research proposal human resource management pdf

The research–practice gap in the field of HRM: a qualitative study from the academic side of the gap

• Review Paper
• Published: 15 June 2020
• Volume 15 , pages 1465–1515, ( 2021 )

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• Jesús de Frutos-Belizón   ORCID: orcid.org/0000-0002-3194-6910 1 ,
• Fernando Martín-Alcázar 1 &
• Gonzalo Sánchez-Gardey 1  

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In recent studies, researchers agree that there is a substantial gap between research and practice in the field of human resource management (HRM). The literature exploring the causes and consequences of this gap does not represent a finely structured discourse; it has focused on analysing the gap from the practitioner side, and it is based on opinions and theoretical discussions rather than on empirical evidence. In this paper, we try to shed some light on this so-called “valley of death”. We attempt to identify the causes underlying the disconnect between academics and professionals in our field by drawing on empirical qualitative evidence obtained from interviews with 15 expert academics in the field of HRM. Thus, the approach presented in our work differs from that of the prior literature in that it is focused not on the opinions of individual authors but on the personal experiences of a larger expert sample composed of independent, experienced scholars in the area. Based on in-depth semi-structured interviews, we analyse the factors explaining why academics are not always willing to focus their research on professional needs or orientate their research outputs to the practitioner community.

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Acknowledgement

This study has benefited from financing from the Research Project ECO2014-56580-R of the Spanish Ministry of Economy and Competitively, and the Research Projects P12-SEJ-1810 from the Andalusia Government (Spain) and PR2016-018 (Research Projects University of Cadiz).

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The authors appear in alphabetical order and have contributed equitably to this work.

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Department of Business Management, University of Cádiz, Cádiz, Spain

Jesús de Frutos-Belizón, Fernando Martín-Alcázar & Gonzalo Sánchez-Gardey

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Correspondence to Jesús de Frutos-Belizón .

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• Notes: The academics interviewed appear in alphabetical order. This order is not related to the number assigned to each academic interviewed. All information about the interviewees was obtained through Elsevier’s Scopus database and public information in their CVs
• *The Centre for Performance-led HR (CPHR) at Lancaster has been successful at bringing together world–class academic experts to work with top HR directors to overcome the most pressing issues facing senior HR specialists. It is a unique partnership between Lancaster University Management School and major corporations and was nominated as one of five Outstanding Employer Engagement Initiatives in the 2009 Times Higher Education Awards
• **NIHR Patient Safety Translational Research Centres (PSTRCs) work to pull advances in basic research with potential relevance to patient safety into an applied research setting
• ***The LINK Research Institute, based at Dublin City University Business School, sets out to understand the factors that contribute to successful organisations, both private and public, in Ireland and internationally. The LINK Research Institute enjoys mutually beneficial collaborations with a wide range of organisations. This includes various consulting projects with a wide range of organisations such as: Fáilte Ireland, Enterprise Ireland, The Electricity Supply Board, The Health Service Executive, The Department of Social Protection, Novartis, Intel, Mars, Airbus and Pfizer
• ****The Global Future of World Foundation aims to help Business, Academia and Goverments around the globe to prepare the workforce of the future for a sustainable world by detecting and predicting trends and paradigms for successful transformation ( http://globalfutureofwork.com/ )
• + The Institute for Business Research serves as the hub for externally funded business research within the Broad College of Business, and as part of the Michigan State University (MSU) campus-wide research infrastructure, collaborates with other MSU Colleges/Departments as well as the Offices of Regulatory Affairs, MSU Technology, Sponsored Programs, Business Connect and Contract and Grant Administration
• ++ The People Management Center (PMC) is an organization located with the department of Human Resource Studies at Tilburg University, which serves as a platform for global HR excellence to connect staff and students of the department, TIAS Business School and the business partners in the HR field

Appendix 2: Interview guide

According to your research experience, do you consider that research is individual or collective? What individuals or agents do you collaborate with in the development of your research projects?

Could you say that you have a stable research group? Do you have stable relationships with agents outside the group?

Could you briefly describe how work is normally organized in the research projects in which you participate?

Do you engage with professional partners in the development of research? How was this experience? What difficulties and benefits did you find in these collaborations?

Normally, what motivates your choice of research topics?

Could you specify the different steps of the research processes conducted in your group?

Which of them do you think are more important?

Do you think your research is relevant to the professional community?

Have you ever carried out a research project collaboratively with the professional community?

Do you consider that research in our field must be produced only for academics? Is it considered possible or viable to produce research jointly with the professional community?

How much time would you say that the whole process takes, from the time you have a stimulus to research until the time an output is generated?

What specific steps of the process do you feel are more time-consuming?

Do you usually change your research ideas and initial impressions after contrasting them with the rest of the members of your research team? Do you also do this with non-academic agents?

Does your research group have formal procedures (such as regular meetings) established? Do they incorporate external agents?

Could you say that the group has established routines to develop research activities?

Does your research team have a strong shared culture?

What do you think are the skills, knowledge or experience necessary to carry out a successful academic career? How would you describe a successful researcher in terms of knowledge, skills and experience?

How are these skills distributed in your group? Are there members specialized in some specific activities or phases of the research process?

How would you describe internal relationships within your research team?

Have you ever had communication problems between the members of the unit? How would you describe your communication with external and/or professional agents?

How is your research normally funded?

Do you receive funding from non-academic institutions, such as firms or professional foundations?

How do you think that the prevalent academic culture affects the development of your research?

Could you describe the process through which your research results are disseminated?

What are the criteria used to select the specific means through which research results are disseminated? To what extent do you make use of non-academic or professional channels?

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de Frutos-Belizón, J., Martín-Alcázar, F. & Sánchez-Gardey, G. The research–practice gap in the field of HRM: a qualitative study from the academic side of the gap. Rev Manag Sci 15 , 1465–1515 (2021). https://doi.org/10.1007/s11846-020-00397-x

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Received : 27 June 2017

Accepted : 01 June 2020

Published : 15 June 2020

Issue Date : August 2021

DOI : https://doi.org/10.1007/s11846-020-00397-x

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THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE(MBA THESIS)

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The study aims to identify the level of effectiveness in Human Resource Management (HRM) and its impact on employees' satisfaction in the banking sector of Jordan. A questionnaire was developed and administered to 540 employees in the banking sector of Jordan out of which 406 were returned to test research hypotheses. The findings revealed a high level of effectiveness of all HRM practices combined and for four individual practices (HR planning, staffing, training & development and performance appraisal); while, a medium level of compensation effectiveness was yielded. It has been found that employees' satisfaction level was medium. A strong positive relationship has been identified between the effectiveness of HRM and employees' satisfaction. The study recommended improving financial compensation system of banks, which would positively increase the level of employees' satisfaction. On the other hand, comparative studies between Islamic banks and commercial banks are highly suggested.

Bukola Babayeju

In the altering competitive environment, human resources are considered as one significant source for competitive advantage. The human resource systems can subsidize to persistent competitive advantage through enabling the expansion of competencies that the organization needs for its development. The findings revealed that the positive statistical relationships were found between the human resource management practices and organizational performance. The fundamental linkage between HRM practices and organizational performance will enable the HR managers to design packages that will bring out better operating results to attain higher organizational performance. When the organizations grip, gadget and evaluate these practices effectively, then ultimately it will culminate at the higher performance in the organization. Data was collected from the employees working in commercial banks in Dera Ismail Khan. The same data was then analyzed by using diverse statistical tools (correlation & regression analysis).

Usman Khalid

Middle-East Journal of Scientific Research

Procedia - Social and Behavioral Sciences

Didem Paşaoğlu

ERDOGAN KOC , Doç.dr. Nihat Kaya

International journal of academic research in accounting, finance and management sciences

sarina mohd nor

Euro Asia International Journals

In the present era of dynamic business environment, organisations are being posed with new challenges every day. Globalisation, Liberalisation, Mergers and Acquisitions, advances in communication and information technology, changing mix and values of workforce have created enormous challenges for business organisations. The sustainability and success of business organisations depends upon, how effectively these organisations use their resources. To cope with these challenges, human resources play very crucial role. Human Resource Management focuses on optimal utilisation and management of human resource capital to achieve maximum output. Effective human resource management encompasses wide spectrum of approaches and strategies starting from HR planning, Recruitment and Selection till the Separation of employees. The present study attempts to gain insight into HRM practices being followed by Public and Private sector banks and judge the satisfaction level of employees from these practices. A structured questionnaire is constructed containing various questions on three major dimensions of HRM i.e Recruitment & selection, Salary and Compensation, Training and Development. Survey on sample of 100 respondents from both the Public and Private sector Banks has been administered for the purpose of this study. The data is analysed using statistical measure of Chi Square test using SPSS. Keywords: Human Resource Management, Employee Satisfaction, Recruitment and Selection, Salary and Compensation, Training & Development, Chi Square Test

Abdirahim Abukar

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