Relationship Between Human Resource Management and Organizational Performance in Manufacturing Firm

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Topic: Relationship of Human Resource Management and Organizational Performance in Manufacturing Firm British Millerain Co Ltd UK.

Topic: Relationship of Human Resource Management and Organizational Performance in Manufacturing Firm British Millerain Co Ltd UK.

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“This research proposal is my own original work and has not been submitted elsewhere in fulfilment of the requirements of this or any other award”

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Introduction

Examining the relationship between organisational performance and human resource management (HRM) at a manufacturing firm (Millerain Co Ltd) in the UK is the goal of this study. In the UK. The aim is to identify the HRM practices that are most effective in improving performance and employee engagement in the manufacturing sector. The study will examine the impact of HRM practices on employee engagement, motivation, and performance and investigate how these practices affect the overall performance of the organization. Following theories will be applied i.e. Resource Based View of the firm, Human Capital Theory, & Organizational Learning Theory

The study will use qualitative research methods. The structure of this study includes the introduction, literature review, research design and methodology, data analysis and results, discussion and conclusion. The literature review will provide a critical overview of the existing literature on HRM and organizational performance in the manufacturing sector in the UK, highlighting the main theories, concepts, and empirical evidence. The research design and methodology section will explain the methods used to collect and analyze the data, while the data analysis and results section will present and discuss the findings. The discussion section will interpret the findings in the context of the literature review and provide practical implications for manufacturing firms, while the conclusion will summarize the study's main findings and contributions.

Background Research

The business landscape is evolving rapidly, with factors such as globalization, evolving customer and investor expectations, and intense competition in product markets driving the change. To remain competitive in this dynamic environment, organizations must consistently enhance their performance by cutting costs, innovating products and processes, and enhancing quality, efficiency, and time-to-market. Human resources, the individuals who make up an organization, are recognized as a critical resource for modern companies. (Tiwari, 2012).

Human Resource Management Practices

Human Resource Management Practices (HRMP) refer to the methods used to manage people within an organization (Armstrong, 2012). An organization can select HRMPs that best suit its operational needs. Employment security, focused selection, decentralised workplace teams, high compensation connected to organisational performance, employee training, less status differences, and sharing company information with employees are seven HRMPs that Pfeffer (2008) identified as having an impact on firm performance. Ahmad and Schroeder (2003) suggested that without complementary HRMPs that collaborate to establish a consistent socio-technical system in the workplace, employing advanced technology and innovative manufacturing processes alone cannot significantly increase operational performance.

Organizational Performance

There are varying perspectives among researchers regarding the me