Measuring the Effectiveness of Human Resource Management in Improving Organizational Performance

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The first part of the review will focus on providing a critical discussion of human resource management and the underlying theories and functions. The second part of the review will highlight briefly on the concept of organizational performance. The last part of the review process will focus on correlating what different source write on the effectiveness of human resource management in improving organizational performance and then lastly, developing a conceptual framework for this study.
It is important to note that the review will additionally outline the methods and methodological position of the researchers or writers, and it will even mention any existing problem and gaps within the existing body of knowledge.
According to the writings by Rodgers and Wrights (1998, p 3), he described human resource management as an administrative function that involves that aspect of recruiting, selecting, firing and designing of payrolls. Rodgers and Wrights (1998, p 3) further added that in the present context, human resource management is viewed as a component for adding value to a firm’s strategy. In a separate study conducted by Sauer (2010, p 1), the term ‘human resource management’ has been described as the function that is concerned with employee policies, managerial systems, and practices that have a direct influence on an organizational workforce. From a broader perspective, Sauer (2010, p 1) wrote that HRM function simply involves all the decisions that affect the employees or the workforce within an organization.
Rodgers and Wrights (1998, p3) made a mention that HRM as a practice has been on a growth period since the 20th century in the sense that there have been numerous advancements or development within the practice since its conception.