IMPACT
OF STRATEGIC HUMAN RESOURCES MANAGEMENT ON ORGANIZATIONAL PERFORMANCE ( A CASE STUDY OF GUARANTY TRUST BANK PLC).
BACKGROUND
TO THE STUDY
Organizations are seeking to
create much competition between them, taking more market, more customers, more
sales, etc. Rapid changes stemming from globalization, advancement of
information systems and other factors have caused higher competition. Many
organizations are driven by the market to set their goals in their performance.
Some of the goals are: cost reduction, achieving sales levels, increasing the
number of customers, increasing the market percentage, improving productivity
and quality, innovative products. The realization of these goals will be
achieved through the strategic human resources management in organizations.
Workforce, as the key to success, will enable the achievement of organizational
performance (Abdullah, 2010).
Human resources are regarded
as one of the most important sources of today's organizations. Strategic human
resources management is more important than other competitive sources because
these people use other assets in organization, create competitiveness and
realize objectives. Thus organizations must understand the expectations of
their workforce in order to achieve the desired performance. The realization of
the expectations of employees will enable the desired behavior of employees in
the organization (Ogundele, 2007).
Ogundele, (2007) assert that
some of the desired outcomes of the organization in managing their workforce
are: competence, cooperation of employees with managers, cooperation of
employees between them, showing the capabilities of employees; motivation,
commitment and satisfaction; attitude and presence; employee behaviors.
The overall goal of
performance management is to create a culture as high performance in which
individuals and teams to take responsibility for the continuous improvement of
business processes and their skills and contribute in achieving the targets set
by managers. In particular, management performance can be expressed as the
approximation of individual objectives of employees with organizational
objectives provided that employees support the culture of the organization
(Walker and Webster, 2004).
It provides for expectations
to be defined and agreed in terms of role responsibilities and accountabilities
(expected to do), skills (expected to have) and behaviors (expected to
be)(Armstrong, 2006).
The purpose of strategic
human resource management is to improve business performance through people
management. The organizations need to manage their human resources effectively
and efficiently to achieve the desired goals and objectives. The achievement of
the goals and objectives translate also
in better performance (Armstrong, 2006).
STATEMENT OF THE PROBLEM
One of the problems confronting organizations, be it public,
private, small, big etc is performance. The
performance of organizations has been the focus of intensive research effort in
recent times. How well an organization implements its policies and programs and
accomplishes its strategic intent in terms of its mission and vision is a
paramount concern (Brewster et al. 2000).
Strategic
Human Resources Management is geared towards ensuring that the culture, styles
and structure of the organization and the quality, commitment and motivation of
its employees, contribute fully to the achievements of business objectives,
hence determining the extent to which these aims are achieved is also of
paramount importance. Organizations are
becoming increasingly aware that a critical source of competitive advantage
often comes from best public relations strategy, state-of-art technology and
having an appropriate system of attracting and managing the organizations human
resources. From the foregoing, and looking at today’s trend, it is evident that
the pace of change in our business environment presents fresh challenges daily
to every organization.
Therefore, if any organization must remain in business, compete
effectively, it must deal with the problem of strategic human resources
management - a panacea must be found for organizations, if it must adequately
meet its challenges.
Human Resources Management
(HRM) has been developed into
Strategic Human Resource
Management (SHRM) by researchers seeking to emphasize the importance of the
concept to the effective functioning of organizations. To this end, many
authors have maintained that SHRM is straightforwardly linked to organizational
performance and there is a preponderous of opinion that high-performing work
organizations pay special attention to adopting particular HRM policies and
linking these to the strategies of their organizations. However, regardless of the rising popularity
of SHRM, there have been very few systematic evaluations of the claims that it
is linked to performance (Guest, 2011).
Research
studies are necessitated to find a solution to a perceived problem. Thus, the
desire to set out a research on this proposed topic was stimulated and it is on
this backdrop that this proposed study is to be carried out to investigate the
Impact of Strategic Human Resources Management on Organizational Performance.
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