Role of Human Resource Management in an Organization
Chowhan, J., Pries, F., & Mann, S. (2017). Persistent innovation and the role of human resource management practices, work organization, and strategy. Journal of Management & Organization, 23(3), 456-471.
The article makes a hypothetic contribution by discussing the relationship that underlies human resource practices at the workplace-level and their innovation outcomes. The article categorizes innovators by the degree to which they succeed in achieving new processes, product, or advanced products year after year. The article addressed human resource management practices, which included skill-enhancing, the use of qualified personnel, motivation enhancing, as well as opportunity enhancing. Additionally, the article explored work organization practices which include collaboration and integration, use of technology as well as the introduction of departmental changes. The findings of the article show workplaces which set strategic goals that are associated with innovation. The authors argue that the practices create opportunities for the workers to act, motivate the workers as well as make maximum use of technology, and lean towards being persistent innovators.
The findings of the article can contribute in the establishment of government policies which seek to advance innovation performance outcomes.
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7-35.
The authors argue in support of an approach which expresses major Human Resource Management practices. The model influences job resources and job demands, organizational climate, employee engagement, individual, corporate performance availability at work as well as competitive advantage. The authors employed a conceptual review to emphasize on research evidence which shows interrelationships between job and organizational factors such as worker motivation, psychological, worker outcomes, competitive advantage as well as organizational outcomes. The authors conclude that Human Resource Management practitioners ought to go beyond routine management and embed engagement in HRM practices and policies such as socialization, training and development, performance management, and personnel selection.
The authors provide a clear guideline of how Human Resource practices help in improving worker engagement and lead to positive results, which, in return, enable the organization to attain competitive advantage.