HR Development in Improving Organisational Performance in Saudi Arabian Ministries - Research Proposal Example

Research Proposal The impact of electronic management and the role of human resources development in improving organisational performance in Saudi Arabian ministries Introduction Electronic management is an approach that has been extensively adopted within many organisations in recent times to provide assistance in undertaking various responsibilities. Human resources development (HRD), on the other hand, has not been applied within many organisations although it is meant to improve the performance requirements in organisations (Katou 2009). The combination of the electronic management and human resource development strategies within organisations provides a platform upon which human resource strategies for improvement of organisational performance can be undertaken. These strategies are utilised for the improvement of the efficacy of operations and ultimately the performance of the organisation. Both of these human resource strategies can be applied within many organisational operations to enhance the improvement of services within such institutions. With the Saudi Arabian ministries, the electronic management and human resources development strategies have been applied in seeking to improve the service delivery within the government. Electronic management has enhanced the delivery of very many services through online platforms, which the human resource development aspects has been aimed at ensuring improvement of the service delivery aspect (Afiouni et al. 2014). The approaches have been implemented within the government departments as a way of improving the operations of the government. A significant level of improvement in the service delivery within the ministries has been observed within the government. The contributions of most of the approaches towards the performance of the institutions upon which they have been applied is prescriptive and the impact cannot be easily measured. Statement of the problem The implementation of electronic management and human resources development strategies is essential in seeking to improve the performance of any organisation. The measurement of the improvement within the service delivery operations however remains relatively difficult as the outcomes of the implementation cannot be quantified. While the Saudi government has effectively adopted these two human resource strategies in many of the ministries, their impact in the improvement of services has not been clearly defined (Saeed et al. 2013). The link between the impact of these strategies and business performance remains an elusive element that cannot be clearly identified. This study seeks out to explore the impact of human resource development and electronic management approaches in the context of improving performance at Saudi Arabian ministries. The study recognises that despite the adoption of these HRD strategies by the government, the improvement which has been achieved might not be directly linked to the presence of these strategies within the government ministries. Study objectives The objectives of undertaking this study will include the following To establish the impact that electronic management and HRD approaches have had upon the performance of ministries in Saudi Arabia. To determine the causal path of the relationship between these approaches and the performance of the ministries. Scope of the study The study seeks to examine electronic management and human resources development strategies in the Saudi Arabian ministries in order to establish their impact of the performance. This study will, therefore, be limited to the two human resource strategies and the impact on the performance. With different levels of performance existing within structural organisations, the study will be limited to the process level of performance, which is the mid-level performance. Theoretical framework The study seeks to establish the existing relationship between the independent variable and the dependent variable in the context of the research. Based on the philosophy that HRM strategies are implemented with the purpose of improving performance, the focus of this article is on the role played by HRD and electronic management on the performance of the organisations. The objectives of these independent variables are increasing the abilities and motivation of the employees as a way of improving the overall organisational performance. Organisations cannot operate at the same level of performance and this discrepancy is associated to the inimitable pool of organisational resources and capabilities. While the resources might be available the capabilities mainly lie with the human resource hence it is a degree of the value with which the employees are capable of utilising the available resources. The utilisation of electronic management and the implementation of Human resources development strategies are all aimed at improving the performance. The research will seeks to establish the existing linkage between the independent variables and the dependent variable in the study. The study will focus on measurement of organisational performance from the perspective of the operations and not financial performance. Definition of variables Human resource development (HRD) is an independent variable that has been defined as the empowering of employees through fostering their contributory capacities in seeking to bring improvement to the quality of services within an organisation. Through focusing on the development at the individual level of capacity, the approach is able to achieve an organisational level of capacity improvement. The process involves various activities like training and providing opportunities to employees for learning new skills. Electronic management is the second independent variable defined as the application of computer software and other resources in enhancing the performance of managerial activities. The implementation of these systems seeks make easier the management functions through providing an easier way of organising various managerial functions and capabilities. It involves the utilisation of internet based resources, mainly records which are essential in assisting managers in performing their daily functions. Performance is defined as a dependent variable in the form of organisational contributor outputs of productivity. It can therefore be identified as the means thorough which organisations are able to meet their goals. While it is moderately easy to quantity performance with business operations in the manufacturing industry, it is relatively difficult to measure performance in a service industry. Within the context of service delivery, performance can be measured through cycle time, quality of services and the rate of return. Literature review The relationship between organisational performance and human resource management is an element that has been extensively studied by various individuals. Many of the studies undertaken within this perspective have been seeking to establish the existence of relationships between different operational elements of an organisation and the outcomes of such operations (Guest 2011). The elements normally range from human resource strategies to approaches which are undertaken in seeking to ensure employees within an organisation are comfortable. Such strategies seek to eliminate organisational conflicts emanating from disagreements occurring between management and the employees. Without the constant conflicts that occur in organisations, the employees become motivated and the working environment becomes conducive for performing operations effectively. The human resource development which is undertaken within many organisations seeks to enhance the capabilities of employees and skills as well. This is normally assumed that it will be able to achieve a considerable improvement of the capability for the employees to undertake different activities which they could not have undertaken with their previous level of skills. This development includes elements like training and providing learning opportunities as a way of empowering the employees (Buller & McEvoy 2012). Once this has been achieved at the individual level, the results are also replicated at the organisational level and the ultimate improvement can be observed within the organisation. Focusing on improving the people within an organisation therefore can result in a similar improvement in the performance of the entire organisation. The provision of resources within the working environment is a key factor that enhances the capacity for employees to perform different responsibilities. With the necessary resources being availed to employees, a level of motivation is achieved as a result of the working environment becoming relatively simplified. Such resources include the working equipment and other necessary items utilised in performing various activities. The continued improvement of these resources is required in seeking to ensure that they are updated and are in line with current technological advancements (Bourne et al. 2013). This has resulted in the application of computer systems in modern management within many organisations. In modern human resource management, the element of electronic management has continuously gained popularity within many industries. Electronic management has been extensively utilised in different aspects like record keeping in seeking to enhance the record keeping and retrieval of information. The creation of electronic databases for information has simplified the management through providing a platform for eliminating bulky information centres. The process of retrieving the information becomes relatively quick since the capacity to share files becomes improved through internet communication. These systems normally improve the process of management by making information readily available to aid in the decision-making process (Jiang et al. 2012). These systems make the entire organisation to be efficient in the management of various elements which require internal information. Efficiency within the operations of organisations is normally aimed at ensuring that the overall achievement of the goals and objectives increases. Considering that many factors affect the outcomes of organisations in terms of performance, management within the organisation presents a leading factor influencing the performance (Garavan 2007). This is mainly because management involves making decisions aimed at increasing effectiveness and efficiency within the organisation. Human resource management, which is directly linked with the development of human capabilities involves training and equipping people with the essential skill to effectively undertake various responsibilities within the organisation (Boxall & Purcell 2003). The improvement of efficiency results in a better performance of the entire organisation. The performance of organisations is dependent on a myriad of factors that occur within the organisation. The performance within an organisation is evaluated based on the capability of an organisation to meet the established objectives which could be stated in the mission and vision of the organisation. The similarities of the outcomes of operations to the desired objectives define the aspect of organisational performance (Singh et al. 2012). They are the measure of the actual outputs of organisational operations measured against the desired goals of the organisation. The evaluation of the operations of the organisation including the strategies adopted with the aim of improving the organisation is based on performance. Many organisations utilise human resource practices in promoting favourable working environments in order to ensure employees are motivated and the performance is at the best. Human resource development therefore becomes the foundation activity upon which the human resources system is designed. This makes HRD the fundamental factor that would be identified as influencing the outcomes of operations of an organisation. The process provides training and learning opportunities to the employees in order to improve their skills and knowledge as well to undertake work related activities (Wilson 2005). Improvement of the performance, therefore, can be initiated through different approaches which are aimed at making the working environment better including the development of human capacities. Methodology The research design will be descriptive, seeking to provide answers to questions regarding the association of HRD and electronic management and their impact on the improvement of performance within the government ministries in Saudi Arabia. This form of research design will be able to provide extensive information regarding how these factors have affected the performance within the ministries (Anastas 2013). Since the implementation of these HRM strategies, their impact has not been assessed and an assessment of such will be critical understanding the current state of the phenomena. Sample The focus of the study is on the government ministries in Saudi Arabia all of which are seventeen (17) in number. Due to the size of the ministries a small number of the ministries will be involved in the study seeking to explore the impact of electronic management and HRD strategies on improvement of performance within the ministries. The researcher seeks to select about 5 ministries (randomly) upon which the appropriate research instruments will be applied in seeking to gather relevant information for purposes of the research. Non-probability sampling techniques will be utilised in selecting the sample that will be used within the context of the research. Convenient sampling will be used in selecting certain ministries which will be utilised in representing the others within the context of the research. Since the implementation approach for the strategies is the same across the entire government, any ministry which will be selected for inclusion within the study will yield results which can be generalised to the other government ministries. Data collection The researchers will utilise questionnaires in data collection. The application of questionnaires will enable the collected data to be easily stored and reviewed during the data analysis stage. This method will enable the researcher to reach all the desired individuals since a questionnaire can be filled at a later date. The research will be targeting some of the top government officials within the ministries and could hence meet difficulties in reaching the desired individuals. The questionnaires can be sent to the individuals through different methods hence they are easy to administer and they can be filled at a convenient time by the respondent. Data analysis Data analysis will be undertaken through qualitative approaches in seeking to meet the objectives and answer the research questions. Various analytical measures will be utilised in seeking to ensure that the collected information is presented in a quantifiable manner. Data will be examined as per the various established measures of performance which will be identified. The measures which will be used will include the following 1. Resource-related variables Resources remain some of the basic factors that affect the performance of employees within any organisation or institution. Although the HRD approach of recruitment seeks to identify people with the essential skills, the characteristics of the individuals in adapting to different work environments are essential in assessing such variables. The significance of electronic management of resource aimed at assisting in undertaking other activities will be determined within this context. The items will be measured on a scale which will range from 1 to 5. A sample question from the questionnaire will be “in your opinion how effective is the electronic management system?” 2. Training related variables The training related variables will be the various elements of the human resource development strategies which are employed to improve the capabilities of employees. These will be utilised in assessing the HRD variable in relation to the performance within the institutions. Certain parameters like training appraisals, monitoring of training and development, and career development will be utilised as indicators of the training related variables which could impact the performance within the organisation. The presence of these approaches within the institutions will be utilised to determine their effectiveness in achieving the desired outcomes. 3. Skills The development of skills seeks to determine the competencies which are essential in performing various activities in an organisation. Competencies have been defined as the foundations of entire organisational performance improvement (Hardre 2003). In seeking to achieve this through the competencies, employees must be motivated, and there should be cooperation within the organisation. The assessment of the competencies will be essential in determining how the previously assessed factors have impacted the performance within the various ministries 4. Organisational Performance Organisational performance will be the dependent variable and its measure is the bottom-line result which electronic management and human resource development have an impact upon. This will be indicated in terms of effectiveness of the ministry in meeting the objectives which have been set by the government. The evaluation of performance will be based on effectiveness and efficiency in achieving the desired outcomes. This assessment will measure the capacity to meet objectives through the utilisation of the fewest possible resources. Statistical information regarding performance appraisals undertaken over the past three years will be critical in estimating the organisational performance in relation to the implementation of HRM strategies of electronic management and human resources development. Validity A test of the research instruments will be undertaken in seeking to establish their effectiveness in collecting the desired data for the purposes of making conclusions regarding the hypothesis of the study and answering the research questions. Content validity will be assessed after the questionnaires have been filled and collected to ensure that there is adequate representation of the various items that will be utilised in measuring the performance within the ministries. Limitations of the study While the study will be undertaken through the application of carefully tested methods, certain factors within the study have been identified as causing constraints; hence becoming limitations in undertaking the study. The following factors present the limitation to this study The completion of the research questionnaire by only a few individual within each ministry, as this could bring bias since the individuals are some of the top ranking officials. The few number of ministries being involved within the research as this could raise questions regarding the generalizability of the research findings. References Afiouni, F., Ruël, H. & Schuler, R., 2014. HRM in the Middle East: toward a greater understanding. The International Journal of Human Resource Management, 25(2), pp.133–143. Anastas, J.W., 2013. Research Design for Social Work and the Human Services 2nd ed., New York: Columbia University Press. Bourne, M., Pavlov, A., Franco-Santos, M., Lucianetti, L., & Mura, M., 2013. Generating organisational performance: The contributing effects of performance measurement and human resource management practices. International Journal of Operations & Production Management, 33(11/12), pp.1599–1622. Boxall, P. & Purcell, J., 2003. Strategy and human resource management. Industrial & Labor Relations Review, 57(1), p.84. Buller, P.F. & McEvoy, G.M., 2012. Strategy, human resource management and performance: Sharpening line of sight. Human Resource Management Review, 22(1), pp.43–56. Garavan, T.N., 2007. A strategic perspective on human resource development. Advances in Developing Human Resources, 9(1), pp.11–30. Guest, D.E., 2011. Human resource management and performance: still searching for some answers. Human Resource Management Journal, 21(1), pp.3–13. Hardre, P.L., 2003. Beyond two decades of motivation: A review of the research and practice in instructional design and human performance technology. Human Resource Development Review2, 2(1), pp.54–81. Jiang, K., Lepak, D. P., Han, K., Hong, Y., Kim, A., & Winkler, A.-L., 2012. Clarifying the construct of human resource systems: Relating human resource management to employee performance. Human Resource Management Review, 22(2), pp.73–85. Katou, A.A., 2009. The impact of human resource development on organisational performance: Test of a causal model. Journal of Behavioral & Applied Management, 10(3), pp.335–356. Saeed, R., Lodhi, R. N., Iqbal, A., Sandhu, M. A., Munir, M., & Yaseen, S., 2013. The Effect of Human Resource Management Practices on Organization’s Performance. Middle-East Journal of Scientific Research, 16(11), pp.1548–1556. Singh, S., Darwish, T. K., Costa, A. C., & Anderson, N., 2012. Measuring HRM and organisational performance: concepts, issues, and framework. Management Decision, 50(4), pp.651–667. Wilson, J.P., 2005. Human Resource Development: Learning & Training for Individuals & Organizations, London: Kogan Page Publishers.  Read More