Literature Review of the relationship between human resources management practices and employees’ performance and organisational performance using critical realist meta-theory.
1) Introduction
First paragraph: outlining the key points that will be critically reviewed and evaluated
(i.e. the structure the literature review takes and clarifying why)
The theories on relationships between HRM and performance, in particular, the human capital theory, underpinning the resource based view by Boxall and purcel 2008; Barney,1991 (RBV), (e.g. Sayer,2004 why critical realism and Harney) and the ability-motivation-opportunity (AMO) (see Jiang et al, p.77) for understanding their relationship with improving employees’ performance and organisational outcomes through using critical realist meta-theory to examine the underlying mechanism between inputs and outputs which in turn help to conceptualize the link between HRM-performance.

Second section: introduction (to show a gap in literature) such as although of the robust evidence for HRM-performance link according to scientific approach results, there is still a lack of understanding of the HRM-performance link. Also, there is a need for a critical and reflexive evaluation of what literature in terms of the link between HRM and performance should say (e.g Guest, 2010; Combs, Liu, Hall, & Ketchen, 2006; Hesketh and Fleetwood, 2006). This means that there is a need to unlock the black box (Purcell and Bxall) between HRM and performance in particular between selection, training and improving employee’s performance and organisational performance (see Jiang et al. 2012 p. 81)

2) The theory about HRM, a theory of human capital, a theory about performance and a theory how they are linked according to Guest (1997 HRM and performance: a review and research agenda, 2010) to understand the impact of HRM on performance (Karen Legge, 2005). She is critical in her approach to the performance. There is a need for a view of her understanding to performance. Paauwe et al 2004, Fleetwood and Hesketh, 2010. (i.e discussion)
3) In terms of performance HOW is it theorised and operationalised in previous studies. In this regard, how quantitative method of performance has been operationalized in previous research such as the health care sector. What’s wrong with quantitative methods (Fleetwood and Hesketh, 2010; Harney, Exploring the road less travelled in HRM-performance…). (there is a need for discussion)
4) A section of the current debate about the recent development of the human capital and theory of performance (e.g. Hesketh. A. 2014; Jiang et al., 2012; Combs et al 2006- How much do high-performance work practices matter? A meta-analysis…). In this regard, to identify the linkages between HR and performance i.e. to understand performance as opposed to measuring performance, in terms of identifying the linkages (e.g. employees’ ability, and perceptions to their behaviour since the organisation is not a profit company).

5) Employee engagement and their perceptions of HRM and its effects on organisational performance. (Baluch and Pienining, 2013 the relationship between employees’ perception of HRM and ….)
6) Summary of the chapter to indicate how the research questions emerged.

Looking for the best essay writer? Click below to have a customized paper written as per your requirements.