Competitive strategy

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Huselid (1995) conducted a study on the impact of HRM practices on turnover, productivity, and corporate financial performance. The sample of the study was drawn from compact disclosure, a database containing comprehensive financial information from 10k reports on nearly 12000 publicly held U. S. firms. The results of the study found that high performance work practices are associated with better firm’s performance.

The study concluded that HRM practices can help to create a source of sustained competitive advantage especially when they are aligned with a firm’s competitive strategy. Chang (2005) conducted the study on whether a company’s commitment HR bundle measured at the company level is associated with an employees’ overall perception measured at an individual level and whether the overall perception influences his/her perceived procedural justice and organizational commitment.

This study used 37 companies and 959 employees in Korea. It found that HRM practices as a bundle predicted organizational commitment of the employees and mediated by perception on procedural justice. The strong correlations among employee perceptions of individual HRM practices indicate that the employees may readily perceive a certain practice to be effective if they have perceived other HRM practices as effective, and their attitudes may be strongly influenced by the consistency of their perceptions.

Furthermore, a negative perception can weaken other effective practices. Research Gap HRM practices and its relationship with work related attitudes, and behaviors are important to study since employee perception of organizational practices and working conditions influence employee attitudes and behavior (Guest, 2001; Ramamoorthy & Flood, 2005). HRM should assist the development of desired employee attitudes and behavior for the reason of it contributes to enhance firm performance (Chang, 2005).

Prior studies have shown that positive perceptions of HRM practices results to positive employee attitudes and behaviors such as job satisfaction (Guest, 1999), organizational trust (Barney, 1995 as cited by Gould-Williams, 2003), organizational commitment (Ogilvie, 1986), organizational justice (Greenberg, 1990; Kanter 1977; Kurland & Egan, 1999; McEnrue & Hechler, 1985; Ogilvie, 1986).

Since there are limited studies in HRM conceptualized as a bundle, this study could provide additional research on examining the role of HRM practices to employee’s attitudes and behaviors (Chang, 2005; Huselid, 1995; Guest, 1997; Tang et al. , 2006,). This study examines the proposal of Morrison (1986) on the role of HRM practices in contributing to extra-role behaviors. The study found out that there has no research conducted investigating the relationship of HRM to OCBs.

Moreover, this study examined HRM, job satisfaction, organizational trust and OCBs in a single study. This may serve as a basis for researcher in valuing and applying the importance of HRM practices since studies on HRM practices in Jamaica (Audea et al. , 2005 Tang et al. , 2006) are limited. Scotiabank of Jamaica. The Bank of Nova Scotia Jamaica Limited or otherwise known to many as Scotiabank of Jamaica is a subsidiary of The Bank of Nova Scotia.

The Scotiabank of Jamaica, with its extensive and well-placed network of banks over the country is currently the leading bank in Jamaica. Its financial services portfolio offers a very complete list of retail and commercial financial services that would include electronic cash management services, the traditional savings account system for individual or group accounts, and financial loans to name a few. These financial services are backed up with Scotiabank of Jamaica’s extensive network of branches spread all throughout the country (Company Profile, 2007).

The Scotiabank of Jamaica is committed to the becoming Jamaica’s financial institution of choice, to be known firstly as the sole bank of Jamaica that can provide clients with superior products and services and becoming a responsive and proactive corporate citizen that would create programs and initiatives to the benefit of its customers and that of Jamaica. The bank is known for its very strong foothold in Jamaica all the way back to its first branch in 1889. From then on it has expanded its operations from twelve branches created in 1931 to forty-two presently across the country (Company Profile, 2007).

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