CHAPTER ONEINTRODUCTION1.1   BACKGROUND TO THE STUDY Organizations are seeking to create much competition between them, taking more market, more customers, more sales, etc. Rapid changes stemming from globalization, advancement of information systems and other factors have caused higher competition. Many organizations are driven by the market to set their goals in their corporate performance (Hendry & Pettigrew, 1990). Some of the goals are: cost reduction, achieving sales levels, increasing the number of customers, increasing the market percentage, improving productivity and quality, innovative products. The realization of these goals will be achieved through the human resources management in organizations. Workforce, as the key to success, will enable the achievement of organizational performance. Human resources are regarded as one of the most important sources of today's firms (Lance, 1994). To sustain competitive advantage, companies must reassess their corporate mission and reset their strategic goals. Programs organized to boost corporate performance explores the powerful performance management systems that successful organizations use to compete successfully in a rapidly-changing global economy (Boxall & Purcell, 2003). With a deeper understanding of how to analyze and communicate business strategy, employees can learn how to manage operational and strategic risk while driving breakthrough innovation and performance.

Human resources management is more important than other competitive sources because these people use other assets in organization, create competitiveness and realize objectives. Thus firstly, organizations must understand the expectations of their workforce  in order to achieve the desired corporate performance. The realization of the expectations of employees will enable the desired behavior of employees in the organization (Guest, 1987).

Some of the desired outcomes of the organization in managing their workforce are: competence, cooperation of employees with managers, cooperation of employees between them, showing the capabilities of employees; motivation, commitment and satisfaction; attitude and presence; employee behaviors. The overall goal of corporate performance management is to create a culture as high performance in which individuals and teams to take responsibility for the continuous improvement of business processes and their skills and contribute in achieving the targets set by managers. In particular, management performance can be expressed as the approximation of individual objectives of employees with organizational objectives provided that employees support the culture of the organization. It provides for expectations to be defined and agreed in terms of role responsibilities and accountabilities (expected to do), skills (expected to have) and behaviors (expected to be)(Armstrong, 2006). Strategic human resource management (SHRM) represents a relatively new transformation in the field of human resource management. Strategic human resource management is concerned with the role human resource management systems play in firm performance, particularly focusing on the alignment of human resources as a means of gaining competitive advantage.

1.2   STATEMENT OF THE PROBLEM The purpose of strategic human resource management is to improve corporate performance through people management. The organizations need to manage their human resources effectively and efficiently to achieve the desired goals and objectives. The achievement the goals and objectives translate also in better performance (corporate, financial etc). So, the issues raised in this study is the approach used by organizations to manage their human resources and whether strategic human resource management help to meet the needs, the goals and objectives of the business organization.

1.3   OBJECTIVES OF THE STUDY The main objectives of the study are:

  1. To examine the impact of strategic human resource management on organizational corporate performance.
  2. To examine the level of use of strategic human resource management by organizations.
  3. To identify the importance of strategic human resource management in an organization.


  1. What is the impact of strategic human resource management on organizational corporate performance?
  2. What is the level of use of strategic human resource management by organizations?
  3. What is the importance of strategic human resource management in an organization?

1.5   HYPOTHESIS HO: There is no significant relationship between strategic human resource management and organizational corporate performance. HA: There is significant relationship between strategic human resource management and organizational corporate performance. 1.6   SIGNIFICANCE OF THE STUDY The following are the significance of this study:

  1. The finding from this study will educate management of organization and the general public on the importance of strategic human resource management and its impact on corporate performance.
  2. This research will also serve as a resource base to other scholars and researchers interested in carrying out further research in this field subsequently, if applied will go to an extent to provide new explanation to the topic

1.7   SCOPE/LIMITATIONS OF THE STUDY This study on the impact of strategic human resource management on organizational corporate performance will cover strategies involved in successful human resource management. LIMITATION OF STUDYFinancial constraint- Insufficient fund tends to impede the efficiency of the researcher in sourcing for the relevant materials, literature or information and in the process of data collection (internet, questionnaire and interview).Time constraint- The researcher will simultaneously engage in this study with other academic work. This consequently will cut down on the time devoted for the research work.

REFERENCES Armstrong, M. (2006). A Handbook of Human resource management practice. 10th edition. Cambridge University Press. Boxall, P. & Purcell, J. (2003).Strategy and Human Resource Management. Basingstoke and New York: Palgrave Macmillan. Guest, D. E. (1987).Human Resource Management and Industrial Relations. Journal of Management Studies, 24 (5), 503-521. Hendry, C., & Pettigrew, A. (1990). Human resource management: An agenda for the 1990s. International Journal of Human Resource Management, 1, 17-43. Lance, C. E. (1994). Test of a latent structure of performance ratings derived from Wherry’s (1952) theory of ratings. Journal of Management, 20, 757–771.


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How To Write Chapter Three Of Your Research Project (Research Methodology)

  • Methodology In Research Paper

    Chapter three of the research project or the research methodology is another significant part of the research project writing. In developing the chapter three of the research project, you state the purpose of research, research method you wish to adopt, the instruments to be used, where you will collect your data, types of data collection, and how you collected it.

    This chapter explains the different methods to be used in the research project. Here you mention the procedures and strategies you will employ in the study such as research design, study design in research, research area (area of the study), the population of the study, etc. You also tell the reader your research design methods, why you chose a particular method, method of analysis, how you planned to analyze your data.

    Your methodology should be written in a simple language such that other researchers can follow the method and arrive at the same conclusion or findings.

    You can choose a survey design when you want to survey a particular location or behavior by administering instruments such as structured questionnaires, interviews, or experimental; if you intend manipulating some variables.

    The purpose of chapter three (research methodology) is to give an experienced investigator enough information to replicate the study. Some supervisors do not understand this and require students to write what is in effect, a textbook.

    A research design is used to structure the research and to show how all of the major parts of the research project, including the sample, measures, and methods of assignment, work together to address the central research questions in the study. The chapter three should begin with a paragraph reiterating the purpose of research. It is very important that before choosing design methods try and ask yourself the following questions: Will I generate enough information that will help me to solve the research problem by adopting this method?

    Method vs Methodology

    I think the most appropriate in methods versus methodology is to think in terms of their inter-connectedness and relationship between both. You should not beging thinking so much about research methods without thinking of developing a research methodology.

    Metodologia or methodology is the consideration of your research objectives and the most effective method and approach to meet those objectives. That is to say that methodology in research paper is the first step in planning a research project work.

    Design Methodology: Methodological Approach

    Example of methodology in research paper, you are attempting to identify the influence of personality on a road accident, you may wish to look at different personality types, you may also look at accident records from the FRSC, you may also wish to look at the personality of drivers that are accident victims, once you adopt this method, you are already doing a survey, and that becomes your metodologia or methodology.

    Your methodology should aim to provide you with the information to allow you to come to some conclusions about the personalities that are susceptible to a road accident or those personality types that are likely to have a road accident.

    The following subjects may or may not be in the order required by a particular institution of higher education, but all of the subjects constitute a defensible in metodologia or methodology chapter.

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