This study will examine this relationship empirically on a selected case to find out, whether supervisor feedback can be seen as a suitable means to improve business performance. Accordingly, the research question for this paper is the following: How can organizational performance be influenced by the relation between supervisor feedback and employee behaviors and attitudes?
In times of fast changing work environments and demanding tasks for employees it is highly important to take actions and adjust the organization’s strategy to still secure a competitive advantage and high-performance outcome especially when competing in a market with strong competitors. Further, employees’ mindsets have changed over the last years and social criteria in their work environment are now more important than financial rewards. This is why the relationship between supervisor and employee is of increased importance and more and more employees yearn for personal development and responsibility to satisfy their individual needs. Based on Maslow’s Hierarchy of Needs prestige and the feeling of accomplishment is the last step before an individual demands self-fulfilling needs and can achieve one’s full potential. Hence, organizations should pay attention to satisfy this need in order to allow employees reaching the top level and add the highest value to the organization.
Based on that, researchers within Strategic Human Resource Management (SHRM) have been encouraged “to explore whether and how Human Resource practices […] affect employee attitudes and behaviors in ways that may further business strategy” (Storey, 2007, p. 173). SHRM provides guidance on how key issues of HRM can be managed strategically in the sense that they support the realization of the company’s goals. This relationship between bundles of Human Resource (HR) practices, also called High-Performance Work Systems (HPWS), and behaviors is influenced by various employee attitudes.
Table of Contents
- Introduction
- Theoretical background
- Definitions
- Strategic HRM and Strategic Performance Management
- How does SHRM impact performance
- Content-based Approach
- Process-based Approach
- Supervisor feedback as HR practice
- Practical application
- Discussion
Objectives and Key Themes
This paper examines supervisor feedback as a strategic human resource management (SHRM) practice to improve organizational performance. It explores the theoretical underpinnings of SHRM and its impact on performance, focusing on both content-based and process-based approaches. The practical application of supervisor feedback within a specific context is also analyzed.
- The role of SHRM in enhancing organizational performance
- The impact of supervisor feedback as an SHRM practice
- Content-based and process-based approaches to SHRM
- Practical application and analysis of supervisor feedback
- The relationship between strategic HRM and strategic performance management
Chapter Summaries
Introduction: This introductory chapter likely sets the stage for the research paper, outlining the topic of supervisor feedback as a strategic HR practice and its importance for organizational performance. It probably introduces the research question and the overall structure of the paper, highlighting the key areas that will be explored in subsequent chapters, such as theoretical frameworks and practical application. It may also provide a brief overview of the chosen methodology.
Theoretical background: This chapter delves into the theoretical foundations of strategic human resource management (SHRM) and its connection to organizational performance. It likely defines key terms such as SHRM and strategic performance management (SPM), explaining different theoretical approaches to how SHRM influences performance (content-based and process-based). A significant portion of this chapter probably focuses on establishing a conceptual framework, explaining how supervisor feedback fits within the broader context of SHRM and its contribution to improved organizational outcomes. The chapter lays the groundwork for the practical application discussed in later sections.
Practical application: This chapter presents a practical application of the theoretical concepts discussed previously. It likely describes a specific case study or empirical analysis, demonstrating how supervisor feedback is implemented and its effects on organizational performance. This section may involve data analysis, case studies, or other empirical evidence to support the arguments presented. The detailed description of the methodology and analysis approach is probably included here.
Keywords
Strategic Human Resource Management (SHRM), Strategic Performance Management (SPM), Supervisor Feedback, Organizational Performance, High-Performance Work Systems (HPWS), Content-based Approach, Process-based Approach, Organizational Citizenship Behavior (OCB).
Frequently Asked Questions: A Comprehensive Language Preview
What is the main topic of this paper?
The paper examines supervisor feedback as a strategic human resource management (SHRM) practice to improve organizational performance. It explores the theoretical underpinnings of SHRM and its impact on performance, focusing on both content-based and process-based approaches. The practical application of supervisor feedback within a specific context is also analyzed.
What are the key themes explored in the paper?
Key themes include the role of SHRM in enhancing organizational performance, the impact of supervisor feedback as an SHRM practice, content-based and process-based approaches to SHRM, practical application and analysis of supervisor feedback, and the relationship between strategic HRM and strategic performance management.
What is the structure of the paper?
The paper is structured into several sections: an introduction, a theoretical background section (including definitions of key terms and discussions of different theoretical approaches), a section on practical application (likely involving a case study or empirical analysis), and a discussion section. A table of contents provides a detailed overview of the chapter structure.
What theoretical frameworks are discussed?
The theoretical background section delves into the foundations of strategic human resource management (SHRM) and its connection to organizational performance. It explains different theoretical approaches to how SHRM influences performance, specifically focusing on content-based and process-based approaches. The relationship between SHRM and strategic performance management (SPM) is also explored.
How is supervisor feedback analyzed in the paper?
The paper analyzes supervisor feedback as a key SHRM practice. Both its content and the process of delivering the feedback are examined. A practical application section likely presents a case study or empirical analysis demonstrating how supervisor feedback is implemented and its effects on organizational performance. This section may include data analysis or other empirical evidence.
What are the key words associated with this paper?
Key words include Strategic Human Resource Management (SHRM), Strategic Performance Management (SPM), Supervisor Feedback, Organizational Performance, High-Performance Work Systems (HPWS), Content-based Approach, Process-based Approach, and Organizational Citizenship Behavior (OCB).
What is the purpose of the chapter summaries?
The chapter summaries provide a concise overview of the content and focus of each chapter in the paper. They offer a preview of the key concepts and arguments presented in each section, allowing readers to quickly grasp the overall structure and flow of the research.
What kind of methodology is likely used in the practical application section?
The practical application section likely involves a specific case study or empirical analysis. The exact methodology isn't specified in the preview, but it could involve data analysis, case studies, or other empirical evidence to support the arguments presented. Details about the approach would be included in this chapter.
- Arbeit zitieren
- Rieke Weller (Autor:in), 2018, Supervisor feedback as a strategic HR practice to improve organizational performance, München, GRIN Verlag, https://www.grin.com/document/459093
