Human Resource Management and Performance: Still Searching for Some Answers David E. Guest,

Although there is, at present, a great body of literature on the theories and empirical studies that

Miller, Hess, and Orthmann (2014) concluded that, in addition to the

M., & Peterson, C. B., 2001). The article took a couple of ideas from its secondary sources in order to see change or altered them in ways were it would get a better more accurate result.

First, Ruland & Moore (1998) explained the emergence of this theory is “the main focus for the

A theory behind the research conducted. This theory must be formed without bias (Burns and Burns, 2008:430).

Most of the references were recent, three to four years in difference from the year of the study and also other references were older than five years, which helped in quantitative study for example Lincoln (1985) contribution.

This assignment will look at papers that are relevant to the research question posed; it will consider their validity, scope of relevance and whether further research may be needed either to answer the question or to clarify aspects of research already completed.

While there may have been some methodological issues in the studies mentioned, such as sample size,

What are the implications of the authors’ findings? How can this information be applied in the future?

Many of the researchers who I chose to cite, propose more research in each of their conclusions.

According to the literature review, what is one thing past research has taught us about this theory?

• What is included and what is not included in the research. What is it limited to?

To work in the Human Resource management field you must maintain and improve the company by planning, implementing, and evaluating employee relations and human resource policies, programs, and practices. It is a challenging and yet rewarding field to work in. However, just like every business field, people who work in the human resource department face many challenges when it comes to discrimination.

The ever-evolving institutional context comes in hand with complexities which may leave organisations which are unprepared and ill-equipped in positions which allows competitors to supersede due to a lack of competitive capacity. It is therefore of crucial relevancy that Loose Change Pty. Ltd., when entering the market be aware and take advantage of proactive and informed decisions based on the factors in the institutional context, which is the aim of this paper; the thorough disaggregation and delineation of the competitive advantages of effective Human Resources Management, how and why human capital can be organised with employment relation strategies and the importance of the Fair Work Act as to why it should be carefully complied with. With this, Loose Change management will be able to infer the best courses of action in the establishment of the firm and its workforce.

Armstrong (1999, p.3) says that HRM ‘is concerned with the employment, development and reward of people in organisations and the conduct of relationships between management and the workforce’