tác động của quản trị nguồn nhân lực đến hoạt động sản xuất kinh doanh của các doanh nghiệp vừa và nhỏ trên địa bàn tỉnh tn tóm tắt tiếng anh

23 498 0
tác động của quản trị nguồn nhân lực đến hoạt động sản xuất kinh doanh của các doanh nghiệp vừa và nhỏ trên địa bàn tỉnh tn tóm tắt tiếng anh

Đang tải... (xem toàn văn)

Tài liệu hạn chế xem trước, để xem đầy đủ mời bạn chọn Tải xuống

Thông tin tài liệu

Southern Luzon State University Republic of Philippines IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE IN SMALL AND MEDIUM ENTERPRISES IN THAI NGUYEN CITY A Dissertation Presented to The Faculty Graduate School Southern Luzon State University Lucban, Quezon In Partial Fulfillment of the Requirements for the Degree Doctor of Business Administration by LE KIM ANH (MAY) 2013 CHAPTER I INTRODUCTION Introduction Human Resource Management is the process of developing, applying and evaluating policies, procedures, methods and programs relating to the employment, motivation, maintenance, and management of people in the organization Human resources management include activities like strategic HRM, human capital management, corporate social responsibility, human resource planning, recruitment, selection, training and development, reward management, performance management, employee relations, health safety and employee well-being as well as provision of employee services It comprises a set of practices and policies designed to maximize organizational integration, employee commitment, flexibility and quality of work (Armstrong, 2009) Over the years, researchers have suggested many HRM practices that have the potential to improve and sustain organizational performance These practices include emphasis on employee selection based on fit with the company’s culture, emphasis on behaviour, attitude, and necessary technical skills required by the job, compensation contingent on performance, and employee empowerment to foster team work, among others Purcell et al., (2003) pointed out that the most successful companies had 'the big idea', they had a clear vision and a set of integrated values They were concerned with sustaining performance and flexibility which reveals a clear evidence of positive attitudes towards HR policies and practices, level of satisfaction, motivation and commitment, as well as overall operational performance Background of the study Small and Medium Enterprises (SMEs) have been recognized as important factor of the economy of many countries and Vietnam is not an exception According to the data from the ministry of planning and investment of Vietnam SMEs occupied for nearly 85% of the total of enterprises in Vietnam and contribute nearly 45% of annual GDP of the nation A significant amount of research has been conducted examining the relationship between HRM and firm performance In a recent review of the literature, Wright et al., (2005) found a total of 68 empirical studies looking at relationship between HRM and some aspect of firm performance The review focused specifically on published, empirical studies testing a relationship between an HRM system and performance Notably, all of the review studies reported at least one significant relationship between HRM system and performance Clearly from this review of the literature, there is an increasing agreement that a relationship does exist between HRM and firm performance For all the reasons above, the researcher would like to conduct the study: “Impact of Human Resource Management Practices on Organizational Performance in Small and Medium Enterprises in Thai Nguyen City” Statement of problems This study aimed to analyze the “Impact of Human Resource Management Practices on Organizational Performance in Small and Medium Enterprises in Thai Nguyen City” Specifically, it sought to answer the following questions What is the profile of the enterprises, in terms of: 1.1 Types of enterprise; 1.2 Form of owner ship; 1.3 Time of operated; and 1.4 Amount of employees? What are the SMEs’s HR practices as to: 2.1 Recruitment and Selection; 2.2 Training and Development; 2.3 Career Planning System; 2.4 Participation and Involvement; 2.5 Compensation and benefits; and 2.6 Performance Appraisal? What are the perceptual SMEs’s managers in organizational performances? What are the effects of these HR practices on the financial performance of SMEs? Hypotheses H1 Recruitment and Selection positively effects SME’s performance H2 Training and Development positively effects SME’s performance H3 Career Planning System positively effects SME’s performance H4 Participation and Involvement positively effects SME’s performance H5 Compensation and Benefits positively effects SME’s performance H6 Performance Appraisal positively effects SME’s performance CHAPTER II REVIEW OF LITERATUES AND RELATED STUDIES Roles of SMEs in the economy European Commission stated in the Recommendation 2003/361/EC in 2003 that SMEs play a central role in the European economy They are a major source of entrepreneurial skills, innovation and employment In the enlarged European Union of 25 countries, some 23 million SMEs provide around 75 million jobs and represent 99% of all enterprises SMEs are the engine of the European economy They are an essential source of jobs, create entrepreneurial spirit and innovation in the EU and are thus crucial for fostering competitiveness and employment Measures of the Human Resource Management System One of the long recognized limitations in the SHRM is the lack of a clear definition of the HR System construct Qualitative and meta-analytic review of the literature reveals considerable variability in how the HR System construct is defined and measured (e.g Arthur & Boyles, 2007; Boselie et al., 2006) Arthur and Boyles (2007) provide a useful discussion of this issue and propose a framework for more clearly defining HR System constructs Human Resource Principles HR Principles are conceptualized as organization leaders’ general view of the strategic importance of their human assets Early work by McGregor (1960) delineates two basic attitudinal orientations of managers regarding their employees and two corresponding managerial approaches The first, Theory X suggests a managerial attitude that employees are generally unmotivated and largely incapable of self-directed behavior These attitudinal assumptions imply that employees are largely disposable and interchangeable and manifest operationally in management approaches characterized by rigid hierarchies, narrowly defined jobs and a command and control management This is consistent with the Tayloristic approach referenced earlier Human Resource Programs Objective reports of HR programs by a key organizational informant, is the most common conceptualization of the HR system construct Three general classes of items have been used to measure HR Programs: 1) simple dichotomous “yes or no” responses regarding the existence of the program (e.g Huselid, 1995); 2) Likert scale items asking the degree to which the respondent agrees that a certain practice is in place (e.g Bae & Lawler, 2000); and 3) more objective reports of raw percentages of total employees covered by the program or, in the case of training, the number of hours an employee spends in training over some period of time (e.g Huselid, 1995) Human Resource Practices HR Programs and HR Practices are similar in that they seek to measure the existence and use of various HR programs However, they differ in that they seek this information from different sources These source characteristics have important implications on the properties of the construct (Arthur & Boyles, 2007) Human Resource Perceptions Here, as with the distinction between HR Programs and HR Practices, we have another conceptually distinct measure focused specifically on employee interpretations of HR Practices Impact of Human Resource Management to firm performance Recent academic research has attempted to demonstrate the impact of HRM on firm performance and the relationship between the practices and firm outcomes is discussed best in the strategic human resource management literature (Pfeffer, 1998; Rogers & White, 1998) Recruitment and Selection (R&S) According to Bratton and Gold (2007, page 239), recruitment is ‘the process of generating a pool of capable people to apply to an organization for employment’ and selection is ‘the process by which managers and others use specific instruments to choose from a pool of applicants the person(s) most likely to succeed in the job(s), given management goals and legal requirements Companies using a good selectivity in the hiring process ensure getting the right skilled and qualified people for the right job (Pfeffer, 1994; Huselid, 1995) According to Koch and McGrath (1996), there exists a positive relationship between HR recruitment and selection and labor productivity Training and Development (T&D) Companies intending to gain a sustained competitive advantage should help their employees raise their skills by receiving continuous training so that they can learn new things need to ensure quality improvement of the products and services of the company In organizations the training remains a major activity of Human Resource Development (HRD) practice (Nordhaug, 1989) for employee development and their competencies building (Gritz, 1993) To perform effectively, at a managerial position, employees go through dynamic process of training and development (Baldwin & Padgett, 1994) Career Planning System (CPS) Career Planning and Development Program, fostering organizational effectiveness, depends on the organization’s ability to transfer staff from a conventional model of expectation to one of increased responsibility for their own career growth and development (Martin, Romero, Valle & Dolan, 2001) Participation and Involvement “Coming together is a beginning, Keeping together is progress, Working together is success” Henry Ford Ford & Randolph (1992) said that Management Style, where subordinates contribute extensively in decision making with their leaders is Participatory Management Strauss (2006) said that participation is a process that allows employees to exercise some control over their work and the conditions under which they work Performance Appraisal The measurement of employees’ performance allows the company to provide compensation fairly to the deserving individuals according to certain predetermined criteria like employee competency, teamwork ability, initiative, soft skills and ethics Compensation and Benefits Bratton and Gold (2007, page 358) state that reward refers to ‘all of the monetary, non-monetary and psychological payments that an organization provides for its employees in exchange for the work they perform’ Motivating employees through a good reward system constitutes a difficult and challenging task for general managers as it can positively affect employees’ behavior toward their jobs and increase their commitment and thus their performance Perceived Organizational Performance (POP) In literature, various indicators of organizational performance have been used, perceptual measures of organizational performance were used by Delany & Huselid (1996) financial measures such as profit and financial ratios were used by Terpstra & Rozell (1993) the value added or sales of the organization per employee were applied by Black & Lynch (2001) and Cappelli & Neumark (2001) and physical measures of organizational productivity were used by Arthur (1994) Financial Organizational Performance (FOP) Greer (2001) examined financial performance of the companies and HRM practices, exploring the significant relationships between the variables Huselid (1995) studied 968 US organizations to explore the use of high performance work practices and found that productivity was influenced by employee motivation; financial performance was influenced by employee skills, motivation and organizational structures Return on Asset (ROA) and Return on Equity (ROE) are frequently used to measure financial performance by different researchers i.e Delery & Doty (1996) and Snell & Youndt (1995) Return on Equity (ROE) Financial performance is given by the ROE (net profit / equity, in book value) This indicator is very important for shareholders However, the ROE does not permit assessment of the profitability of all invested funds Return on equity (ROE) is repeatedly used to determine financial performance by HRM researchers Delery & Doty (1996) and Snell & Youndt, (1995) This ratio is used to determine how many times the company earned with respect to shareholders equity Return on Assets (ROA) ROA is an indicator of how profitable a company is in relation to its total assets ROA gives an idea as to how efficient management is at using its assets to generate earnings Dividing a company's annual earnings by its total assets, ROA is calculated in percentage Sometimes this is referred to as "return on investment" Conceptual Framework Independent Variables SMEs’s HR practices as to: + Recruitment and Selection + Training & Development + Career Planning + Participation and Involvement + Compensation and benefits + Performance Appraisal Dependent Variable ORGANIZATIONAL PERFORMANCE ANALYSIS + Perceived Organizational Performance + Organizational Finance CHAPTER III RESEARCH METHODOLOGY Locale of the Study The study was conducted June 2013 in Thai Nguyen City, which is situated in the Far North-East of Vietnam and surrounded by Bac Kan Province on the north, Tuyen Quang and Vinh Phuc provinces on the west, Lang Son and Bac Giang provinces on the east, and Hanoi on the south Population, Sample Size and Sampling Technique The population was composed of 2040 small and medium enterprises (SMEs), local in Thai Nguyen city, Thai Nguyen Province The sample population was determined using the Slovin’s formula with a 5% margin for sampling error, the sample size derived was 334 respondents The respondents were selected using random sampling technique sourced, however only 290 questionnaire were collected Description of Respondents The main respondents are managers of the small and medium-sized enterprises in Thai Nguyen City Statistical Treatment Items I Profile of respondents II Respondents’ perception III Reliability Methodology Data Frequency Count, Percentage Survey Weighted Mean, ranking Survey Exploratory factor analysis Coefficient alpha CHAPTER IV PRESENTATION ANALYSIS AND INTERPRETATION OF DATA 4.1 Reliability At initial stage coefficient alpha (Cronbach, 1951) was applied Data was analyzed to measure reliability The study computed separate and combined reliability estimates, which are similar to the normally used coefficient alpha statistics Cronbach value beyond (α = 0.7) signifies acceptable reliability (Cuieford, 1965) Inter item consistency reliability or Cronbach’s alpha reliability coefficients of one dependent, one mediating and six independent variables were obtained, they all were above (α = 0.70) Cronbach’s alpha calculated As the coefficients get closer to (α = 1.0) the better is reliabilities and coefficients, and less than (α = 0.60) are considered poor Recruitment & selection was measured by 10 items and had a Cronbach’s alpha of (α = 0.766), training & development scale contained 10 items with (α = 0.821) Cronbach’s alpha value, Career planning system was measured through 10 items and had Cronbach’s alpha of (α = 0.808), Participation and Involvement was measured through 10 items with Cronbach’s alpha of (α = 0.848), compensation and benefit was also measured by 10 item scale with Cronbach’s alpha (α = 0.815), Performance appraisal scale contained 10 items with (α = 0.776) Cronbach’s alpha and the dependent variable perceived organizational performance was also measured by 10 items scale with Cronbach’s alpha value of (α = 0.742) 4.2 The relationship between Human Resource Management practices and perceived organizational and financial performance Table 4.2.1 Variables Included in Analyses RS Recruitment and Selection TD Training and Development PA Performance Appraisal CP Career Planning System PI Participation and Involvement CB Compensation and Benefits OP Organizational Performance ROA Return on Asset ROE Return on Equity Correlation results are shown in Table (4.2.2) Correlations amongst variables are positive Correlation interpretation is based on following five classical rules introduced by Franzblau (1985) to interpret correlation coefficient amongst different variables,  (r = to 0.20) indicates negligible or no correlation  (r = 0.20 to 0.40) indicates positive but low degree of correlation  (r = 0.40 to 0.60) indicates positive moderate degree of correlation  (r = 0.60 to 0.80) indicates positive and marked degree of correlation  (r = 0.80 to 1.00) indicates positive and high degree of correlation All variables are treated symmetrically, i.e there is no distinction between dependent and independent variables Two variables are said to be correlated when they tend to simultaneously vary in the same direction If both the variables tend to increase or decrease together, the correlation is said to be direct or positive When one variable tends to increase and the other decreases, the correlation is said to be negative or inverse Table 4.2.2 Descriptive Statistics Range Minimum Maximum Mean Std Deviation POP 4.00 1.00 5.00 3.80 0.90 ROE 6.40 -1.94 4.46 0.26 0.59 ROA 1.63 -1.27 0.36 0.0366 0.150 RS 4.00 1.00 5.00 3.20 0.85 TD 4.00 1.00 5.00 3.32 0.85 CP 3.00 2.00 5.00 3.05 0.85 PI 2.00 3.00 5.00 3.10 0.86 CB 2.00 3.00 5.00 3.02 0.83 PA 4.00 1.00 5.00 3.21 0.85 Valid N (list wise) 290 Standard deviation is the balancing point for the distribution It serves as a basic measure of variability Smaller value of the standard deviation indicates that most of the observations in a data set are close to the mean, while a large value implies that the observations are scattered widely about the mean Table (4.2.2) is showing standard deviation and means values of different variables For POP (Mean = 3.80, S.D = 90), for RS (Mean = 3.20, S.D = 85), for TD (Mean = 3.32, S.D = 85), for CP (Mean = 3.05, S.D = 86), for PI (Mean = 3.10, S.D = 86) and for CB (Mean = 3.02, S.D = 83), for PA (Mean = 3.21, S.D = 85) All these values are indicating that there is a minute difference between answers given by HRM executives A generic argument can be developed on the basis of small value of standard deviation and high value of mean are indicative of respondents, questions asked from respondents agreement with the options for all the Table 4.2.3 Correlations Amongst Variables POP ROE ROA RS TD PA CP PI POP ROE -.052 ROA 081 001 RS 351(**) 01 -.022 TD 250(**) -.003 057 423(**) PA 334(**) 027 -.034 331(**) 446(**) CP 274(**) 059 -.058 378(**) 350(**) 423(**) PI 302(**) -.108(*) 015 337(**) 327(**) 370(**) 355(**) CB 220(**) 043 -.037 198(**) 0.053 220(**) 256(**) 412(**) CB **Correlation is significant at the 0.01 level (1-tailed) *Correlation is significant at the 0.05 level (1-tailed) Table (4.2.3) contains correlations for all variables and Table (4.2.2) contains descriptive statistics comprising upon values of standard deviation, mean, median, modes, minimum maximum values and range There is positive correlation amongst independent variables and dependent variable perceived organizational performance (r = 0.351, p < 0.01) correlation of recruitment and selection with perceived organizational performance with mean (3.2) and standard deviation (S.D =0.85) is indicating that there is positive and significant correlation between these two variables, proving that standardized and transparent selection system is part of organizational performance indicators Furthermore R&S insignificant correlation with ROE and ROA (r = 025, p < 01) correlation of Training and Development with perceived organizational performance showing mean (3.32) and standard deviation (S.D = 85) indicates that training will be beneficial for individuals and organizations when conducted after training needs analysis Training conducted in this fashion will ultimately increase the efficiency of the organization Secondly it indicates that training should focus on what the present job demands are in terms of desired Attitude, Skill, and Knowledge (ASK) rather than on those (ASK) that are somewhat connected to the current job While (r = 423, p < 01) is the highest value of correlation of Training and Development with Recruitment and Selection indicating that whenever there is a highly scientific and rigorous selection system, where line managers and HRM managers both participate in selection, valid and standardized tests are used for the selection of those who have desired knowledge, skills and attitudes, then training creates a more positive effect, otherwise training may not be a productive activity Performance appraisal is showing correlation (r = 334, p < 01, mean = 3.21 and S.D = 85) with perceived organizational performance indicating that performance of those employees will be good who have been selected through standardized procedures with the right caliber and combined opinion of different concerned managers Correlation (r = 446, p < 01) between performance appraisal and training is the highest proving that training based on the needs identified through appraisal has a better fit Training needs identified from performance evaluation process, considering the opinion of all concerned stakeholders as realistic and useful Correlation (r =.331, p < 01) with recruitment and selection is indicating that PA is positively linked with RS The significant association between performance appraisal and organizational performance reflects the psyche of the SMEs in Thai Nguyen city that the performance of the employees is measured on the basis of quantifiable results The appraisal system in these organizations can be growth and development oriented, if, the performance based feedback employees of and counseling the organizations Employees are provided with have more faith on the performance appraisal system and the appraisal system will have a strong influence on the individual and team behavior Career planning (r = 274, p < 01, Mean = 3.05 and S D = 85) with perceived organizational performance are presenting positive and significant relationship When organizations focus on career planning their employee performance and perceived organizational performance is enhanced Furthermore (r = 378, p < 01) with recruitment & selection, (r = 350, p

Ngày đăng: 30/08/2014, 22:36

Từ khóa liên quan

Tài liệu cùng người dùng

  • Đang cập nhật ...

Tài liệu liên quan