SHR081-6 International and comparative HRM Assignment Sample
Module code and Title: SHR081-6 International and comparative HRM Assignment Sample
Introduction
A review article refers to a critical evaluation of the given set of data in the chosen article to identify the potential strengths and gaps of the research work. The present study aims to conduct a review of the article named “Expanding the resource-based view model of strategic human resource management.”
The entire article has been critically evaluated to justify the description mentioned in the article and to assess the validity, reliability, and suitability of the chosen article. Some potential strengths and weaknesses are identified in the article. The review made would help in clarifying the state of knowledge of the chosen paper, explaining its apparent contradictions, identifying needed research, and creating a consensus that did not exist before.
Readers would be able to examine the accuracy and validity of the study as per the chosen research topic. It is highly important to review an academic paper as it provides readers with the background knowledge of the chosen paper along with the methodologies used while carrying out the study. It also helps research scholars to understand whether information for their research work in the relevant field can be taken from the article or not. In the discussion part of the present study, every aspect of the chosen article has been critically evaluated by giving proper justification to the argument.
Discussion
The author reviewed the extant literature from secondary sources on HR strategies by focusing on the literature based on “dynamic managerial capabilities” to explore the ways in which managerial cognition of CEO, human capital, and social capital develop a type of context that results in the HCHR strategy implementation in a more consistent manner.
The author also reviewed literature based on the dynamic capabilities of HR managers to find out the effectiveness of firms in putting the capabilities of employees to work for achieving competitive advantages. The author pointed out the fact that previous research works have ignored the two most important aspects of the resource-based view (RBV) model. There is no clear explanation of the persisting existence of employee-based resources across organizations that have made the adoption of the same HR strategy based on the firm level.
The present research article has focused on the RBV model, and it has expanded its application to highlight the effectiveness of SHRM (Collins, 2021). The author has used an exploratory research paradigm as this research methodology is involved in investigating research questions that have not been previously studied in an in-depth manner. The origin of the RBV model has not been covered by the author which could have increased the validity of his research paper. This aspect of SHRM is left out of the article.
The author of the given research article used a secondary qualitative research method to carry out the entire study. The choice made by the author is good because he got an opportunity to gather information from a wide range of secondary sources which are easily available on the internet. This method of research is extremely cost-effective, and the research can be completed within the stipulated time frame due to the easy accessibility of information (Queirós et al. 2017).
It is better than the primary research method as it involves first-hand data collection from a third party which is a time-consuming process. It is possible to answer the research questions effectively using an appropriate research design. The secondary qualitative research approach helps in maximizing data utility (Tate and Happ, 2018).
Secondary data is also useful in identifying the gaps and deficiencies of the previous research papers and the necessity of the additional information that needs to be collected in the current study thereby helping in the improvement of the overall understanding of the research problem. Hence, it is evident that the decision of selecting a secondary qualitative approach is a good choice.
The author used purposive sampling in his article. Purposive sampling is a non-probability sampling technique that involves the selection of a sample that possesses the characteristics which are actually needed in the study sample (Sharma, 2017). The articles and other secondary sources selected by the author had the characteristics and attributes that were required by the author. This sampling method is most suitable for qualitative research work as this leads to the development of better insight into the research topic and helps in obtaining more precise and specific research results.
Staller (2021) opined that purposive sampling is commonly used for carrying out qualitative research as it helps in identifying and selecting information-rich cases which are related to the topic of interest. It gives the researcher complete freedom to select the research articles that are most relevant to his research study and through careful consideration, the process is done which indicates the validity of his work. It is a time-saving and cost-effective process and enables the author to squeeze out data as much as possible from the collected piece of information.
No such questions are used in the methodology as the author has conducted a complete secondary qualitative research method. The use of the primary research method would have involved questions in the methodology where the data collected could have been up to date as original current data can be obtained by means of primary data collection. However, the author has set three propositions in the research article.
The first three propositions emphasize the fact that the managerial cognition of the CEO increases the capability of frontline leaders to implement and practice policies that support the HCHR strategy which results in higher social and human capital at the firm level (Collins, 2017). The fourth, fifth, and sixth propositions state the impact made by CEO’s managerial cognition on the organizational ability to orchestrate resources based on employees effectively for competitive advantage. No empirical research has been found that directly tests the propositions mentioned in the paper.
In the article, the author has incorporated recent research to address the identified shortcomings of the previous research work done by other researchers. The findings are clearly set out by the author. Collins (2017) has focused on the fact that CEOs play an effective and critical role in interpreting differences between firms in the creation of organizational resources and orchestration. Reinforcing and supporting the strategy of highly committed HR, CEO managerial cognition, and human and social capital enhances the consistency with which different frontline leaders make the implementation of HCHR policies among employees in the company.
As per the findings of the article, the adoption and implementation of a HCHR strategy across the entire firm can result in employee human as well as social capital at the firm level. Additional focus has been given to CEO managerial cognition and it has been identified that the cognition level of managers is important for enhancing the effectiveness of an organization to a significant extent.
Trust and influence increase strong ties which allow CEOs to collect information on the degree to which implementation of the HCHR strategy is done and they are the ones who provide corrective advice to all of their contacts in case the HR strategy is not implemented effectively (Hongdao et al. 2019). Large and broad networks of CEOs having strong ties with others within the workplace increase the commitment of employees and boost the relationship between an employer and employee thereby responding by creating company-specific social and human capital.
Firms while growing larger and pursuing various business strategies across different geographical regions, organizations are more likely to pursue multiple business and HR strategies across different units. The increased level of organizational complexity can limit the potent effect of the managerial capabilities of the CEO as they are removed from the responsibility of influencing strategy execution of HRs and decision-making regarding resource orchestration (Collins, 2017).
The article is written for the research scholars who are conducting their research in the related field and also for the general public. This paper will be further helpful for managers of organizations across the world as the paper highlights the importance of the RBV model in the functioning of managerial work. The resource-based view strategy helps in gaining sustainable competitive advantages as the organizations that make use of this model view resources as the key to superior-level firm performance.
Hence, managers and CEOs of different organizations will benefit greatly from this article. The findings of this article are highly valid because of the theoretical concepts and logical evidence used by the author. Various aspects of the resource-based model in the context of HCHR are covered in the article along with the extent to which the model contributes to competitive advantages.
Dynamic capabilities of managers, employee-based resources of firms, CEO managerial cognition, the social capital of the CEO, the managerial human capital of the CEO, and the use of employee-based resources are there different concepts that are covered in the study and this has enhanced the overall validity and reliability of the chosen article.
The author stated that it is possible to better understand the resource-based benefits by detecting the underlying organizational capabilities that allow companies to mobilize, reconfigure and implement resources to gain competitive benefits.
As per the views of Anthony Jnr and Abbas Petersen (2021), organizations that have effective capabilities have the potential to deal with and manage resources and information in the most appropriate manner thereby meeting customer demands with necessary products and services. This is a perfect example of one of the aspects of the RBV model in SHRM.
Some key relevant points are identified in the discussion of this article. The gaps in the previous research works are addressed in the chosen article written by Collins. CEOs of organizations across the world play a significant and unique role in describing the differences between various firms in creating organizational resources and orchestration. Strategic orchestration helps companies to get access to markets faster and effectively adapt to changing situations by lowering investment capital.
An organization can understand the full value and significance of its resources in the presence of structured and bundled resources which are properly managed (Foss et al. 2021). The findings of this article have repeatedly highlighted the fact that the combination of firm resources and orchestration improves the formulation process of the HCHR strategy. The information written in the discussion section of the article follows from the findings of the paper.
The discussion traces the fact that the managerial cognition of the CEO can spot and identify the proper location and nature of resources that are employee-based with greater effectiveness and this is followed by pursuing new growth opportunities that are suitable for the firm-level employee social and human capital. This information given in the discussion is an extended form of the obtained findings.
The discussion also mentions that dynamic managerial capabilities allow companies to motivate employees and leaders to apply social and human capital to provide support to the making of business strategic objectives as well as growth opportunities. Different dimensions and aspects of managerial capabilities are already highlighted in the findings which have been extended in the discussion (Collins, 2017).
The research associated with the article is aimed at management research scholars and also at the managers of organizations. The research done by Collins immensely adds to the understanding of the present topic. It helped in understanding the effectiveness of dynamic managerial capabilities in an organization. In-depth knowledge has been gained regarding the capabilities of managers which is critical to the success of organizational performance.
The unique and exceptional roles of managers are a basic necessity to strategic change along with the performance capabilities of the firm as managers are responsible for the creation and discovery of every new opportunity 9Hickman and Silva, 2018). CEOs spot and identify external opportunities by reconfiguring resources to achieve competitive advantages. The study has enhanced the understanding of the effectiveness of managerial capabilities in using employee-based resources which is essential for business growth.
A comprehensive understanding has been obtained regarding the managerial cognition of the CEO. Moreover, managerial cognition is important for understanding organizational outcomes as their mental ability involving reasoning, attention, and emotion plays an important function in helping the organization to reach success. CEOs of organizations face a lot of challenging situations and leaders who have strong cognition abilities are capable of dealing with those complexities with efficacy (Dubrin, 2022).
Hence, the research article has been helpful in providing significant knowledge regarding the importance of the cognition ability of managers in improving organizational performance. Most importantly, this article has been extremely helpful in understanding the usefulness of the resource-based view model in the context of business growth. It is a managerial framework that is used for determining the strategic resources of an organization and ways it can exploit the resources to accomplish sustainable advantages and to build s table position in the market by staying away from the competition. This research can be applied to various situations.
Managers or CEOs of organizations can use their cognitive ability to manage conflicts in the workplace and with the help of the RBV model, it is possible to formulate effective strategies to give tough competition to the key competitors in the dynamic marketplace. The only limitation of the study is that the author could have used primary qualitative research methods such as interviews to carry out the research. Framing open-ended interview questions would have been effective in obtaining varied responses from interview participants regarding the RBV model in the context of SHRM.
Conclusion
In this paper, the article has been reviewed and various implications for the implementation of the strategy have been identified. The author has addressed two major unanswered questions which are related to the underlying perspectives of the RBV model on strategic HR that are not effectively interpreted or assessed in prior research.
Collins has collected information from the literature related to the dynamic managerial capabilities and has offered a theoretical explanation of the ways in which CEO managerial cognition, human capital, and social capital improve the likelihood of implementation of HCHR strategy that can be implemented in a wider and consistent manner.
An expanded form of the RBV-based model has been discussed in the study. The model offers a unique perspective to HRs to help them make their strategic decisions. The author of this article has also focused on the fact that the ways organizational leaders and other business factors and resources can impact the strategy effectiveness of HRs.
A secondary qualitative method has been followed by the author and some propositions are set based on which the entire research is made. The assignment related to the scheduled sessions as in the sessions different aspects of HRM models, resource-based view model, staff-related issues, and framework of strategies covered.
The lecture materials in the session were highly aligned with the things that are done in the assignment. The session has covered different ways of writing an impact review on articles. Comprehensive knowledge has been gained on the fact that article reviews are written in a critical manner and not a descriptive summary of the given topic. A similar writing format has been used in the present study for reviewing the given article.
References
Dubrin, A.J., 2022. Leadership: Research findings, practice, and skills. Cengage Learning.
Foss, N.J., Klein, P.G., Lien, L.B., Zellweger, T. and Zenger, T., 2021. Ownership competence. Strategic Management Journal, 42(2), pp.302-328.
Hickman, C.R. and Silva, M.A., 2018. Creating excellence: Managing corporate culture, strategy, and change in the new age. Routledge.
Hongdao, Q., Bibi, S., Khan, A., Ardito, L. and Nurunnabi, M., 2019. Does what goes around really comes around? The mediating effect of CSR on the relationship between transformational leadership and employee’s job performance in law firms. Sustainability, 11(12), p.3366.
Queirós, A., Faria, D. and Almeida, F., 2017. Strengths and limitations of qualitative and quantitative research methods. European journal of education studies.
Sharma, G., 2017. Pros and cons of different sampling techniques. International journal of applied research, 3(7), pp.749-752.
Staller, K.M., 2021. Big enough? Sampling in qualitative inquiry. Qualitative Social Work, 20(4), pp.897-904.
Tate, J.A. and Happ, M.B., 2018. Qualitative secondary analysis: a case exemplar. Journal of Pediatric Health Care, 32(3), pp.308-312.
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