Strategic human resource management in facilitating the organizational performance: Birds-eye view from Bangladesh

https://doi.org/10.35912/amor.v2i1.575
Published: Aug 25, 2020

Abstract:

Purpose: This study systematically explores and elaborates on strategic human resources management practices inside a company facilitating the intermediate variables of organization performance.

Research methodology: Ten organizations with more or less similar yearly turnover and the same number of permanent employees have been used for this study. The analysis technique in this study uses data analysis developed by Miles et al. (2018) as follows; (a) data collection (b) data display and (c) concluding. Focus group discussions with the employees and management of those companies are being taken with the help of a semi-structured questionnaire.

Results: The study's findings offered that the more strategic a company is with its human resource, the more turnover it can make, even if it has a similar number of human resources.

Limitations: There are shortcomings in theoretical research on the process of strategic human resource management practices affecting organization performance.

Contribution: This study offers a view to integrate and construct strategic human resource management activities affecting organization performance and provides a reasonable explanation and enlightenment for the understanding of further contribution.

Keywords:
1. Strategic human resources management
2. Organizational performance
3. Strategic goals of the organization
4. Qualitative research
5. Bangladesh
Authors:
Md. Mahfuzur Rahman Khan
Research Scholar, Institute of Social Welfare & Research, Dhaka, Bangladesh
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How to Cite
Khan, M. M. R. (2020). Strategic human resource management in facilitating the organizational performance: Birds-eye view from Bangladesh. Annals of Management and Organization Research, 2(1), 13–24. https://doi.org/10.35912/amor.v2i1.575
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Issue & Section
Vol. 2 No. 1 (2020): August
Articles
References

    Boxall, P., & Macky, K. (2007). High‐performance work systems and organisational performance: Bridging theory and practice. Asia Pacific Journal of Human Resources, 45(3), 261-270.

    Brewster, C., & Larsen, H. H. (2000). Human resource management in Northern Europe: trends, dilemmas and strategy. Blackwell Publishing.

    Guthrie, J. P. (2001). High-involvement work practices, turnover, and productivity: Evidence from New Zealand. Academy of management Journal, 44(1), 180-190.

    Harris, L. C., & Ogbonna, E. (2001). Strategic human resource management, market orientation, and organizational performance. Journal of business research, 51(2), 157-166.

    Khan, M. M. R. (2020a). Rationalizing the Relationship between Ergonomics and Human Resource Management. Journal of Mechanical, Civil and Industrial Engineering, 1(1), 31-35.

    Khan, M. M. R. (2020b). Covid-19's impact on Fresh Graduate's Job Market in Bangladesh: An observational study. Journal of Business and Management Studies, 2(1), 40-48.

    Kulik, C. T., & Bainbridge, H. T. (2006). HR and the line: The distribution of HR activities in Australian organisations. Asia Pacific Journal of Human Resources, 44(2), 240-256.

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    Thornhill, A., & Saunders, M. N. (1998). What if line managers don't realize they're responsible for HR?. Personnel Review.

    Torrington, D., Hall, L., Taylor, S., & Atkinson, C. (2011). Strategic human resource management. Human resource management, 57, 76.

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    Wan-Jing, A. C., & Huang, T. C. (2005). Relationship between strategic human resource management and firm performance: A contingency perspective. International Journal of Manpower, 26(5), 434.

  1. Boxall, P., & Macky, K. (2007). High?performance work systems and organisational performance: Bridging theory and practice. Asia Pacific Journal of Human Resources, 45(3), 261-270.
  2. Brewster, C., & Larsen, H. H. (2000). Human resource management in Northern Europe: trends, dilemmas and strategy. Blackwell Publishing.
  3. Guthrie, J. P. (2001). High-involvement work practices, turnover, and productivity: Evidence from New Zealand. Academy of management Journal, 44(1), 180-190.
  4. Harris, L. C., & Ogbonna, E. (2001). Strategic human resource management, market orientation, and organizational performance. Journal of business research, 51(2), 157-166.
  5. Khan, M. M. R. (2020a). Rationalizing the Relationship between Ergonomics and Human Resource Management. Journal of Mechanical, Civil and Industrial Engineering, 1(1), 31-35.
  6. Khan, M. M. R. (2020b). Covid-19's impact on Fresh Graduate's Job Market in Bangladesh: An observational study. Journal of Business and Management Studies, 2(1), 40-48.
  7. Kulik, C. T., & Bainbridge, H. T. (2006). HR and the line: The distribution of HR activities in Australian organisations. Asia Pacific Journal of Human Resources, 44(2), 240-256.
  8. Marvel, M. R. (2013). Human capital and search–based discovery: A study of high–tech entrepreneurship. Entrepreneurship theory and practice, 37(2), 403-419.
  9. Miles, M. B., Huberman, A. M., & Saldaña, J. (2018). Qualitative data analysis: A methods sourcebook. Sage publications.
  10. Noe, R. A., Hollenbeck, J. R., Gerhart, B. A., & Wright, P. M. (2007). Fundamentals of human resource management.
  11. Tharenou, P., Saks, A. M., & Moore, C. (2007). A review and critique of research on training and organizational-level outcomes. Human resource management review, 17(3), 251-273.
  12. Thornhill, A., & Saunders, M. N. (1998). What if line managers don't realize they're responsible for HR?. Personnel Review.
  13. Torrington, D., Hall, L., Taylor, S., & Atkinson, C. (2011). Strategic human resource management. Human resource management, 57, 76.
  14. Tsai, C. J. (2006). High performance work systems and organizational performance: an empirical study of Taiwan's semiconductor design firms. The International Journal of Human Resource Management, 17(9), 1512-1530.
  15. Wan-Jing, A. C., & Huang, T. C. (2005). Relationship between strategic human resource management and firm performance: A contingency perspective. International Journal of Manpower, 26(5), 434.