Global Journal of Research in Management

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

HRM Practices and its Impact on Performance - Exploratory Literature Review in the Context of Indian


     

   Subscribe/Renew Journal


Human Resource Management (HRM) involves all management decision and practices that directly affects the people, or human resources, who work for the organization. Prior studies have found substantial positive evidence for statistical associations between HRM practices and improved firm performance. The role of SMEs in the economic growth and development of emerging countries like India is significant. However, the current state of knowledge and practice in the field of HRM practices and its impact in SMEs in the Indian context is limited. The objective of this paper is to explore existing literature for establishing relationship between HRM practices and firm performance. Performance can be measured in many ways but present study is to measure operational performance, financial as well as non-financial performance. Research methodology used here for this paper is secondary data as it is for building the concept of HRM practices and performance. Research construct like management style, Social capital as well as culture are used to find the moderating effects on this relationship. Implications of this study will be for SMEs, Policy makers as well as for academic research in finding the impact of HRM practices on the firm.

Keywords

HRM Practices, Organizational Performance, Financial And Non Financial Performance, Trust, SMEs
Subscription Login to verify subscription
User
Notifications
Font Size


  • A. K. Paul & R. N. Anantharaman (2004) “Influence of HRM practices on organizational commitment: A study among software professionals in India” Human Resource Development Quarterly Volume 15, Issue 1, pages 77–88, Spring 2004

  • Aradhana Khandekar, Anuradha Sharma, (2005) "Organizational learning in Indian organizations: a strategic HRM perspective", Journal of Small Business and Enterprise Development, Vol. 12 Iss: 2, pp.211 – 226

  • A.Khan(2010) “Effects of Human Resource Management Practices on Organizational Performance – An Empirical Study of Oil and Gas Industry in Pakistan”- European Journal of Economics, Finance and Administrative Sciences, ISSN 1450-2275 Issue 24 (2010)

  • A.Som (2008) “Innovative human resource management and corporate performance in the context of economic liberalization in India” The International Journal of Human Resource Vol 19, No.-7,Jul, 2008, pg.1278-1297

  • Boselie, P., Dietz, G., and Boon, C. (2005), ‘Commonalities and Contradictions in HRM and Performance Research,’ Human Resource Management Journal, 15, 3, 67–94.

  • Budhwar, P.S., and Khatri, N. (2001), ‘A Comparative Study of HR Practices in Britain and India,’International Journal of Human Resource Management, 12, 5, 800–826.

  • Delaney, J.T., and Huselid, M.A. (1996), ‘The Impact of Human Resource Management Practices on Perceptions of Organizational Performance,’ Academy of Management Journal, 39, 4, 949–969.

  • Guest, D.E., Michie, J., Conway, N., and Sheehan, M. (2003), ‘Human Resource Management and Corporate Performance in the UK,’ British Journal of Industrial Relations, 41, 2, 291–314.

  • Harel, G.H., and Tzafrir, S.S. (1999), ‘The Effect of Human Resource Management Practices on the Perceptions of Organizational and Market Performance of the Firm,’ Human Resource Management, 38, 3, 185–200.

  • Mohinder Chand(2010)” Human resource management practices in Indian hospitality enterprises: an empirical analysis” Managing Leisure volume 15, issue 1 & 2, 2010, pg-4-16

  • M.Singh & NVohra (2009) “Level of Formalization of Human Resource Management in Small and Medium Enterprises in India” Journal of Entrepreneurship March 2009 vol. 18 no. 1 95-116

  • Pawan S. Budhawar (2000) “Determinants of HRM Policies and Practices in India: An Empirical Study”, Global Business Review August 2000 vol. 1 no. 2 229-247”

  • Prahlad Kasturi, Alexei G. Orlov, John Roufagalas, (2006) "HRM systems architecture and firm performance: Evidence from SMEs in a developing country", International Journal of Commerce and Management, Vol. 16 Iss: 3/4, pp.178 – 196

  • Shikha Khera, (2010) “Human Resource Practices and their Impact on Employee Productivity: A Perceptual Analysis of Private, Public and Foreign Bank Employees in India” DSM Business Review v Vol. 2, No. 1

  • Subhash C. Kundu & Divya Malhan(2009) HRM Practices in Insurance Companies: A Studyof Indian and Multinational Companies, Managing Global Transitions 7 (2): 191–215

  • Zheng, C., Morrison, M., and O’Neill, G. (2006), ‘An Empirical Study of High Performance HRM Practices in Chinese SMEs,’ International Journal of Human Resource Management, 17,


Abstract Views: 458

PDF Views: 0




  • HRM Practices and its Impact on Performance - Exploratory Literature Review in the Context of Indian

Abstract Views: 458  |  PDF Views: 0

Authors

Abstract


Human Resource Management (HRM) involves all management decision and practices that directly affects the people, or human resources, who work for the organization. Prior studies have found substantial positive evidence for statistical associations between HRM practices and improved firm performance. The role of SMEs in the economic growth and development of emerging countries like India is significant. However, the current state of knowledge and practice in the field of HRM practices and its impact in SMEs in the Indian context is limited. The objective of this paper is to explore existing literature for establishing relationship between HRM practices and firm performance. Performance can be measured in many ways but present study is to measure operational performance, financial as well as non-financial performance. Research methodology used here for this paper is secondary data as it is for building the concept of HRM practices and performance. Research construct like management style, Social capital as well as culture are used to find the moderating effects on this relationship. Implications of this study will be for SMEs, Policy makers as well as for academic research in finding the impact of HRM practices on the firm.

Keywords


HRM Practices, Organizational Performance, Financial And Non Financial Performance, Trust, SMEs

References