The Effective, Dissertation – Conclusion Example

Statement of Your Research Problem or Area of Inquiry:

New theories and practices, in the field of Human Resources, have resulted in extensive studies made in strategic human resource management (SHRM). However, most researchers focused on the general human resource practices and their implementation inside an organization (Heetderks, 2009). This study will highlight the consequence of effective training practices and selection and the influence on organizational performance. According to Orlando and Johnson (2001), individual performances and organization system improve drastically with the effective implementation of standard HR practices. Employee selection and training allow managers acquire strategically and develop human capital to promote change in an organization (Van Iddekinge et al., 2009).

Theories or Prior Research Related to the Problem or Area of Inquiry:

The main theory in this study is prospect theory. Prospect theory posits individuals hold beliefs about their organizations. Extended prospect theory and examined the possibility of potential bias in data about organizational human resource (HR) practices. At a glance, this study is to cultivate some research questions that are cross-sectional and may appear to be longitudinal (Kaa & Netherlands, 2008). Consider the question “What factors are cross-sectional and longitudinal? The uses of decision makers based on personal experiences, perceptions, along with interpretations. Thus, information about organizational performance communicated by individuals within the organization may be predictive of within the organization.

Goals, Purpose and Potential Significance of Your Research:

The purpose of this quantitative correlation research is to examine the relationship between SHRM functions and its impact on organization performance. The results of this study may help firms bring in the finest talent and choose members that will maintain a competitive advantage in the organization. Sales and financial markets, commission can be compared to better assess high performers verses low performers. Employee background and performance, can be used as an advance indicator to measure the correlation between education levels and performance verses experience and performance (Burnett, Pollack, & Hoyt, 2010; Heslin & VandeWalle, 2008; Yorkston, Nunes, & Matta, 2010).

Your Research Population and How You Will Draw Upon This Population for Your Research Inquiry:

The quantitative research will be carried out on members of major financial, and retail industries. The respondents will comprise of full-time HR employees, and members of Information Technology, accounting, and management departments. The best range for this study group will extend across a variety of duties (Van Iddekinge et al., 2009). The targeted population will come from companies with 1000 employees familiar with the implementation of Strategic Human Resource Management. A simple random sample will help avoid bias in the study. A computer program will randomly select the required cases from a list of all employees, (Singleton and Straits, 2010).

Examples of Research Data That May Be Collected:

Statistical analysis can be executed to assess quantitative metrics that best interpret company data. A company calendar will be used to track past events as they correlate with the company’s fiscal quarter and to assess individual employee performance in relation to how they perform during stressful times of the year.

Other Information about Your Dissertation Proposal:

Additional metrics in this study will measure a wide range of performances that relate indirectly to strategic human resource management. The relevant data will be evaluated to the study prior to incorporating them. Time variables, year and month, during certain performance assessments, and rare conditions such as family issues, corporate culture and social climate of the company will be accounted for. To account for these variables, measures will be put in place; for example weighted averages will be used in cases where one month might traditionally be more productive than another, or shorter or longer than another, due to holidays.

References

Kaa, E. J., & Netherlands Research School for Transport, Infrastructure and Logistics. (2008). Extended prospect theory: Findings on choice behaviour from economics and the behavioural sciences and their relevance for travel behaviour. Delft, The Netherlands: Netherlands TRAIL Research School.

Gomez-Mejia, L. R., Balking, D.B., & Cardy, R. (1995). “=Managing human resources. New York: Prentice-Hall International, Inc.

Heslin, P. A., & VandeWalle, D. (2008). Managers’ implicit assumptions about personnel. Current Directions in Psychological Science, 17(3), 219-223. doi:10.1111/j.1467-8721.2008.00578.x.

Orlando, R. C. and Johnson, N. (2001). Strategic human resource managment effectiveness and firm performance. international Journal of Human Resource Managment, pp. 299-310.

Price, A. (2007). Human resource management in a business context. Florence, KY: Cengage Learning.

Van Iddekinge, C. H., Ferris, G. R., Perrewé, P. L., Blass, F. R., Perryman, A. A., & Heetderks,  T. D. (2009). Effects of selection and training on unit-level performance over time: A latent growth modeling approach.  Journal of Applied Psychology, 94(4), 829-843.          doi:10.1037/a0014453

Wright, P. M. & Nishii, L. H. (2006). Strategic HRM and organizational behavior: Integrating multiple levels of analysis (CAHRS Working Paper #06-05). Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies. Retrieved from <http://digitalcommons.ilr.cornell.edu/cahrswp/405/>