Effects of HRM practices on employee performance: Annotated Bibliography
In preparation, submit an annotated bibliography of 10 resources related to the topic of your Final
Paper. For each entry, be sure to address the following:
� Include the full APA citation.
� Discuss the scope of the resource.
� Discuss the purpose and philosophical approach or methodology employed.
� Discuss the underlying assumptions.
� Relate each resource to the body of resources you have consulted in this course.
� Discuss any evident limitations and opportunities for further inquiry.
ANNOTATED BIBLIOGRAPHY 2
Alfes, K., Truss, C., Soane, E. C., Rees, C., & Gatenby, M. (2013). The Relationship
Between Line Manager Behavior, Perceived HRM Practices, and Individual
Performance: Examining the Mediating Role of Engagement. Human Resource
Management, 52(6), 839-859.
Alfes et al. (2013) investigated the function of line managers in the connection
between HRM practices and the outcomes of each employee. The researchers included 1,796
respondents in the study who are workers in several service-sector companies in Britain.
They analyzed the data with the use of structured equation modelling. They found that
perceived HR practices and perceived line manager behaviour are tied to each employee’s
performance on the job and totally mediates the connection between both line manager
behaviour and HRM practices and self-report work performance, in addition to self-report
inventive job behaviour.
bin Atan, J., Raghavan, S., & Mahmood, N. H. (2015). Impact of Training on
Employees’ Job Performance: A Case Study of Malaysian Small Medium Enterprise.
Review Of Management, 5(1/2), 40-50.
The researchers investigate the impact of training on the job performance of workers.
A total of eighty-five staff members from a number of production units in the selected firm
participated in the study voluntarily and they completed a questionnaire survey. The results
demonstrated that there is a correlation between effective training and the job performance of
workers (bin Atan, Raghavan & Mahmood, 2015).
ANNOTATED BIBLIOGRAPHY 3
Fabling, R., & Grimes, A. (2014). The “suite” smell of success: Personnel practices and
firm performance. Industrial & Labor Relations Review, 67(4), 1095-1126.
Fabling and Grimes (2014) utilize a panel of over 1,510 companies from various
industries in New Zealand in examining how the adoption of HRM practices affect
performance of the company. The findings demonstrate that a suite of general HR
management practices has a positive effect on workers and their productivity. However, these
practices have no effect on the company’s profitability partly because adopting performance
pay systems serves to raise the averages salaries in the company (Fabling & Grimes, 2014).
Gavino, M. C., Wayne, S. J., & Erdogan, B. (2012). Discretionary and transactional
human resource practices and employee outcomes: The role of perceived organizational
support. Human Resource Management, 51(5), 665-686. doi:10.1002/hrm.21493
Using the perceived organizational support as the means connecting human resource
practices to the behaviours of workers in the place of work, Gavino, Wayne and Erdogan
(2012) explore various human resource practices so as to understand the comparative
significance of every human resource practice – that is, those which explain incremental
variance over other HR practices – in influencing the behaviours of employees. Their results
demonstrate that 4 human resource practices including participation, training and
development, involvement in decision making, and promotional opportunities demonstrate to
the staff members that the company values them. Consequently, the feeling of being
appreciated positively impacts their commitment to providing excellent service to clients as
well as going beyond their job responsibilities (Gavino, Wayne & Erdogan, 2012).
ANNOTATED BIBLIOGRAPHY 4
Hamzah, M. A., Osman, D., & Edris, H. M. (2014). The effect of human resources
management practices on employee performance. International Journal of Scientific &
Technology Research, 3(9): 129-133
In their quantitative research study, Hamzah, Osman and Edris (2014) looked into the
effects of HRM practices towards the level of performance of workers in a certain firm.
These researchers included the following human resource management practices in their
study: compensation, performance evaluation, selection and recruitment. There were forty
respondents in the study and SPSS was utilized in analysing data. Their findings indicated
that compensation, in addition to recruitment and selection correlated significantly with the
level of performance of the workers (Hamzah, Osman & Edris, 2014).
McClean, E., & Collins, C. J. (2011). High-commitment HR practices, employee effort,
and firm performance: Investigating the effects of HR practices across employee groups
within professional services firms. Human Resource Management, 50(3), 341-363.
doi:10.1002/hrm.20429
In their study, McClean and Collins (2011) examined the correlation between firm
performance and high-commitment human resource practices in professional services
companies through the mediator of staff effort. The findings demonstrated that high-
commitment human resource practices relate positively to company performance through
staff for 2 groups of staff members in professional services companies. The researchers also
discovered that the correlation between performance and effort depends on the value of the
staff group to the company’s competitive advantage. This suggests that companies should
build a high-commitment human resource system for staff groups which are linked to
creating competitive advantage for the company.
ANNOTATED BIBLIOGRAPHY 5
Nadda, V., Rahimi, R., Dadwal, S., & Bhan Singh, U. (2014). Impact of HR Practices on
Employee’s Performance: Case of UK Hotel Industry. Journal Of Hospitality & Tourism,
12(2), 88-111.
Nadda et al. (2014) investigate the impacts of HRM practices on the performance
level of staff members in the context of the hotel industry. Their study is focused on the
following HR practices: selective hiring of workers, sharing of information, job security,
compensation policy, employee training and development, as well as self-managed teams and
decentralization. Their findings proved that with the exception of job security, all the
aforementioned human resource practices have a positive impact on the employees’
performance level.
Prieto, I. M., & Santana, M. (2012). Building ambidexterity: The role of human
resource practices in the performance of firms from Spain. Human Resource
Management, 51(2), 189-211. doi:10.1002/hrm.21463
In their study, Prieto and Santana (2012) test how high-involvement HRM practices
shape the social climate which impacts a company’s ambidextrous learning as well as
consequent performance. They carried out a field study of 198 business organizations in
Spain. They found that high-involvement HR practices were positively correlated to the
social climate which subsequently enables ambidextrous learning and improve performance
level of staffs.
Shaukat, H., Ashraf, N., & Ghafoor, S. (2015). Impact of human resource management
on employee performance. Middle-East Journal of Scientific Research 23(2): 329-338.
Shaukat, Ashraf and Ghafoor (2015) in their study investigated the contribution of a
number of human resources management practices including selection, job definition,
employee performance assessment, training and career planning on the perceived
performance level of the workers. The sample size in this study consisted of a nationwide
ANNOTATED BIBLIOGRAPHY 6
sample of various business organizations. An inclusive review of literature was carried out on
pertinent studies and the results showed that HRM practices in fact have a statistically and
economically significant impact on the performance level of workers (Shaukat, Ashraf &
Ghafoor, 2015).
Tiwari, P. (2011). Impact of Selected HRM Practices on Perceived Employee
Performance: An Empirical Study. Global Management Journal, 3(1/2), 37-43.
In his quantitative study, Tiwari (2011) looked into the impact of selected HR
practices on the perceived performance of employees in several corporations involved in
manufacturing cement. A quantitative, structured questionnaire that was based upon 5 point
scale was utilized in the collection of data and SPSS software used in data analysis. Literature
review was carried out exhaustively. The findings indicated that HRM practices affect level
of performance of workers. Proper HRM practices bring about effective management of
staffs. Proper HRM practices also help in increasing workers’ performance (Tiwari, 2011).
ANNOTATED BIBLIOGRAPHY 7
References
Alfes, K., Truss, C., Soane, E. C., Rees, C., & Gatenby, M. (2013). The Relationship
Between Line Manager Behavior, Perceived HRM Practices, and Individual
Performance: Examining the Mediating Role of Engagement. Human Resource
Management, 52(6), 839-859. doi:10.1002/hrm.21512
bin Atan, J., Raghavan, S., & Nik Mahmood, N. H. (2015). Impact of Training on Employees’
Job Performance: A Case Study of Malaysian Small Medium Enterprise. Review Of
Management, 5(1/2), 40-50.
Fabling, R., & Grimes, A. (2014). The “suite” smell of success: Personnel practices and firm
performance. Industrial & Labor Relations Review, 67(4), 1095-1126.
Gavino, M. C., Wayne, S. J., & Erdogan, B. (2012). Discretionary and transactional human
resource practices and employee outcomes: The role of perceived organizational
support. Human Resource Management, 51(5), 665-686. doi:10.1002/hrm.21493
Hamzah, M. A., Osman, D., & Edris, H. M. (2014). The effect of human resources
management practices on employee performance. International Journal of Scientific
& Technology Research, 3(9): 129-133
McClean, E., & Collins, C. J. (2011). High-commitment HR practices, employee effort, and
firm performance: Investigating the effects of HR practices across employee groups
within professional services firms. Human Resource Management, 50(3), 341-363.
doi:10.1002/hrm.20429
ANNOTATED BIBLIOGRAPHY 8
Nadda, V., Rahimi, R., Dadwal, S., & Bhan Singh, U. (2014). Impact of HR Practices on
Employee’s Performance: Case of UK Hotel Industry. Journal Of Hospitality &
Tourism, 12(2), 88-111.
Prieto, I. M., & Pilar Pérez Santana, M. (2012). Building ambidexterity: The role of human
resource practices in the performance of firms from Spain. Human Resource
Management, 51(2), 189-211.
Shaukat, H., Ashraf, N., & Ghafoor, S. (2015). Impact of human resource management on
employee performance. Middle-East Journal of Scientific Research 23(2): 329-338
Tiwari, P. (2011). Impact of Selected HRM Practices on Perceived Employee Performance:
An Empirical Study. Global Management Journal, 3(1/2), 37-43.
