• Posted on June 7, 2023
• Amita

LBPG5018 Extended Research Proposal Sample

1. Introduction

The term HRM refers to Human Resource Management and the role of HRM is to recruit, hire, and manage the employees of an organisation. It is essential to mention that HRM is a critical part of an organisation as it has a major influence on the performance of the employees. The focus of this research is to analyse the impact of HRM strategies on the work environment of organisations.

HRM practice affects the work culture and ethics of an organisation; as its responsibility entails training the employees to meet organisational goals. The HRM strategies should be based on fairness and ethical guidelines. The main objective of developing HRM strategies includes ensuring that the workforce of the organisation can meet the goals of the organisation.

The HRM of the organisation achieves these goals by assessing the employees’ qualifications and skills. The research aims to focus on the challenges of the HRM strategies that affect the work environment of the organisation; moreover, it will further focus on the measures that can eliminate these challenges. It is essential to mention that the main areas that HRM focuses on in an organisation are talent management, development and training, compliance, workplace safety, and employee benefits.

2. Aims and Objectives

Aims

The research aims to focus on the impact or influence of HRM strategies on the work environment of the organisation.

Objectives

• To identify the different HRM strategies utilised in an organisation
• To analyse the impact of HRM strategies on the work environment of an organisation
• To analyse the challenges that affect the HRM practice and the work environment of an organisation
• To identify the measures that are effective to eliminate the challenges in HRM strategy development

3. Research Questions

• What are the different HRM strategies used in an organisation?
• What is the impact of HRM strategies on the work environment of an organisation?
• What are the challenges that affect the HRM practice and the work environment of an organisation?
• What measures are effective to eliminate the challenges in HRM strategy development?

4. Literature Review

4.1 Analysis of HRM Strategies

The HRM strategies determine the most effective method that can help achieve the organisational goals through the performance of the employees. HRM strategies are considered the foundation; based on which the departments achieve the organisational goals (Iqbal, 2018).

It is essential to highlight that the arrangement of HRM strategies involves the main four aspects. The first aspect on which HRM strategies focus, is the work culture of an organisation. The second aspect is the growth of the organisation and the third aspect involves the people. Lastly, the fourth aspect focuses on the general system of HRM. The culture of an organisation is critical as it includes the values, beliefs, and standards of the organisation (Pham et al. 2018). The primary role of the HR strategy to be effective is to be aligned with the moral beliefs and culture of the organisation.

Figure 1: HRM Strategy

(Source: Iqbal, 2018)

This section of the research focuses on the different HRM strategies that most organisations utilise. Essentially HRM strategies have two divisions including overachieving and specific strategies. Overarching HR strategies focus on the bigger picture; it applies to the whole organisation (Islam et al. 2020). On the other hand, specific strategies focus on specific issues in the organisations such as recruitment or talent management.

It is essential to understand that developing HR strategies involves evaluating the strengths and weaknesses of the organisation. Furthermore, a strategy can be considered effective once it is proficient in developing employees, reducing attrition and increasing revenue. Even though some studies suggest that HRM does not have a direct link with the financial stability of an organisation; however, HRM has a huge influence on employees’ performance and it affects the organisation directly.

4.2 Impact of HRM Strategies on Organisation

The HRM oversees specific areas of the organisation that involves recruiting, staffing, developing employees, benefits and compensation (Pham et al. 2019). It is essential to mention that with effective HRM strategy and programs the organisations can increase productivity and employee performance.

Based on the overall analysis it is essential to mention that the impact of HRM is massive on the work environment of a company. Positive and effective HRM strategies and practice encourage growth; however, ineffective strategy and underdeveloped HRM leads to results in high poor organisational performance.

One of the major responsibilities of the HRM is to create organisational culture. This further includes establishing the mission and vision of the organisation and ensuring that the employees understand the same. Organisations with effective HRM strategies have their employees working for a shared goal and it follows the organisational values (Pham, 2019).

For instance, an organisation that promotes sustainability uses automation to save water and electricity; furthermore uses recyclable items in its pantry and has paperless policies. This instance highlights the positive impact of HRM strategies on the organisation.

On the other hand, ineffective HRM strategies fail to promote their core values and vision; as a result, it creates friction between the employees and the organisation. This kind of organisation has high employee turnover, as it completely fails in employee retention.

Another aspect where the impact of HRM is high within the organisation is employees (Rehman et al. 2019). It is essential to mention that HRM has direct responsibility for the employees. Hence, training, promotion, development and employee satisfaction are under the jurisdiction of the employees. Inefficiency in strategies affects these factors negatively; as a result, it decreases organisational performance as well.

4.3 Challenges of HRM

HRM overlooks the critical aspects of an organisation hence; as a result, it has to deal with several challenges at the same time. The challenges of the HRM can be divided into three broad divisions:

Environmental Challenges: The term environmental challenges define the external challenges that exist outside the organisation; however, has a high influence on the performance and management of the organisation. The list of external threats involves rapid change, globalisation, legislation, technology, and workforce diversity.

It is essential to mention that out of these external threats globalisation is the most serious issue (Pak et al. 2019). Globalisation is responsible for rapid changes in organisations and it is responsible for massive technological evolution. Hence, the HRM strategies require frequent updates and in some situations, it is unable to cope.

Organisational Challenges: These challenges refer to the internal factors, hence inside the organisation. It is essential to mention that these challenges are the result of the above external challenges (Van Mierlo et al. 2018). Organisational challenges affect the cost qualities and capability of the organisation.

Individual Challenges: The challenges involve issues and problems specific to individual employees. As HRM is primarily responsible for the welfare of the employees; hence, it also focuses on resolving each individual’s issue (Waheed et al. 2019). Individual issues include productivity, job security, ethics, empowerment, and matching people with organisations.

Figure 2: HRM Challenges

(Source: Self-developed)

 

4.4 Recommendations

The challenges that the research specifies can be eliminated with effective HR strategies, and employee development programs. The challenges within the organisation can be emulated by controlling costs, improving quality, distinctive capabilities and restructuring. The competitive position of the organisation depends on lowering production costs and increasing cash flows. Organisations with effective reward and compensation systems reward their employees based on their performance (Chams and García-Blandón, 2019). Furthermore, with enhanced training and development, most of the issues that fall under individual challenges can be eliminated. It is essential to mention that restructuring the organisation by dividing and assigning people with different responsibilities is effective in reducing internal challenges. Lastly, in case of external challenges, it is necessary to create a risk management plan that can handle external crises.

5. Research Methodology

5.1 Research Philosophy

The research focuses on analysing the influence of HRM strategies on the organisation; hence, the research methodology that will be appropriate for the study is the Qualitative or secondary research method. Research Philosophy indicates the specific belief based on which the data should be collected (Bos-Nehles and Veenendaal, 2019).

Hence, the research philosophy for the study is Interpretivism Research Philosophy. It will help malaise the study in a subjective manner, by reviewing and gathering different secondary sources.

5.2 Research Approach

The research Approach refers to a specific plan that contains detailed instruction on data collection and interpretation (Lopez-Cabrales and Valle-Cabrera, 2020). The appropriate research approach for the study is Inductive Approach as it involves reviewing and analysing different studies to formulate the main theory for the research.

5.3 Research Strategy

The research strategy refers to a detailed analysis method based on which the research is formulated. The appropriate research strategy for the study is based on Case Study analysis. The secondary research methodology usually analyses and gathers secondary sources (Anwar and Abdullah, 2021). The secondary sources usually include journals, articles, scholars, and case studies. Hence, this research strategy is effective in analysing the influence of HRM on the work environment by studying previous data on the topic.

5.4 Research Design

The research design refers to the framework of research techniques and methods that is preferable for the research. The preferable research design for this study is a Correlational Research design. It focuses on identifying the key themes of the research and then finding the relation between the themes (Para-González et al. 2018). It is effective for this strategy, as it will help identify the relationship between HRM strategies with the work environment of the organisation.

5.5 Data Collection method

The research plans to follow the secondary data collection method also known as the Qualitative research methodology. The secondary data collection method involves gathering data through secondary sources such as articles, journals, scholars, and case studies (Papa et al. 2018).

These secondary sources contain information that was previously published regarding the topic. This data collection method is appropriate for the research as it effectively gathers information that is authentic and based, on which the theory for the research can be formulated.

5.6 Data Analysis

Data analysis is the most critical part of the research as it analyses the data gathered from the research to develop the theory. The appropriate data analysis technique for this research is thematic analysis (Abutabenjeh and Jaradat, 2018). Thematic analysis refers to the process of identifying the key theme or pattern from different studies.

Hence, the analysis technique for this research will include reviewing secondary sources of information and identifying the key theme for the research. Lastly, through the correlation strategy, the research will analyse the relationship between the themes.

6. Business implications of the research

The research focuses on one of the most critical departments of an organisation, which are Human Resources. The concept of Human Resource Management is not usually prioritised in comparison to other departments (Young et al. 2018). However, it is essential to highlight that HRM plays a major role in influencing organisational performance.

The research specifies the importance of HRM through its responsibilities. One of the major responsibilities of HRM includes employee management and employee satisfaction. It is a known fact that the performance of employees has a direct connection with organisational performance. As a result, it is necessary to mention that HRM influences an organisation’s financial status. Therefore, it is essential to point out that the research highlights an important factor that the organisations should focus on (Al-Qurabat and Idrees, 2018).

The research plans to provide examples and instances that show the influence of HRM on the work environment. Hence, from the business perspective this research is quite beneficial as it provides information to develop HRM effective strategies, the influence of those strategies in the work environment and lastly the challenges. Furthermore, in addition to this, the research recommends effective measures to eliminate the challenges and improve efficiency.

8. Ethical Issues and Considerations

In research, the concept of ethical considerations highlights the set of principles or guidelines that a researcher should follow while collecting data and conducting the research (Melnikovas, 2018). The main ethical consideration the research should follow involves protecting the rights of the participants and maintaining confidentiality, validity, and dignity. It is essential to highlight that their research will follow the guidelines and use valid sources to collect data.

9. Research Timetable

Figure 3: Research timetable

(Source: Self-Developed)

References

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Al-Qurabat, A.K.M. and Idrees, A.K., 2018. Energy-efficient adaptive distributed data collection method for periodic sensor networks. International Journal of Internet Technology and Secured Transactions, 8(3), pp.297-335.

Anwar, G. and Abdullah, N.N., 2021. The impact of Human resource management practice on Organizational performance. International journal of Engineering, Business and Management (IJEBM), 5.

Bos-Nehles, A.C. and Veenendaal, A.A., 2019. Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate. The International Journal of Human Resource Management, 30(18), pp.2661-2683.

Chams, N. and García-Blandón, J., 2019. On the importance of sustainable human resource management for the adoption of sustainable development goals. Resources, Conservation and Recycling, 141, pp.109-122.

Iqbal, A., 2018. The strategic human resource management approaches and organisational performance: The mediating role of creative climate. Journal of Advances in Management Research.

Islam, T., Khan, M.M., Ahmed, I. and Mahmood, K., 2020. Promoting in-role and extra-role green behavior through ethical leadership: mediating role of green HRM and moderating role of individual green values. International Journal of Manpower.

Lopez-Cabrales, A. and Valle-Cabrera, R., 2020. Sustainable HRM strategies and employment relationships as drivers of the triple bottom line. Human resource management review, 30(3), p.100689.

Melnikovas, A., 2018. Towards an explicit research methodology: Adapting research onion model for futures studies. Journal of Futures Studies, 23(2), pp.29-44.

Pak, K., Kooij, D.T., De Lange, A.H. and Van Veldhoven, M.J., 2019. Human Resource Management and the ability, motivation and opportunity to continue working: A review of quantitative studies. Human Resource Management Review, 29(3), pp.336-352.

Papa, A., Dezi, L., Gregori, G.L., Mueller, J. and Miglietta, N., 2018. Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices. Journal of Knowledge Management.

Para-González, L., Jiménez-Jiménez, D. and Martínez-Lorente, A.R., 2018. Exploring the mediating effects between transformational leadership and organizational performance. Employee Relations.

Pham, N.T., Tučková, Z. and Jabbour, C.J.C., 2019. Greening the hospitality industry: How do green human resource management practices influence organizational citizenship behavior in hotels? A mixed-methods study. Tourism Management, 72, pp.386-399.

Pham, T.N., Phan, Q.P.T., Tučková, Z., Vo, T.N. and Nguyen, L.H., 2018. Enhancing the organizational citizenship behavior for the environment: the roles of green training and organizational culture. Management & Marketing-Challenges for the Knowledge Society.

Rehman, W.U., Ahmad, M., Allen, M.M., Raziq, M.M. and Riaz, A., 2019. High involvement HR systems and innovative work behaviour: the mediating role of psychological empowerment, and the moderating roles of manager and co-worker support. European Journal of work and organizational psychology, 28(4), pp.525-535.

Van Mierlo, J., Bondarouk, T. and Sanders, K., 2018. The dynamic nature of HRM implementation: a structuration perspective. The International Journal of Human Resource Management, 29(22), pp.3026-3045.

Waheed, A., Miao, X., Waheed, S., Ahmad, N. and Majeed, A., 2019. How new HRM practices, organizational innovation, and innovative climate affect the innovation performance in the IT industry: A moderated-mediation analysis. Sustainability, 11(3), p.621.

Young, K., Lovedee-Turner, M., Brereton, J. and Daffern, H., 2018. The impact of gender on conference authorship in audio engineering: Analysis using a new data collection method. IEEE Transactions on Education, 61(4), pp.328-335.

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