The Importance of Human Resource Management

Question

REQUIREMENTS:
• You must include 3 articles in your annotated bibliography, each annotation should be at least 2 paragraphs (½ page). 
• In the first paragraph, you must provide a summary or description of your article.
• In the second paragraph, you must analyze and critique the article, explain how it fits in your research.
• Please follow APA format. 
WHAT IS AN ANNOTATED BIBLIOGRAPHY?
An annotated bibliography is a list of citations to books, articles, and documents. Each citation is followed by a brief descriptive and evaluative paragraph, the annotation. The purpose of the annotation is to inform the reader of the relevance, accuracy, and quality of the sources cited.
THE PROCESS
Creating an annotated bibliography calls for the application of a variety of intellectual skills: concise exposition, succinct analysis, and informed library research.
First, locate and record citations to books, periodicals, and documents that may contain useful information and ideas on your topic. Briefly examine and review the actual items. Then choose those works that provide a variety of perspectives on your topic.
Cite the book, article, or document using the appropriate style.
Write a concise annotation that summarizes the central theme and scope of the book or article. Include one or more sentences that (a) evaluate the authority or background of the author, (b) comment on the intended audience, (c) compare or contrast this work with another you have cited, or (d) explain how this work illuminates your bibliography topic.
CRITICALLY APPRAISING THE BOOK, ARTICLE, OR DOCUMENT
For guidance in critically appraising and analyzing the sources for your bibliography, see How to Critically Analyze Information Sources. 
CHOOSING THE CORRECT FORMAT FOR THE CITATIONS
Use American Psychological Association (APA) style. See the middle section for an example of an APA style annotated bibliography.


HOW TO WRITE AN ANNOTATED BIBLIOGRAPHY
Visit the following websites for further explanation and examples.

1. http://www.lib.uoguelph.ca/assistance/writing_services/resources/components/documents/writing_an_annotated_bibliography.pdf
2. http://www.lib.sfu.ca/help/writing/annotated-bibliography
3. https://owl.english.purdue.edu/owl/resource/614/01/
a. https://owl.english.purdue.edu/owl/resource/614/03/

Answer

Name:

Institution:

Huselid, M. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635-672.

            The aim of this article is to evaluate the relationship between HRM practices, specifically high performance practices, and firm performance. Findings indicate that the impact of these practices on both corporate financial performance and employee outcomes is statistically and economically significant. The impact in terms of corporate financial performance portrays both short-term and long-term aspects while that of employee outcomes portrays intermediate aspects. However, Huselid (1995) found that competitive strategy did not play a significant contingent role as far as links and interrelationships between high performance practices and firm performance were concerned.

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            The article fits in this research study because it highlight the various ways in which HRM practices can affect crucial organizational variables, namely productivity, turnover, and financial performance. Moreover, the author has relied on a large national sample to enhance the validity of findings. It has been published in a credible academic journal and is intended for an academic audience, hence making it an ideal source for the current research project.

De Saá-Pérez, P. & García-Falcón, J. (2002). A resource-based view of human resource management and organizational capabilities development. International of Human Resource Management, 13(1), 123–140.

            This article sets out to analyze the role that human resource management plays in influencing organizational capabilities as well as the firm’s performance. To explain this relationship, a resource-based view of the organization is adopted. Findings indicate that both organizational capabilities and overall firm performance are significantly influenced by human resource decisions that have been integrated into a comprehensive human resource system.

The approach used to probe the relationship among variables is appropriate because it is based on the theoretical propositions that have been made at the beginning of the study. Another important observation is that the authority of the authors in this discipline cannot be questioned; they have authored many other scholarly articles on the subject of human resource management. Moreover, their use of an empirical research involving a nationwide sample and their subsequent decision to publish findings in a peer-reviewed journal makes the source credible for the current study.

Schuler, R. & MacMillan, I. (1984). Gaining competitive advantage through human resource management practices. Human Resource Management, 23(3), 241-255.

            The aim of this paper is to investigate how HRM practices can be used to help companies gain competitive advantage. The author observes that there is a tendency for firms to fail to capitalize on many superior attributes of human resource management in order to gain competitive advantage. Findings indicate that although many companies are aware of the critical role that their human resources play, they are yet to conceptualize them in a manner that can create a competitive advantage. This phenomenon has led to many foregone opportunities to gain competitive advantage through initiatives related to human relations management.

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            This study will be a useful reference point for the investigation into the missed opportunities companies are encountering by failing to use HRM practices to gain competitive advantage. The credibility of these findings should not be questioned because the article has been published in a peer-review journal that is routinely scrutinized by experts in the discipline. However, the authors have adopted an overly negative attitude towards the ability and willingness by corporations to use the right approaches while exploiting their HRM capabilities to full potential.

Guest, D., Michie, J., Conway, N. & Sheehan, M. (2003). Human resource management and corporate performance in the UK. British Journal of Industrial Relations, 41(2), 291-314.

            This study uses longitudinal and cross-sectional data obtained from 366 UK companies to assess the ways in which human resource management influences corporate performance. Findings indicate that increased use of HRM may help companies achieved increased profitability from each profitability but it does not lead to higher productivity. Another crucial finding was that labor turnover decreases with an increase with the use of HRM. However, subjective performance estimates created a different picture, indicating that HRM is strongly associated with both financial performance and productivity.

            This article provides insightful ideas on areas of consensus and controversy as far as the relationship between HRM and corporate performance is concerned. Thus, it will be a useful source especially in the literature review chapter. The authors have provided extensive citations from related literature, making it easy for a comparison to be made on the views of different HRM scholars.

References

De Saá-Pérez, P. & García-Falcón, J. (2002). A resource-based view of human resource management and organizational capabilities development. International of Human Resource Management, 13(1), 123–140.

Guest, D., Michie, J., Conway, N. & Sheehan, M. (2003). Human resource management and corporate performance in the UK. British Journal of Industrial Relations, 41(2), 291-314.

Huselid, M. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635-672.

Schuler, R. & MacMillan, I. (1984). Gaining competitive advantage through human resource management practices. Human Resource Management, 23(3), 241-255.

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