1.2 Research problemTo determine the degree of association between human resource productivity metrics and human resource capital metrics. The study will in this event try and establish if there is a significant contribution of human resource productivity when a company chooses to invest in its employees.
1.3 Aim of the researchThis research seeks to establish means to achieve optimal production in the United Arab emirates by studying how productivity will affect production.
1.4 Research objectivesTo establish whether there is a significant difference in the mean value of the human resource capital metric and the human resource productivity metrics between the males and female.
To determine the degree of association between the human resource capital metrics and the human productivity metrics.
To investigate whether there is a model that governs the association between the human capital and human resource productivity in determination of value chain assessment.
1.5 Research questions:Is there a significant difference on the perception of the human recource productivity metrics and the human resource productivity metrics?
Is there any association between human resource capital productivity matrix and human resource productivity metrics?
Can we substantiate the relationships between the human resource productivity metrics and the human resource capita productivity metrics.
CHAPTER 2: LITERATURE REVIEW AND HYPOTHESIS
2.1 Literature reviewThe value chain is an essential and integral concept that is employed currently to systematically examine the activities performed by an organization. Michael Porter purports that discerning an organization competitive advantage in the market requires multifaceted analysis of the discrete engagements of the organization such as in producing, designing, delivering, supporting and marketing of its products (Martin, 2006). Value chain as an integral concept of human resource partitions the organization activities into advantageously relevant activities. The modern economy acknowledges the value and imperativeness of human capital as an essential cog in the wheel of any organization. Heads of the organization are increasingly becoming concerned with the techniques of using the human resource as an asset and how to appreciate the value of the human resource within the confines of the organization (Chatterjee, 2002). The human resource value chain aids an organization to discern the process which can be employed to optimize a persons worth to maximize the benefits of an individual to an organization. Value chain scrutinizes the activities of organizations conducted by the human resource department and determines how they interact to optimize a persons potential for a good return of the organization (Cool, Henderson and Abate, 2004).
To optimize the value of the talent of employees in by any management researchers have suggested that conducting a value chain analysis of the organization with regards to pursuits of hiring, recruiting, growing and retaining human capital will be important. According to Weil, (1985) most companies consider value chain in the technical and manufacturing processes but recently enough stress has been accorded to designing the employees policies and their management processes. Managing the human resources value chain especially during hard economic times is necessary to assure and maintain a competitive advantage. A good human resource should be rich with individuals who are skilled, educated and experienced enough to accomplish the requirements of the job (Reimann, 1989). It is important to note that human resource value chain has a relationship with other value chain process in the organization including the manufacturing and technical process.
While as there are these broad categorization of activities, there are several aspects of both support and primary activities that have been realized. Primary activities may include several aspects among them the inbound logistics, outbound logistics, operations, marketing and sales and services. Inbound logistics are the primary stages of product formulation. It covers the warehousing process and reception of materials to be used in the product development. Operations on the other hand, include all the activities that essentially intertwine to transform the inputs into the desired products. Once the product has been completed, it is, therefore, important that they be distributed as ordered. These are outbound logistics. If the sales and distribution channels are not deemed profitable enough, then the marketing and sales services are invoked in an effort to increase the companys sell outs. The final primary service is the maintenance and repairs of equipment and machines.
Support activities are earlier mentioned are important in ensuring that all the primary activities are covered. They include procurement, human resource management, technology and the infrastructure. Procurement is very important as it plays a great role in determining the cost effectiveness of a product since it determines the costs and quality of the raw materials for the company (Martin, 2006). If the product raw materials are high, it becomes hard to become profitable without mapping the high costs to the sale of the final product. This will consequently imply that the company may have a competitive disadvantage to those that have their products acquired at relatively lower costs. Technology is an aspect that is desirable activities that comprise value chain. Without technology, these companies are bound to have low volumes of products and thus a low profitability or delayed income. Human resource entails the mobilization of all the aspects of production to achieve particular departmental and the organizational goals. The firms infrastructure and the managerial framework established will ensure that product definition is up to standards, and the logistics are uptight (Luthans, Hodgetts and Luthans, 1997).
The process of value creation is deemed the most important tool that has contributed towards good service provision as well as quality product development. The value chain in the human resource department of an organization is difficult to measure. There is no measurable metric to determine to quantitatively measure the finesse of handling administrative duties by the human resource, nor is there a calibrated instrument to measure the degree of effectiveness of the human resource department. However, knowledge about the ratio of human resource to the number of employees, ratios of human resource business partners to an organization employees can be ingeniously employed to determine the efficacy of dealing with administrativ...
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