Chapter 1: Introduction
One of the primary objectives of HRM (Human Resource Management) is to improve the performance of companies (Shah and Ishfaq Khan, 2019). Condrey (2010) emphasised the significance of acquiring a competitive advantage through workers and reported the significance of numerous HR (Human Resource) practices needed to acquire this advantage. Adnan and Izzat Karim (2012) focused on the utilisation of a distinct and combined bundle of cooperatively reinforcing Human Resources over separate ones.
- The rationale of the research
Despite the significant amount of studies on the relationship between Human Resource Management and performance, the precise nature of this relationship in the healthcare industry stays uncertain (Harris et al., 2007). This is the primary reason why the researcher decided to conduct a study on the impact Human Resource Management practices have on the performance of the organisation in the health industry.
- The main aim and objectives of this research
This research aims to help readers understand the effect Human Resource Management have on the performance of organisations and employee outcomes within the healthcare industry, especially in the United Kingdom. Some of the main objectives of this research are:
- To understand how employee satisfaction level mediates the relationship between HRM practices and financial outcomes in the healthcare industry.
- To understand how employee satisfaction level mediates the relationship between HRM practices and organisational outcomes in the healthcare industry.
- To understand how employee satisfaction level mediates the relationship between HRM practices and HR outcomes in the healthcare industry.
- Research Question
- How does job satisfaction level mediate the relation between Human Resource practices and monetary results within healthcare organisations?
- How does job satisfaction level mediate the relation between organisational results and Human Resource practices in healthcare organisations?
- How does satisfaction level mediate the connection between HR outcomes and Human Resource practices within healthcare organisations?
Chapter 2: Literature Review
2.1 Human Resources Management practices and organisational performance
Various investigations have tested the relationship between HRM practices and the performance of organisations with normally useful outcomes. Previous studies within this area had changed the focus from testing the relationship between numerous HRM practices and the performance of organisations to figuring out how HRM practices impact the performance of the company (Dietz et al., 2005). Smith and Collins (2006) also tested the relationship that is stated above. Furthermore, Farndale et al. (2005) explorations also revealed similar outcomes. Nonetheless, new studies on the relationship between Human Resource Management practices and the performance of the organisation are confounded about the techniques for these researches. These explorations suggest that it is too early to presume there is a positive relationship between HRM practices and the performance of the organisation and content that further study needs to be conducted in the future using comprehensive research designs.
2.2 Human Resource Management and financial outcomes
Investigating the link between Human Resource Management and financial results is a significant research topic. Dietz et al. (2005) recognised the primary research problems inside the field. Human Resource Management is generally characterised as a set of worker administration activities, however, there is no agreement in regards to which Human Resource practices ought to be included within a detailed Human Resource Management checklist. As indicated by the frameworks approach, one ought to regard interconnected Human Resource practices that impact financial outcomes as a synergistic entirety.
Chapter 3: Research Methodology
3.1 Data collection
The researcher will consider acquiring secondary data for this research by critically analysing secondary data resources, for example, research articles and papers related to the research topic.
3.2 Research design
The researcher will be utilising a dataset that will include benchmark research conducted in UK nursing and home. Data from 2010 to 2013 will be analysed. The total research sample size will be 162 companies that took part in the research between 2010 to 2015 (around 35 per cent of all United Kingdom care organisations). Employee data will be obtained by analysing the results of a survey that was distributed during that period (61.061 people and the response rate was 42 per cent). Customers will be surveyed by utilising the Client Quality Index for long-term medical care. The monetary results will be gathered by critically analysing yearly reports (Vermeeren et al., 2014).
3.3 Data analysis technique
SEM (Structural Equation Modelling) analyses will be conducted to test all the 3 hypotheses. One of the main reasons why the researcher will be utilising Structural Equation Modelling analysis is because it will allow them to test the entire theoretical model at the same time. Lastly, it will also enable the researcher to simultaneously analyse the indirect and direct relationship between the dependent and independent factors (Beran and Violato, 2010).
3.4 Ethical considerations
A few of the ethical considerations that the analyst will take into consideration for this particular research is privacy. Since it is important to keep all the information that is provided by the respondents classified, to give the research participants the right to anonymity. The analyst will also make sure that they treat every respondent fairly. All the information that is provided by the respondents will be protected under the Data Protection Act.
References
Adnan, M. R. and Izzat Karim A. A. 2012. The impact of human resource management practices on corporate performance: Empirical study in Jordanian commercial banks. African Journal of Business Management, 6(41), pp. 10591-10595.
Beran, T. N. and Violato, C. 2010. Structural equation modeling in medical research: a primer. BMC Res Notes, 3.
Condrey, S. E. 2010. The Human Capital Phenomenon: Putting People First. Public Administration Review, 70(2), pp. 319-321.
Dietz, G., Boselie, P., and Boon, C. 2005. Commonalities and contradictions in HRM and performance research. Human Resource Management Journal, 15(3), pp. 67-94.
Farndale, E., Hailey, V. H. and Truss, C. 2005. The HR department’s role in organizational performance. Human Resource Management Journal, 15(3), pp. 49-66.
Harris, C., Cortvriend, P., & Hyde, P. 2007. Human resource management and performance in healthcare organisations. Journal of Health Organization and Management, 21(4/5), pp. 448–459.
Shah, A. U. and Ishfaq Khan, M. 2019. HRM-Performance Perspectives: An overview of Theoretical Challenges and Prospects. Engineering Economics, 30(3), pp. 382-393.
Smith, K. G. and Collins, C. J. 2006. Knowledge exchange and combination: role of human resource practices in the performance of high-technology firms. Academy of Management Journal , 49(3), pp. 544-560.
Vermeeren, B., Steijn, B., Tummers, L. et al. 2014. HRM and its effect on employee, organizational and financial outcomes in health care organizations. Hum Resour Health.
