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Chapter 2

This study aims to see the relationship between human resource inputs, human resource management practices, job performance, and organizational performance. It was designed to study the impact of complete human resource management system on firm performance and job performance in private and public organizations.

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M Yusuf Slatch
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45 views

Chapter 2

This study aims to see the relationship between human resource inputs, human resource management practices, job performance, and organizational performance. It was designed to study the impact of complete human resource management system on firm performance and job performance in private and public organizations.

Uploaded by

M Yusuf Slatch
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Chapter 2 Review of the Literature Introduction

The main objective of this study is to see the relationship between human resource inputs, human resource management practices, job performance, and organizational performance. There are many studies, which show the positive relationship between motivation of the employee and organizational success and many on human resource management practices and firm performance. However, very few researchers have studied the impact of complete human resource management system on firm performance and job performance. Therefore, I have designed this research to study the relationship between human resource inputs (intrinsic motivation) and process on organizational and job performance in private and public organizations. Theoretical Background Competitive Advantage and Resource Based View Porters (1995) and Barney (1991) serve as the conceptual framework of this study. Porter (1995) argued that sustained competitive advantage (SCA) is attained when the firm deliver the same products or services but with low cost from competitors. Porter (1995) focuses on tangible sources of competitive advantage whereas Barney (1991) focuses on intangible aspects. Barney (1991) Resource Based View (RBV) suggests that intangible sources of competitive advantage lie within the people in the organization.

Patricia (2008) argue that it is important for human resource managers to manage their employees properly and their competencies so that they can be a source of competitive advantage to a firm. However, most of the human resource managers are unable to define that how employees can provide competitive advantage in economic terms. Barney (1991) provides the foundation by its Resource Based View (RBV) that employees can also be examine on economic terms to provide competitive advantage to the firm. Many researchers have done the study on Resource Based View to understand the impact of human resource management systems on organization. Augustine (1994) examined the impact of Human resources on sustainable competitive advantage. Similarly, Mary (1994) find that the managerial competencies contribute to sustained competitive advantage over competitors. Lado and Wilson (1994) argue that unique abilities of the employees contribute to superior economic benefits. Hartog and Verburg (2004) found positive correlation between human resource management practices on organizational performance. Human Resource Inputs and Organizational Performance

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