Strategic Human Resource Management and Business Performance – Complete Phd and Masters Thesis

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Table of Contents

Chapter 1: Introduction
1.1 Background of the Study
1.2 Rationale for the Study
1.3 Objectives of the Study
1.4 Limitations of the Study
1.5 Scope of the Study

Chapter 2: Literature Review
2.1 The Concept of Strategic Human Resource Management
2.2 The Relationship Between HRM and Business Performance
2.3 Strategic HRM Practices and Business Performance
2.4 Theoretical Frameworks on Strategic HRM and Business Performance
2.5 Empirical Studies on Strategic HRM and Business Performance

Chapter 3: Research Methodology
3.1 Research Design
3.2 Data Collection Methods
3.3 Data Analysis Techniques
3.4 Sampling Strategy
3.5 Ethical Considerations

Chapter 4: Discussion of Findings
4.1 Analysis of Data
4.2 Interpretation of Results
4.3 Comparison with Existing Literature
4.4 Implications for Practice
4.5 Recommendations for Future Research

Chapter 5: Conclusion and Summary
5.1 Summary of Findings
5.2 Conclusion
5.3 Practical Implications
5.4 Contribution to Knowledge
5.5 Suggestions for Further Research

Overview:

Strategic Human Resource Management (SHRM) is a management approach that aligns human resource practices with business goals and objectives to maximize organizational performance and competitiveness. The strategic management of human resources has been shown to positively impact business performance through various HR practices such as recruitment, training, performance evaluation, and rewards systems.

Numerous studies have examined the relationship between SHRM and business performance, and the majority have found a positive correlation between the two. Strategic HRM practices, such as employee training and development, performance-based compensation, and employee involvement in decision-making, have been shown to improve employee productivity, organizational competitiveness, and financial performance.

The theoretical frameworks that underpin SHRM and business performance research include the resource-based view (RBV), the contingency theory, the social exchange theory, and the human capital theory. These frameworks emphasize the importance of aligning HR practices with organizational goals, investing in employee development, and creating a positive work environment to enhance business performance.

Empirical studies on SHRM and business performance have provided evidence of the impact of strategic HRM practices on organizational outcomes. These studies have highlighted the importance of HR as a source of sustainable competitive advantage and the role of HR practices in driving organizational success.

In conclusion, the strategic management of human resources plays a crucial role in enhancing business performance and organizational effectiveness. Organizations that adopt strategic HRM practices are better positioned to attract and retain top talent, improve employee morale and engagement, and achieve long-term business success. The findings from this research will contribute to the existing body of knowledge on SHRM and business performance and provide valuable insights for practitioners and researchers in the field.

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