( Mucduffie, 2006).

The extent that any single example reflects a firm’s wider range to invest in high performance work practices, any estimates of the firm level impact of the particular practice will be upwardly biased. This kind of bias presents a limitation for a line of researchers that attempts to estimate the business level impact of a business’s entire human resources function. As this may exaggerate their contribution to the organisation’s performance. Although the rising empirical literature focuses only on the impact of high performance work practices, it also limited in terms of practices evaluated such as the dependent variables and the industry context.