Effects of Human Resource Practices on Employee Performance
HUMAN RESOURCE PRACTICES 2
The writer will choose one component below and will in one page discussed it.
As you have already experienced during Week 1, this papers provides you with the flexibility to openly
communicate and share ideas with your Doctoral Study Chair and colleagues. The topics for each week
are established by your Instructor and taken from the list of components identified on the Doctoral Study
Rubric. It is recommended that you become engaged to enhance your learning experience and ease the
development process as you work toward the completion of the components leading to the Doctoral
Study.The following items are suggestions to assist you in developing your posts.
A post can do the following:
� Make a suggestion.
� Ask a probing or clarifying question.
� Share an insight or thought.
� Offer and support an opinion.
� Validate a posting with your experience.
� Expand on your colleague’s posting
Effects of Human Resource practices on employee performance
Organizations should depend on its employee’s behavior, their decision, the size of the
organization and the environment contributes to success. Moreover, firms should measure the
quality and the amount of work done, established performance targets, and the increase in
employee performance help in making the right decisions. What is the effect of recruitment and
selection on employee performance recruitment? Recruitment ensures excellent quality skills in
the organization. Training can also be aligned with recruitment to produce quality results. This
step in most instances is seen as the first phase of the evaluation process. (Jensen et al, 2013)
This step identifies, attracts and selects appropriate applicants who meet the requirements of jobs
in the organization. I believe that recruitment involves filling the existing positions sufficiently
and considering the qualities of the applicants at the same time meeting the requirements and
expectation of the company. In addition, experts allege that during recruitment, analysis of the
HUMAN RESOURCE PRACTICES 3
job is done to develop and identify the needs and demands of the organization (Buller & McEvoy
2012).
However, recruitment and selection is affected by internal and external factors such as
labor market and government regulations. Much as my colleagues demonstrate compensation is
bonus given to the employees due to their services. On the other hand, compensation can be in
form of direct financial compensation and indirect compensation. The compensation plan assists
organizations to gain employee loyalty and ensure maximum performance. This system provides
employees are motivated, performs well and productively. This system has shown to increase the
efforts of workers by working hard to improve individual and organizations which by extension
improves organization’s performance (Jiang et al, 2012).
It also motivates employees and to perform their duties in the best way. Employees increase their
efforts in working hard to improve performance individually; organization’s performance also
improves based on the im11proved efforts by employees. This method has a positive effect on
employees and society. Compensation also attracts and retains skilled employees.
Annotated bibliography
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human
resource management practices, engagement, and employee behavior: a moderated
mediation model. The international journal of human resource management.
The study revolves around the HRM functions and the behavioral aspect. It contributed to
the comprehension of intervention and modern processes where HRM practices are linked to
HUMAN RESOURCE PRACTICES 4
behavioral outcomes. In this study, behavioral and corporate affinities were tested with respect to
the HRM model that is determined by employee involvement and corporate support.
Jiang, Kaifeng, David P. Lepak, Kyongji Han, Ying Hong, Andrea Kim, and Anne-Laure
Winkler. “Clarifying the construct of human resource systems: Relating human resource
management to employee performance.” Human Resource Management Review
Strategic HRM advocates for a system perspective and show’s different systems present
an imperative effect on the organization performance. Though there still exist challenges to do
with comprehending the constructs of human resources. There has been an effort to expound the
interior fit in HRM structures denoting how the systems work together. For clarification of
Human resource constructs, components of human resources and define how systems collaborate
to influence employees.
Kehoe, & Wright (2013). The impact of high-performance human resource practices on
employees’ attitudes and behaviors. Journal of Management
Though research has established the relationship flanking optimum performance HR
activities, and firm-echelon performance, there has been minimum research on the role of
employee perception. This study looked at the relationship between high-level performance and
employee malingering; resolve to remain in the organization. The results indicated employees’
knowledge of optimum performance HR practice uses the job cluster effectively.
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References
Bratton, J., & Gold, J. (2012). Human resource management: theory and practice. Palgrave
Macmillan.
Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management, and
performance: Sharpening line of sight. Human resource management review, 22(1), 43-
56.
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management
influence organizational outcomes? A meta-analytic investigation of mediating
mechanisms. Academy of management Journal, 55 (6), 1264-1294.
Karatepe, O. M. (2013). High-performance work practices and hotel employee performance: The
mediation of work engagement. International Journal of Hospitality Management, 32,
132-140.
Tang, T. W., & Tang, Y. Y. (2012). Promoting service-oriented organizational citizenship
behaviors in hotels: The role of high-performance human resource practices and
organizational social climates. International Journal of Hospitality Management, 31(3),
885-895.
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Jensen, J. M., Patel, P. C., & Messersmith, J. G. (2013). High-performance work systems and job
control consequences for anxiety, role overload, and turnover intentions. Journal of
Management, 39(6), 1699-1724.
