SHR081-6 International and comparative HRM Assignment Sample
Module code and Title: SHR081-6 International and comparative HRM Assignment Sample
Introduction
Comparative human resource management is extremely helpful for business organisations in terms of ensuring distinctive business success by accurately ensuring people and talent management. In this present assessment, the focus has been kept on evaluating a specific journal article concerning the integration of strategic human capital (SHC) and strategic human resource management (SHRM). The review will discuss relevant literature and methodology considered in this journal along with their finding and overall review of the topic.
Type of literature review
The author, Boon et al.(2019) has focused on providing a traditional and narrative literature review in this article by providing a descriptive narration about the research context.
The main area of interest in this article has significantly focused on SHC as well as SHRM. Human capital has been recognized as a significant construct in different disciplinary fields from economics to micro scholarship. The researchers, Boon et al. (2019), have also paid attention to critically study the concept of human capital in terms of understanding the interrelation between people management within organisations in order to ensure individual outcomes.
The scholars of strategic HRM eventually signify investment in human capital as an integral part of enlarging the performance of an organisation through the preference of practices and systems that look forward to manage and develop human capital.
The journal of Boon et al.(2019) has also focused on signifying SHC as an integral part of achieving competitive advantage for an organisation. It reflects the focus of this article towards integrating the concept of human capital resources and organisational growth where human capital is a key determinant of quality. Different beneficial circumstances resulted due to SHC are also signified in this journal article including the prospects of economic value, bargaining power, isolation of mechanism and others.
An organisation should pay attention to protect human resources from imitation and diffusion as an integral part of sustaining competitive advantage. Three different factors are also suggested in this journal by Boon et al.(2019) that play a significant role in terms of protecting human capital resources within an organisation from competitive imitation, which includes social complexity, firm specificity, causal ambiguity and others.
Along with this, the concept of strategic HR is also defined in this journal as a significant pattern of plant HR deployments as well as activities that are specifically intended for achieving business goals (Boon et al.2019). Strategic HRM usually keeps a greater focus on the HR practice systems that can affect performance-related outcomes within an organisation. A couple of dominant theoretical orientations can be highlighted in this journal that has underlined the relationship between performance and HR systems including best fit and best practice.
Along with this, the resource-based view (RBV) is also considered one of the most dominant theoretical understandings which originate from the concept of strategic management literature. It replicates a greater focus on the HR systems that may emerge as a prime source of competitive advantage for an organisation. On the other hand, this aspect is also considered to be significantly easier for identifying and imitating from other respective organisations, which reflects its drawbacks (Boon et al.2019).
However, the involvement of causal ambiguity, as well as social complexity, can make it difficult to be imitated by the competitors. With regard to this concern, the ultimate focus of the research paradigm can be signified by extracting the implications of SHC and HRM as a subsequent parameter of empowering competitive advantage in a business.
The journal article has left out valuable understanding regarding practical implications of strategic HRM as well as human capital within a specific business or industry. This aspect might have added a greater value to this research by enhancing its reach over the wider perspective of strategic HRM through evidence-based interpretation.
Choice of methodology
For this particular study of Boon et al. (2019), the authors have not specified a particular method that has been used for data collection; rather it was mentioned that the author would use proxy-oriented measures for human capital along with macro-levels of analysis with multilevel approaches. Moreover, in the case of analysing SHRM, the author tends to use psychological measurement along with cross-sectional surveys. However, under the research methodology section in the article, the authors have mentioned the prime variables of the study, which are SHC orientation along with strategic HRM orientation (Boon et al.2019).
Based on that the author has stated that the multilevel model has been used for liking and analysing the HR system with the emergence of human capital. Furthermore, the use of proxy-oriented measures at the macro level has been discussed along with the use of psychological concepts and specified that moving to psychological concepts and measurement at individual level has certainly improved the reliability as well as validity of the study.
Other than this, moving from proxy-oriented measures to psychological concepts have also helped the researcher with the introduction of new ways of human capital and gaining knowledge about button-up emergence of human capital (Boon et al.2019). Other than this, integration of econometric techniques has been deployed in this study to analyse and identify mediating mechanisms, which are associated with the performance of the firm and the HR Systems.
The authors, Boon et al.(2019), have also explained with relative examples to understand how mediating mechanisms work like the use of fixed effects regression techniques in order to handle challenges allocated with heteroscedasticity and serial correlation based on the variables like HR capital, HR system and performance of a form. Other than this, the authors have also mentioned that Granger Causality tests would also be used for understanding temporal sequencing.
Sampling selection
In this particular research of Boon et al.(2019), the authors have mainly concentrated on gaining data and information based on secondary data screening and analysis. Thus, no primary steps have been followed in this case, hence, the sample size has not been specified in this study. Rather the author has used models and multilevel approaches to analyse data on HR strategy and human capital. Hence, the journal lacks representation of any specific population that has been specified to analyse data to achieve the particular aim of the study.
Validation of methodology question
In this research by Boon et al.(2019), the authors have specified from the beginning that two areas of HR will be targeted, one is HR strategy and the other one is human capital, and determines their impact in relation to company performance. Thus, there is no specific research methodological questions have been mentioned or specified in the study apart from the primary research question “What is human capital?” (Boon et al.,2019).
As the author has not presented any form of methodological question in the paper, hence, the reliability and validation of the work have been defined based on the analysis made through the use of different motives and concepts mentioned earlier.
Accuracy of findings and dividends
The research of Boon et al.(2019) lacks any empirical or statistical analysis considering the fact that the researcher has chosen qualitative data to achieve the objectives of this research. Additionally, in terms of findings and their accuracy, it can be stated that the methods adopted by the researcher are objective-oriented which has helped the research to narrow down the scope of the research.
Thus, it can be implicated that the findings achieved by the researcher in the study are as accurate as the sources that have been utilised for conducting this research. Accordingly, further research in this area of topic can effectively help analysing the accuracy of this research,
Relevant points in discussion
The study of Nyberg & Wright (2015) has focused on SHRM and in this contact the discussion shares light on the key essence of human capital. In this regard, the researcher has explored the interests, characteristics, personality traits, abilities and knowledge of employees to be of economic utility for organisations which essentially translates to human capital in an organisation. In this regard, the key attributes of human capital are summarised by the researcher as knowledge skill ability and other characteristics (KSAOs) (Mahoney & Kor, 2015).
The research discusses how most HRM models focus on the average workforce and its capabilities to analyse the overall human capital in an organisation (Boon et al.,2019). However, to optimise the existing human capital in an organisation it is essential for companies to adopt a strategic process through which the development of human capital in an organisation can be optimised.
Additionally, the researchers Boon et al.(2019) have also discussed the effectiveness of acquiring human capital and the approaches that can be adopted by companies to induct essential human capital, which can work in the favour of the organisation. One of the most essential approaches that the research has discussed in terms of acquiring human capital that can be productive and effective at the same time is hiring the top talent present in the market.
However, Boon et al.(2019) in their study have also stated the potential challenges that can arise due to the adoption of such methods, which essentially reduces the overall value of human capital. Additionally, the research has also focused on the different management strategies of human capital where value creation and managing tensions within the workforce is found to be the most basic management strategy.
Apart from that, the researchers Boon et al.(2019) have also focused on the importance of leadership in managing human capital and other ways negotiation skills adopted by leaders can significantly benefit the overall induction and utilisation of human capital.
Additionally, the study of Boon et al.(2019) also focuses on the different reasons, which lead to the loss of human capital and the effective movement and management of human capital which can help in avoiding the same. In this regard, some key human resource systems have been discussed that focus on reducing employee turnover rates.
Apart from that, the importance of an emotional bond and enhancing organisational practices such as employee engagement, functional teams and autonomy have been found to be effective ways to minimise internal conflicts which often leads to a higher employee turnover rate.
Understanding of the topic
According to Voegtlin & Greenwood, (2016), human capital is one of the most important factors when it comes to management and understanding the use of human capital is also essential for maintaining a healthy and effective business environment. More specifically, understanding the human capital factor would help in understanding the psychology of individuals in relation to knowledge abilities skills and other talents.
Thus, both the HRM as well as strategic management of HRM would help to understand the importance of human capital that would further enhance the performance level of a particular organisation (Morris et al., 2016). Therefore, in this research different disciplinary perspectives have been drawn in order to understand various aspects and levels of human capital within a company.
The research of Boon et al.(2019) has helped in understanding the topic more vividly by comparing both strategic management and the role of human resource managers in maintaining a strong human capital within a company, which would, therefore, help in uplifting a company’s productivity and performance. Thus, the research targets both the psychological perspective of human capital and defines economic aspects which are involved.
Boon et al.(2019) in their research have made it easy to understand the relationship between HR systems and performance by considering best practices and best fit. Even, the arguments, which are present in this research, have depicted that factors like job satisfaction, commitment, trust, efficiency and efforts of the employees play a vital role in assessing organisational performance over a longer period of time.
Other than this, through the use of the ability-motivation-opportunity (AMO) model, the prime question, “How HRM educates about desired goals”, has been understood (Way et al., 2015). Moreover, the research within the study has also explained the effectiveness of the High Performance Work Systems, which further gives, the organisation an opportunity to increase their overall level of performance (Shin & Konrad, 2014).
Hence, the overall research has certainly helped in understanding the topic more accurately as the whole discussion has been supported with brief examples to make it more clear and more knowledgeable (Boon et al.,2019).
Talking about the aim of the research, the research has clarified that the journal would specifically help the human renounce management of an organisation to understand the value and importance of having strong human capital. Boon et al.(2019) have mentioned several aspects and factors, which may impact the overall performance of the human capital in an organisation if the HR management is not strong enough.
Thus, through this particular study by Boon et al.(2019), managers and other business associates can gain an understanding of the values and ideas on how they can improve their efficiency in managing human capital and understand the relationship between SHRM and company performance.
This particular research paper by Boon et al.(2019) would be quite useful for organisational managers as they can make proper decisions over controlling and motivating the human caption of a company and achieve their goals. Even employee behaviour as well as their work motives and psychology can also be understood through the study as the authors Raffiee & Coff (2016) have addressed several factors, which are associated with human capital. In short, the research has proved that a SHC manager would be able to look beyond human capital of a particular organisation rather it talks about all the possible networks that can bring in collaboration.
It can be applicable in different situations where decisions need to be taken by managers regarding Human Resource performance or SHC. More specifically as the research paper of Wright, Coff, &Moliterno, (2014) identifies both the positive as well as negative aspects, which are related to SHRM, hence, this study would help management to understand the gaps in their decision-making process. The study has specified that strategic HRM hold a restricted view on turnover considering it a costly as well as problematic concept.
Talking about the limitations of the study there are several things that could have been done to make the study more effective in this field. Firstly, the study has failed to involve any kind of practical and first-hand data, which created a gap in understanding what exactly managers and associates think about the issue highlighted in the study in regard to human capital and strategic HR management. Other than this, the study has addressed specific areas of integration related to common issues of SHC and strategic HRM. Thus, these limitations could be addressed in future studies.
Conclusion of the review
In this article by Boon et al.(2019), the authors of the study have given an overall review of SHC and strategic HR management. Moreover, the study also focused on different perspectives in relation to human capital and HR management along with specifying the research methods. As a whole, the paper of Boon et al.(2019) has reflected on different areas where both strategic HR management and SHC may complement each other. Even, the paper has identified some of the specific and some general areas of integration, which is, therefore, expected to generate ideas on collaboration, which will further help them to achieve their prime goal to increase organisational performance.
Reference
Morris, S. S., Alvarez, S. A., Barney, J. B., & Molloy, J. C. (2016). Firm-specific human capital investments as a signal of general value: Revisiting assumptions about human capital and how it is managed. Strategic Management Journal, 38, 912–918.
Nyberg, A. J., & Wright, P. M. (2015). 50 years of human capital research: Assessing what weknow, exploring where we go. Academy of Management Perspectives, 29, 287–295.
Raffiee, J., & Coff, R. W. (2016). Micro-foundations of firm-specific human capital: When do employees perceive their skills to be firm-specific? Academy of Management Journal, 59, 766–790.
Shin, D., & Konrad, A. M. (2014). Causality between high-performance work systems and organizational performance. Journal of Management, 20, 1–25.
Voegtlin, C., & Greenwood, M. (2016). Corporate social responsibility and human resource management: A systematic review and conceptual analysis. Human Resource Management Review, 26, 181–197.
Way, S. A., Tracey, J. B., Fay, C. H., Wright, P. M., Snell, S. A., Chang, S., & Gong, Y. (2015). Validation of a multidimensional HR flexibility measure.Journal of Management, 41, 1098– 1131.
Wright, P. M., Coff, R., & Moliterno, T. P. (2014). Strategic human capital: Crossing the great divide. Journal of Management, 40, 353–370.
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