Human Resource Management does not contribute to Increased Organizational Performance

HRM Organizational Performance

Introduction

“HRM is organized learning experiences provided by employers, within a specified period of time, to bring about the possibility of performance improvement and personal growth.”

According to the definition given above it can be explained that HRM is a diversified field which is surrounded by different views given by researchers. HRM is linked with the performance of individual as well as the organization. In recent years, human resource management (HRM) practices have grown systematically to become firmly embedded within a business mindset yet by contrast; human resource management (HRM) activities have evolved to perch awkwardly between the more-established disciplines of business, education and social policy (Brown, Kelly, 2006).

Relationship between the Functions of HRM and Organizational Performance Many theorists have introduced the company's human capital ES a source of sustainable competitive advantage to it and the management of human capital ES the ultimate determinant of organizational performance (Cooper, 2002). Why HRM practices are they linked to the success of the company and what is the nature of this relationship? If the conclusions of previous studies are not decided on the existence and nature of this relationship, the question of its measurement remains a subject of much debate.

HRM and Organizational Performance

Let's start by briefly define what we mean by performance of the organization. It is a multidimensional concept and complex, not limited solely to financial results and the evaluation of which can be done by measuring several organizational outcomes, external and internal. ES part of this paper, we investigate the contribution of HRM function to improve business performance. This objective refers to two things: - the performance is a form of success, the company's success. It is therefore a positive action - the purpose of our research is to evaluate the effects of ES on the company's performance, so measure and not to construct or represent performance. So we stand in an approach positiviste4 performance. This certificate shall be defined ES a positive action. Two approaches are commonly cited in the literature, providing explanations about the sources of organizational performance: an economic approach that factors related to good management of internal resources have a very marginal contribution to the performance of the enterprise,

This is mainly due to factors outside the company, and the organizational approach that organizational performance depends on a set of internal factors: individual, group and organizational. This second approach is reinforced in the early 1980s, the theory of internal resources (Resource-Based Theory) that differences in performance between companies in the same industry derived from the exploitation of internal resources rather than an adaptation of the organization to market and the environment (Björkman, 2008). HR, Drost (2008) stresses that they are hardly replicable or transferable assets, because of their specificity, they are woven into social systems (internal and external to the firm) and causation ambiguë5 (difficult to establish) they have with the performance and value creation. Reflection on the sources of organizational performance said that HR and how ...