Literature Review of the relationship between human resources management practices and employees’ performance and organisational performance using critical realist meta-theory.
Please, take into account the following points that I want to cover:
Outline of the chapter (kindly, writer if you have better suggestion for organising this chapter feel free to arrange the material in sequence and please make clear links between paragraphs and sections).
First paragraph: outlining the key points that will be critically reviewed and evaluated
(i.e. the structure the literature review takes and clarifying why)
The theories on relationships between HRM and performance, in particular, the human capital theory, underpinning the resource based view by Boxall and purcel 2008; Barney,1991 (RBV), (e.g. Sayer,2004 why critical realism and Harney) and the ability-motivation-opportunity (AMO) (see Jiang et al, p.77) for understanding their relationship with improving employees’ performance and organisational outcomes through using critical realist meta-theory to examine the underlying mechanism between inputs and outputs which in turn help to conceptualize the link between HRM-performance.
Second section: introduction (to show a gap in literature) such as although of the robust evidence for HRM-performance link according to scientific approach results, there is still a lack of understanding of the HRM-performance link. Also, there is a need for a critical and reflexive evaluation of what literature in terms of the link between HRM and performance should say (e.g Guest, 2010; Combs, Liu, Hall, & Ketchen, 2006; Hesketh and Fleetwood, 2006). This means that there is a need to unlock the black box (Purcell and Bxall) between HRM and performance in particular between selection, training and improving employee’s performance and organisational performance (see Jiang et al. 2012 p. 81)
2) The theory about HRM, a theory of human capital, a theory about performance and a theory how they are linked according to Guest (1997 HRM and performance: a review and research agenda, 2010) to understand the impact of HRM on performance (Karen Legge, 2005). She is critical in her approach to the performance. There is a need for a view of her understanding to performance. Paauwe et al 2004, Fleetwood and Hesketh, 2010. (i.e discussion)
3) In terms of performance HOW is it theorised and operationalised in previous studies. In this regard, how quantitative method of performance has been operationalized in previous research such as the health care sector. What’s wrong with quantitative methods (Fleetwood and Hesketh, 2010; Harney, Exploring the road less travelled in HRM-performance…). (there is a need for discussion)
4) A section of the current debate about the recent development of the human capital and theory of performance (e.g. Hesketh. A. 2014; Jiang et al., 2012; Combs et al 2006- How much do high-performance work practices matter? A meta-analysis…). In this regard, to identify the linkages between HR and performance i.e. to understand performance as opposed to measuring performance, in terms of identifying the linkages (e.g. employees’ ability, and perceptions to their behaviour since the organisation is not a profit company).
5) Employee engagement and their perceptions of HRM and its effects on organisational performance. (Baluch and Pienining, 2013 the relationship between employees’ perception of HRM and ….)
6) Summary of the chapter to indicate how the research questions emerged.
Key References, regarding (RBV) and (AMO) and HRM-P link (e.g. clarifying the construct of human resource systems: – Relating HRM to employee performance by Jiang et al., 2012; How does HRM influence organisational performance by Jiang et al, 2011; Boxall & Purcell, 2008)
– HRM-performance meta theory (Beyond Measuring the HRM organisational performance applying critical realist meta theory, Hesketh 2006); Explaining the performance of HRM by Fleetwood, 2010; and [Karen Legge, 2005. HRM Rhetoric and Realities], Theorising under theorising in research … Fleetwood and Hesketh 2007)
Aim of the research: is to examine the employees’ perceptions of the relationship between HRM policies and practices and employees’ performance for enhancing service performance within a large University and to provide a better understanding of HRM-Performance link. This is achieved by using the critical realist paradigm to examine the linkages between HRM practices such as recruiting, training and development practices and employees’ outcomes which in turn may improve organisational performance.