The Impact of Staffing Systems on Organizational Performance of Large Enterprises.pdf

The Impact of Staffing Systems on Organizational Performance of Large Enterprises

BUSI 643-D01

05/02/2021

The Impact of Staffing Systems on Organizational Performance of Large Enterprises

Annotated Bibliography

Chelimo, S. J., & Ouma, C. A. (2017). Effect of Human Resource Policies on Employees

Performance: A Case Study of Co-Operative Bank Kenya.

Caren Ouma is a PhD holder and an associate professor specialist in Leadership and

business management. Her interest and expertise areas include organizational

development, policy formulation, monitoring and evaluation, and training needs

assessment. Chelimo is also an expert in human resource management with another

publication on human research policies and performance.

The research fits into the current topic since it addresses similar variables (human

resource policies and employee performance) identical to the current study. The research

sought to establish the impact of recruitment policies, appraisal methods, and

compensation on performance. It is critical to note that the variables studied make up the

staffing system. The research draws from various elements such as staffing systems'

effects on employee perception, workforce diversity, job alignment, and attitudes. The

research concluded that recruitment policies, appraisal methods, and compensation

policies significantly affect an organization's employee performance.

The research will help the current research since it provides a narrow perspective

between staffing systems, human resource management practices policies, and employee

performance. The research will fit the literature review by providing foundational

information for the current research since it examines critical performance factors such as

attitudes and job alignment, all influenced by staffing systems.

Imani, H., Gholipour, A., Azar, A., & Pourezzat, A. A. (2019). Identifying components of staffing

system to develop administrative integrity. Journal of Public Administration, 11(2), 251-

284.

Imani is a PhD. Student at the University of Tehran, in the faculty of Management. On

the other hand, Azar, Gholipour, and Pourezzat are professors in the same institution in

the Faculty of Management. The author's research interests and expertise include

administration, strategy management, human resource management, decision making,

and organizational behavior, essential in the current study.

Imani et al. (2019) examine vital elements of the staffing system to ensure public

organizations' integrity. The researchers relied on qualitative research methods and

established that the ideal staffing system should be transparent, just, legal, and have

internal controls. The staffing system should further ensure accountability. The research

findings and discussions fit into the current research topic of staffing systems in

organizations by providing definitions and concepts.

The research provides foundational knowledge into staffing systems by providing its

critical characteristics and concepts, vital in understanding staffing. The article also

provides a broad perspective of staffing systems, helping a researcher establish the

broader staffing systems context. This source will help the current research since it will

provide a basic understanding of an effective staffing system before the researcher can

evaluate the link between the discussed ideal staffing system and organizational

performance.

Jayaraman, K., & Mostafiz, I. (2019). Challenges of Human Resource Leaders: A conceptualized

research model.

Jayaraman Krishnaswamy is a PhD and M.Sc holder and lecturer at Taylor University in

the school of business. He has over 73 publications on various topics. His expert areas

include hypothesis testing, business statistics, and logistic regression. On the other hand,

Imtiaz Mostafiz is a lecturer at Sheffield Hallam University with a research interest in

international business and strategy.

The research fits into the current research topic since it establishes human resource

challenges. As a result, it will inform the current research of existing human resource

challenges that staffing systems seek to address. The authors argue that the human

resource management department's roles include payroll, recruitment, conflict resolution,

compensation, and policy establishment. However, they contend that recruitment is the

most significant human resource problem that managers must solve. The research further

proposes a management model with four dimensions; retention, job market conversion,

retrenchment, and attrition. The research also establishes that uncertainty, globalization,

labor markets, and population affects staffing systems by affecting recruitment practices.

The research will help the current research by presenting a broad perspective of the

human resource challenges organizations must resolve using staffing systems.

Understanding various challenges is vital in providing literature review information on

why staffing systems are necessary for organizations. The research will also provide

background information into human resource management functions vital in

understanding staffing systems and their effectiveness.

Njine, G. W., Nzulwa, J., Kamaara, M., & Ombui, K. (2017). Influence of Staffing Practice on

Innovation Performance of DTS in Kenya. Human Resource and Leadership

Journal, 2(1), 1-12.

Grace W. Njine is a doctorate holder in Jomo Kenyatta University of Agriculture and

Technology in Kenya. On the other hand, Joyce Nzulwa and Mary Kamaara are doctorate

holders and professors in the same institution. Kepha Ombui is a human resource PhD

holder from Moi university.

The research examines the influence of staffing practices on innovation performance. The

research directly fits the current research topic on staffing systems and employee

performance in large organizations. According to the researchers, the world has

transformed and now demands companies to be innovative to remain competitive. Since

employees are the main source of organizational innovation, establishing staffing

practices and systems on their innovative capacity is vital. Njine et al. (2017) use

resource-based view theory and other research data to provide a foundation for staffing

systems and employee performance. The research concludes that staffing systems and

practices such as recruitment and selection increase innovation performance in an

organization.

The research will help the current research since it provides a narrow focus between

staffing practices and systems and innovation performance. The research will inform the

literature review of this paper by providing background information on staffing practices

and their relation to employee performance. Besides, the research will provide

foundational information on employee performance since the researchers examined other

performance metrics.

Pahos, N., & Galanaki, E. (2019, April). Staffing practices and employee performance: the role

of age. In Evidence-based HRM: A Global Forum for Empirical Scholarship. Emerald

Publishing Limited.

Pahos is a PhD holder at the Delft University of Technology, with six publications. His

interest areas and expertise are human resource management and performance analysis.

On the other hand, Galanaki is a PhD student at the Athens University of Economics and

Business with 41 publications. Her interest areas and expertise include human resource

management and performance of small and medium-sized enterprises.

The research sought to establish how employee demographics influence a staffing

system's effectiveness in ensuring high performance. Specifically, the researchers used

age as the primary research focus and variable. The research fits into the current study

since it directly addresses staffing systems and performance. According to Pahos and

Galanaki (2019), age directly impacts performance and staffing systems. The research

uses signaling theory to establish the effects of age on staffing practices on employee

performance. The research concludes that staffing practices increase employee

performance in younger employees than in older employees.

The research is helpful in the current research since it provides a narrow focus on age

demographics that affect staffing systems' effectiveness on performance. The research

will further fit into the literature review by narrowing the research to demographics. The

research further suggests specific factors related to staffing systems and performance that

the current research will examine.

Singh, S., Darwish, T. K., & Potočnik, K. (2016). Measuring organizational performance: A case

for subjective measures. British Journal of Management, 27(1), 214-224.

Satwinder Singh is an associate professor at Brunel University London, while Darwish

works at the University of Gloucestershire and Potočnik at the University of Edinburgh.

The three authors are in their corresponding institutions' Business School. The authors are

experts in business management, performance measurement, and human resource

management. Each of the authors has numerous publications on various topics.

According to the authors, organizational survival and success are dependent on

organizational performance. The research paper directly fits into the current research

topic by addressing organizational performance, a critical variable in this paper. The

researchers identify various performance metrics, which include sales revenues, market

share, and profitability.

The research is helpful in this study since it provides performance measurement criteria

that the research will further link to staffing systems. The research will further contribute

to the study's literature review by providing background information into organizational

performance measurement areas. The research will further contribute to the research by

providing information on subjective and objective organizational performance

measurement methods, which the current research will utilize to determine the best

criteria for measuring performance

Tarasova, I., Asanova, N., & Avdeyuk, O. (2020, March). Employee Performance Assessment in

a Large Enterprise. In International Scientific Conference" Far East Con"(ISCFEC

2020) (pp. 1859-1864). Atlantis Press.

The Authors are students at Volgograd State Technical University, Russia. All are in the

Department of Applied Mathematics at the University. Though the internet does not

provide further information about the author, their paper indicates credibility since they

have used numerous journal articles and books throughout the article.

The journal articles establish critical performance measurement criteria applicable in

large organizations. Tarasova et al. (2020) acknowledge that effective performance

assessment is vital in managerial decision-making. The research fits into the current

research topic since it relates to employee performance, which is critical in this research.

According to the authors, there lacs a unified employee performance criterion despite the

complexity of the assessment. Tarasova et al. (2020) establish key employee performance

metrics in large organizations; productivity, discipline, staff morale, and qualifications.

This research will help the current research since it will provide vital performance criteria

applicable in determining the impact of staffing systems on employee performance in

large enterprises. The article will provide literature review information about

performance assessment, which the current research will base on employee performance,

which contributes to the overall organizational performance. Tarasova et al. (2020) argue

that the assessment criteria also help establish staff weaknesses and strengths. Therefore,

the research information can be linked to staffing systems in the current research using

the criteria as research variables.

Tessema, M. T., Gok, K., Ngoma, A., Tesfayohannes, M., & Fernando, G. V. (2017). Staffing

System Management: Evidences from Singapore. International Journal of Human

Resource Studies, 7(2), 136-154.

Tessema is a PhD holder at Winona State University with over 56 publications. Gok is

also a PhD holder in the institution with over 19 publications. Though no information

was found about the other two authors, Ngoma and Tesfayohannes, the research relied on

in-depth interviews to conclude.

The research, based in Singapore, provides a comprehensive analysis of effective staffing

systems in public organizations through interviews. The authors point out that Singapore

has an effective staffing system characterized by policies, standards, and a follow-up

mechanism after placement to ensure employees' job fitness. The research fits into the

current research since the topic and discussions directly related to staffing systems and

performance, which is the central focus of this study. Tessema et al. (2017) conclude that

internal and external factors influence staffing systems.

The research findings and discussions will help the current research literature review by

providing background information about staffing systems' functions and factors that

influence them. The research provides actual data to inform this research while providing

a link between staffing systems and performance. Tessema et al.'s (2017) research narrow

down staffing systems' effectiveness to their effectiveness in increasing public

organizations' performance.

Literature Review

Human resource management plays a significant role in ensuring the productivity of

employees. Critical to human resource management is staffing system management, which

explains how an organization develops and implements policies and processes to handle

employee attrition. Research indicates that a company’s size and its employees affect its HR

functions and system (Macharia, 2016). Understanding the impact of staffing systems on

organizational performance is critical in implementing effective human resource goals and

strategies. Staffing directly affects selection, recruitment, and retention and performance, vital in

an organization's success. Tessema et al. (2017) argue that staffing receives over 20% of the HR

budget, indicating the importance of evaluating the staffing system's impact. According to

Heneman et al. (2016), staffing system management involves numerous processes such as goal

setting, processes and procedures, and organizational arrangements. Besides, there is little

research into how staffing systems affect productivity by affecting various productivity metrics

such as cost and output (Pahos & Galanaki, 2020). Therefore, it is essential to establish how each

staffing activity affects employment and the overall performance by affecting specific metrics.

The author will develop the literature review from the research topic and narrow it down

to specific staffing system elements and their effects on organizational performance. Therefore,

this paper will define staffing systems and provide research-based background information about

its precepts, elements, and large enterprise human resource context. The literature will then

review organizational performance metrics influenced by staffing. Finally, the literature will

establish the link between staffing systems and organizational performance in large

organizations, drawing from various research articles.

Staffing is a vital role of human resource management because it guarantees the

performance of other organizational departments (Singh & Kassa,2016). It takes human

resources for activities in other departments to get accomplished. These human resources

encompass individuals that human resource professionals select, recruit and hire. The staffing

process significantly enhances organizational productivity. It is because staffing allows the

recruitment of the best group of people with the correct expertise to attain organizational goals

(Hassan & Mahmood, 2016). Staffing also guarantees human capital growth since it selects the

proper people to fill a particular job position. It also promotes the growth of human capital in

incumbent employees via capacity-building initiatives. Staffing also examines the workforce

performance to gauge their performance and then executes motivation that bolsters staff morale

(Hassan, 2016).

The size of an organization significantly determines the HR metrics. Human resource

experts who usually shift from smaller organizations to more prominent organizations and vice

versa typically encounter drastic variations in HR metrics (Subaie,2016). The growth of

organizations usually is a significant contributor to HR changes and may even cause particular

challenges to the expanding organizations. Moreover, as organizations become bigger, HR

functions get complex due to the growing number of staff. Employee tenure, HR to employee

ratio, HR expense to full-time equivalent ratio, and the proportion of HR workforce in

supervisory duties are some of the HR metrics that are generally influenced by the growing size

of most enterprises.

Staffing system management helps organizations to successfully sail through staff

attrition which is common in each organization. Moreover, it allows companies to handle their

workforce to ensure that group and individual interests conform with the corporate goals, which

is the basis for the business existence. Staffing system entails the organization, recruitment,

applicant, planning, selection, decision making, retention, and a job offer. The applicant refers to

the person making the application for a particular job. The organization is the institution that is

willing to employ the applicant, which is based on merit. Recruitment entails the identification of

the applicant based on attractive qualifications for the job. The selection encompasses the

evaluation and assessment of the person making the job application. Decision-making is the

staffing phase whereby human resource professionals make a choice regarding the employment

of the person willing to join the company. Any activity in any stage of the process affects the

other process implying that all the functions in the staffing system depend on each other. Large

enterprises usually have an enlarged staffing system due to the vast volume of worker attrition

and job applications.

Human resource management plays a pivotal role in enhancing organizational

performance. HRM activities like rewards, worker appraisal, worker participation, training, and

development significantly connect to corporate performance results (Pahos & Galanaki, 2019).

Staffing methods applied in small enterprises usually differ from those used in large enterprises.

Small organizations tend to rely much on informal recruitment options while large enterprises

adopt formal recruitment methods (Korff et al.,2017). Recruitment is an essential element that

determines the success of any organization. Organizational performance is one area that usually

worries enterprise leaders since workers can attempt to do their best, but the outcome may still

be bad. Large organizations typically have got proper planning and recruitment exercises that

guarantee success. Planning is an essential element of staffing. Large enterprises have got the

financial muscles to plan on budgets required for recruitment and selection exercises properly

(Singh & Kassa,2016). Therefore, their staffing systems are usually well organized, leading to

optimal organizational performance.

References

Chelimo, S. J., & Ouma, C. A. (2017). Effect of Human Resource Policies on Employees

Performance: A Case Study of Co-Operative Bank Kenya.

Hassan, S. (2016). Impact of HRM practices on employee’s performance. International Journal

of Academic Research in Accounting, Finance and Management Sciences, 6(1), 15-22.

Hassan, S., & Mahmood, B. (2016). Relationship between HRM practices and organizational

commitment of employees: An empirical study of textile sector in Pakistan. International

Journal of Academic Research in Accounting, Finance and Management Sciences, 6(1),

23-28.

Heneman III, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2019). Staffing organizations,

9th.

Imani, H., Gholipour, A., Azar, A., & Pourezzat, A. A. (2019). Identifying components of staffing

system to develop administrative integrity. Journal of Public Administration, 11(2), 251-

284.

Jayaraman, K., & Mostafiz, I. (2019). Challenges of Human Resource Leaders: A conceptualized

research model.

Korff, J., Biemann, T., & Voelpel, S. C. (2017). Differentiating HR systems' impact: Moderating

effects of age on the HR system–work outcome association. Journal of Organizational

Behavior, 38(3), 415-438.

Macharia, L. (2016). Factors influencing Human Resource Planning among insurance firms in

Kenya (Doctoral dissertation, University of Nairobi).