Organizational Behavior for Businesses - Term Paper Example

HRM and Organizational Behavior Student Name: Course: Tutor: Institution: Date: Abstract The research study offers an evaluation of the relationship between HRM and OB. In this regard, it conducts two parallels tests where on the first data set, HRM is the independent variable and OB the dependent variable. On the second set OB serves as the independent variable and HRM the dependent variable. The study operates on a hypothesis that there exists a dependent interrelationship between HRM and OB. List of abbreviations HRM- Human Resource Management OB- Organizational Behavior Statement of Academic Integrity I declare that this research report is entirely my own work. When ideas, data and diagrams of others have been used in the report, the work has been properly cited in the text Signature……………………………………………Date………………………….. HRM AND Organizational Behavior Table of Contents Abstract 2 List of abbreviations 3 Statement of Academic Integrity 4 Table of Contents 5 Chapter 1: Introduction and Background 7 1.1 Purpose of the Study 7 1.2 Objectives and Hypothesis 7 1.3 Background 7 1.4 Conclusion 8 Chapter 2: Literature Review 8 Chapter 3: Research Design 10 3.1 Research Overview 10 3.2 Hypothesis 10 3.3 Research Questions 10 3.4 Research Design Analysis 10 3.5 Instrumentation 11 3.6 The Survey and Validity 11 3.7 Ethical Considerations 11 3.8 Limitations of the Methodology 12 3.9 Conclusion 12 Chapter 4: Results 12 Chapter 5: Discussion Analysis and Findings 14 5.1 Introduction 14 5.2 The Research Questions 14 5.3 Testing the Hypothesis 14 5.4 Recommendations for Further Research 14 5.5 Limitations of the Research 15 5.6 Conclusions 15 Chapter 6: Conclusions 15 6.1 Introduction 15 6.2 Research Overview 16 6.3 Findings 16 6.4 Recommendations 16 6.5 Conclusion 16 Appendices 17 Appendix 1: Herzberg’s Motivation Theory 17 Works Cited 18 Chapter 1: Introduction and Background 1.1 Purpose of the Study The study intended to add and build on the existing literature on the interrelationships between HRM and OB. In this regard, it intends to build specific conclusions and recommendations through which organizational HRM and OB functions can be improved. 1.2 Objectives and Hypothesis The study sought to establish the existing the relationship between organizations human resource management (HRM) systems and organizational behavior for businesses on the global market. Through this objective, the study developed three key deliverable research objectives namely: Establish the interrelationship between HRM and Organizational behavior (OB) Establish role of HRM systems in strengthening a favorable OB Establish role of positive OB in supporting HRM systems and practices in organisations In order to establish the above listed specific research objectives, the study developed an alternative hypothesis that there exists an interdependent Relationship between organizational HRM systems and OB. 1.3 Background Traditionally, organisations perceived their HRM functions as independent systems and functions charge with managing and coordinating their workforce (Becker and Gerhart 800). Therefore, the two organizational functions were run on diverse platforms and applying different management and coordination approaches. However, recent establishments, such as Rickards, Antonacopoulou, Gaston and Ingleton (172) study, through a European context analysis revealed the possibility for increased gains through organizational integration of the HRM and OB functions. Subsequently, a majority of the organisations have integrated the two initially separate functions to form the larger HRMOB departments. Despite these integrations, the concept and rationality for the integrations remains unknown thus warranting an empirical review of the gains, as well as theoretical rationality for such integrations based on the relationships between HRM and OB. This knowledge and literature gap formed the basis for the research study. 1.4 Conclusion In summary, the first chapter offers the research study background and analysis. In this regard, the chapter offers a justification of the study through its purpose statement develops the research deliverables through its objectives and identifies the knowledge gap through its background analysis Chapter 2: Literature Review A review of the relationship between HRM and OB can be established through a critical analysis of the study developed by Carvalho and Cabral (2008, p.335). The authors sought to establish the interrelationship between organisations success in the retention and possession of qualified HR workforce and their respective OB approaches. In this regard, the study developed a hypothesis on the existence of a relationship. In its analysis, the study established that a majority of the organisations with good OB approaches such as positive attitude as well as motivated stakeholders, there was the increased proportion of recruitment and retention of qualified and experienced workforce (Chandrakumara and Sparrow 567). Further, an evaluation of the two organizational perspectives can be based on Herzberg HRM theory. The theory as argued by Svetlik and Cernigoj (253) holds that As such based on the theoretical and empirical studies it is apparent that HRM systems and approaches are greatly influenced and impacted upon by the existing organizational behavior. (Sharma 79) In addition, Chand and Katou (582) conducted a study to evaluate on the implications of HRM systems on OB approaches through an Indian hotels industry case study. In this regard, the study evaluated on the nature through which developed HRM systems, policies and systems could be applied to reduce and implicate on the overall OB systems. As such, the study developed a hypothesis that organisations OB systems were greatly impacted by the existing HRM practices. Evidently, it concluded that through increased HRM regulations such as the initiation of employee motivation and empowerment programs, the respective organizational behavior approaches changed. In this regard, the study focused on organizational behavior as a synonym for organizational culture and practices. Therefore, based on the analysis, the study concluded that HRM systems and practices implicated on the overall organizational behavior and especially on culture. In this case, the study concluded that an organizational culture reflected on its HRM systems and practices. Although the above literature review both theoretical and empirical forms an argument on the relationship between HRM and OB, the literature associates OB with respect to organizational culture only. As such, the existing literature presents a literature gap as OB comprises of other factors besides organizational culture. I is based on this literature gap that the study was developed to expound on the influence and interrelationship between HRM and other OB aspects. Chapter 3: Research Design 3.1 Research Overview Overall, the research was a survey evaluation on the relationship between organizational HRM systems and the OB approaches. In this regard, the study reviewed organisations with similar HRM systems to establish their similarities and/or differences in their organizational behavior systems and vice versa 3.2 Hypothesis As already stated the study adopted an alternative hypothesis that there exists a positive interdependent relationship between HRM and OB systems. As such, a change in HRM systems affected organizational OB systems, and similarly a change in OB systems affected organisations HRM systems. 3.3 Research Questions In order to sufficiently cover the study scope as well as deliver on the research objectives, the study, based on its hypothesis as well as study objectives derived three key research questions to guide its data collection and analysis processes. The developed questions were: 1. Is there a relationship between HRM and OB systems changes in the USA organisations? 2. To what extent do HRM changes affect organizations OB systems on USA organisations? 3. To what extent do OB changes affect organizational HRM systems in the USA Organisations? 3.4 Research Design Analysis In order to achieve the set study deliverables as well as sufficiently and satisfactorily answer the developed study questions, the study developed a study design befitting its scope. On one hand, in order to enhance the development of specific findings and conclusions, the study narrowed down its population to USA based profit making organisations. As such, it selected a sample 45 organisations through the simple random sampling technique and evaluated their HRM and OB practices in the present and in the last 5years to assess on any changes. 3.5 Instrumentation The study data was collected over a fortnight to allow for sufficient analysis and data interpretation time and the subsequent study completion within the developed time schedule. Under data collection, organizational HRM practices were matched against their OB to establish if any changes in either of the two led to a change in the other. 3.6 The Survey and Validity The research study applied a survey approach through which available organisations data was processed and analyzed. The validity and credibility of the adopted research approach can be pegged on the credibility of organizational annual release results credibility. In USA, such results are first verified and approved by independent audits who ascertain their accuracy and accurate representation of the organizational operations and status. 3.7 Ethical Considerations In conducting the study, there were a series of ethical risks and challenges encountered. One among them was obtained data confidentiality. In this regard, the study risked exposing the organisations weaknesses to competitors upon critically evaluating their systems. Consequently, in order to overcome the challenge, the case studied organisations identities were held in confidence thus not mentioned or referred to on their actual names in the subsequent study data analysis section. 3.8 Limitations of the Methodology Despite its gained merits of time and costs reduction gains, the reliance of secondary data for the study led to inaccuracy risks. In this regard, the developed study conclusions and recommendations validity relied on the presence and existence of accuracy and honesty in the adopted secondary data sources. As such, if any of the used data sources was misrepresented, the entire study findings and conclusions risk irrelevancy. 3.9 Conclusion In summary, Chapter three offers an analysis of the research design and methodologies used, offering their use justification as well as reliability and validity adopted measures. Moreover, the study evaluates ethical challenges encountered and ways to overcome them as well as emerging challenges based on the study methodology used and their implied implications on the entire study findings. Chapter 4: Results Based on the overall 45 organisations sample reviews, the research established the following findings based on the developed three study questions Question 1: If there is a relationship between HRM and OB Question 2: Role of HRM in developing OB systems Based on an analysis on areas in which HRM systems affected OB operations, the study developed a range of aspects and areas that OB is implicated on included: 1. Organizational culture 2. Public relations 3. Customer relationships 4. Industry partnerships and alliances Question 3: Influence of OB on HRM Systems The study evaluated OB systems changes implications on HRM systems and established that among other areas, among the most implicated areas in HRM were Motivation Employee satisfaction levels Team work Interdepartmental relationships Chapter 5: Discussion Analysis and Findings 5.1 Introduction This chapter offers a critical analysis of the established study findings. As such, the study evaluates and establishes the existing data integration and correlation between the study findings and practical organizational practices in USA and beyond. 5.2 The Research Questions The study findings satisfactorily addressed the posed study questions. On one hand, the study establishes that there exists a relationship between organizational HRM and OB practices. Moreover, it established that HRM practices implicated on organizational OB practices such as culture, public relations, customer and external stakeholder relations, partnerships and alliances among others. Finally, the study established changing OB practices implicate on an organisations HRM aspects such as employee motivation, empowerment and productivity. 5.3 Testing the Hypothesis An evaluation of the established study findings approved and supported the developed research hypothesis on the dependent interrelationship between organizational HRM and OB practices. In this regard, the positive feedback on the first research question as well as the development of the roles of each variable in the second and third research questions supported the study hypothesis. 5.4 Recommendations for Further Research The research findings established that both JRM and OB influence each other’s practices in an organization. However, it did not statistically establish the extent to which each of the established practices was influenced as the dependent variables. Therefore, based on this deficiency, the study proposes that further studies on the subject should focus on establishing the extent to which each of the established variables is influenced by either HRM or OB practice changes. Through such reviews, future study will add up to the existing research findings on the interrelationship between HRM and OB 5.5 Limitations of the Research A major study limitation was its analysis method. In this regard, due to the focus of the study on both HRM and OB as independent and dependent variables simultaneously in the second and their research questions respectively, the study scope was imperative wide. Consequently, it failed to critically analyze on the nature and actual extent of influence of each established practices. As Wallace and Caldeira (31) stated, specificity is a major research credibility and deliverables evaluation criteria, a virtue the study lacked. 5.6 Conclusions In summary, the chapter offers a critical review of established findings. In this regard, the chapter evaluates and correlates the findings with the research objectives, questions, and hypothesis. Moreover, it evaluates on the overall future research recommendations a well as a self study critical review on challenges and limitations that could affect the established data quality. Chapter 6: Conclusions 6.1 Introduction This chapter offers a summary of the study, the approaches used, experiences as well as findings established. Moreover, the chapter offers a ground map through which future studies on the topic can be developed. 6.2 Research Overview Review of the research study establishes that the entire research study was a success. This can be based on the established findings relationships between the research questions hypothesis an actual analyzed data. Moreover, despite the experienced challenges and demerits, the research study succeeded in delivering the expected research deliverables. 6.3 Findings In summary the research study establishes three key findings namely There exists a relationship between an organization’s HRM and OB practices HRM practices influence OB practices and approaches OB practice changes result to HRM changes 6.4 Recommendations Based on the established findings as well as the study challenges and demerits, the study recommended a series of future studies including: 1. Evaluation of the HRM and OB practices interrelationships on an organisations productivity 2. Negative implications of the interrelationship between HRM and OB organizational practices 6.5 Conclusion In summary, this chapter concludes that the research study was successful and that the established and analyzed findings supported the study hypothesis on the existence of a dependent interrelationship between HRM and OB practices in an organization. Appendices Appendix 1: Herzberg’s Motivation Theory Works Cited Becker, Brian, and Barry Gerhart. "The impact of human resource management on organizational performance: Progress and prospects." Academy of management journal 39.4 (1996): 779-801. Carvalho, Ana, and Carlos Cabral-Cardoso. "Flexibility through HRM in Management Consulting Firms." Personnel Review 37.3 (2008): 332-49. Chand, Mohinder, and Anastasia A. Katou. "The Impact of HRM Practices on Organizational Performance in the Indian Hotel Industry." Employee Relations 29.6 (2007): 576-94 Chandrakumara, Anil, and Paul Sparrow. "Work Orientation as an Element of National Culture and its Impact on HRM Policy-Practice Design Choices: Lessons from Sri Lanka." International Journal of Manpower 25.6 (2004): 564-89 Ferrante-Wallace, Joan, and Chris Caldeira. Seeing Sociology: Core Modules. , 2014. Print. Rickards, T., et al. "OB/HRM in a European Context: An Improvisation on a Piece by Rynes and Trank." Academy of Management.The Academy of Management Review 26.2 (2001): 170-3 Sharma, S K. Handbook of HRM Practices: Management Policies and Practices. New Delhi India: Global India Publication Pvt Ltd, 2009. Print. Svetlik, Ivan, and Sadar N. Cernigoj. HRM'S Contribution to Hard Work: A Comparative Analysis of Human Resource Management. Bern: Lang, 2006. Print. Read More