I would like a 3 page paper ( it will build on last week’s paper, which will be provided)
Running head:
PayneABUS738001
PayneABUS738001
Human Resource Management and Employee Turnover
BUS-7380 Qualitative Business Research Design and Methodology
Week 1
Amenia Payne
Dr. Lawrence Ness
May 17, 2020
Introduction to Problem
How an organization along with its performance is affected by human resource management (HRM) policies that play an important role in the organization for performance and growth of employees and organization is a widely discussed topic (Boudreau 1991; Jones& Wright, 1992; Kleiner 1990). Different sources contend that work rehearses that advance superior, for example, exhaustive representative enrollment and choice methods, motivator pay, and execution the executives frameworks, and broad worker inclusion and preparing, will in general upgrade the capacities of a company’s present and future representative’s information, aptitudes, inspiration, just as the maintenance of value workers (Jones and Wright, 1992; U.S. Division of Labor, 1993). The human asset strategies of the association will be in general assistance +7. The year 2006 was the year when HR managers noticed that were approximately 46% and considered employee turnover their top post priority in workforce and organization and that took the peak from 2012 that was 25% in that year.
Society for Human Resource Management (SHRM) explained that it has different causes for lessening employee turnover ought to be imperative for any association that involves (1) employee turnover can turn out to be exorbitant rapidly, (2) undesirable turnover influences the presentation of any association, (3) as the accessibility of talented representatives diminishes, it will turn out to be progressively hard to hold looked for after workers. According to a study, it was analyzed that employee turnover can be too costly that annually it can shoot up to 200% of annual salaries that is a great loss for organizations caused mainly due to turnover. Now with these staggering figures, it is very difficult for organizations today to fully understand the concept of employee retention and turnover and how to decrease the overall process and how to handle turnover (Mayhew, 2019). Similarly, trained employees and loyal workforce of the organization get replaced with new employees that take additional time to get trained hence organizations face a loss of time along with loss of resources and money (Iqbal, 2010). Employee turnover should only be done when it is essential for any organization to replace existing employees with new talent and that will only be done when organizations know that this turnover will give benefit and growth to the organization (Meyer, 2011). Employee turnover has termed as a risky choice as it involves the major risks in any organization for current and future project implications by human resource management (Iqbal, 2010).
An organization’s business strategic plans for execution should be contingent on current and potential employees. Through prior research, it was noted that intentions were placed on answering how can align human resource management practices with a competitive strategy creates a competitive advantage? (Begin, 1991; Butler, Ferris, & Napier, 1991; Capelli & Singh, 1992; Jackson & Schuler, 1995; Porter, 1985; Schuler, 1992; Wright & McMahan, 1992). Human Resource practices for a better strategic plan depend a lot on current and potential employees like these two play an important part in defining a strategic plan for any organization in order to have maximum output from potential and current employees (Ozala, 2014). Human resource management practices should be aligned with the strategic plan that includes potential and current employees for a better competitive advantage (Ongori, 2007). The following area talks about a portion of the meanings of representative turnover. The contemporary quickly changing business condition, described by constrained furthermore, rare work showcase, profoundly powerful purchaser inclinations, and developing rivalry, is a huge test for most associations. In their endeavor to answer these difficulties, the scholastic network and the rehearsing chiefs persistently emphasize the utilization of methodologies, which depend on the key capabilities and ability, gathered in the human assets.
A theory regarding HR’s policies which are providing a direct and financial contribution to the performance of the organization. Sparse resources were found to support this pragmatic theory. General HRM systems were excluded, with the main focus being on individual HRM practices. These practices imply a massive impact on organization’s business and strategic planning because the policies or human resource management are contingent on the workforce of the organization and which are the only resource for any organization to carry out success for the organization through human resource policies (Meyer, 2017).
Research Statement
The purpose of this qualitative study is to focus on general HRM systems rather than individual HRM practices. The qualitative study design will be used in which narrative data will be collected and analyzed to show a statistical and economical significance on productivity and turnover. This data will represent that a firm’s performance will be advanced to the degree of HRM practices when matched with its competitive strategy. Qualitative data will be gathered exploring high-performance work practices and their correlation to a firm performance from randomly sampled employees at competitive firms. The reason for using this form of data to generate data is to develop an in-depth understanding of overall HRM systems. Data will be then analyzed after collecting through various organizations and will match the results of the organization based on research questions and the output will be analyzed. This qualitative study is purely based on the performance of an organization that displays the policies of human resource management.
Research Questions
1. How are productivity and turnover affected statistically and economically, when general HRM practices are matched to the company’s competitive strategy?
2. Why are the results highly debatable when the data is pragmatic?
References
Iqbal, A. (2010). Employee Turnover: Causes, Consequences and Retention Strategies in Saudi Organizations
https://www.researchgate.net/publication/215912138_Employee_Turnover_Causes_Consequences_and_Retention_Strategies_in_Saudi_Organizations
Meyer, D. (2011). The role and impact of HRM policy
https://www.researchgate.net/publication/43919695_The_role_and_impact_of_HRM_policy
Ongori, H. (2007). A review of the literature on employee turnover
https://www.researchgate.net/publication/209835787_A_review_of_the_literature_on_employee_turnover
Ozola, I. (2014). The Impact of Human Resource Management Practices on Employee Turnover
https://www.researchgate.net/publication/275537922_The_Impact_of_Human_Resource_Management_Practices_on_Employee_Turnover
Slavianska, V. (2012). Measuring the impact of human resource management practices on employee turnover
https://www.researchgate.net/publication/264974819_Measuring_the_impact_of_human_resource_management_practices_on_employee_turnover