Data Collection Method in Strategic human resource management practicesName

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Strategic human resource management practices: effect on performance is an article authored by Beatrice Akong’o Demba that attempts to establish the relationship between Strategic human resource management and performance of an organization. The study involves distinct independent variables which include specific practices that are regarded as some of the human resource management strategies. Training and development as well as compensation systems are some of the practices that are found to be boosting performance of an organization. Performance of an organization are considered to be elements such as attributable image, interpersonal relations and product quality and this study included information from 50 large manufacturing companies in Kenya (Dimba, 2010).

Methodology used in this study included both surveys and interviews to analyze the relationship between SHRM acts and performance of an organization. Survey was a very important approach since it provided a wide based information and deep understanding. Questionnaires used in this study play an integral part in obtaining specific information regarding particular objectives of the study. The questionnaires are also developed by Huselid’s which contain measures of for SHRM practices (Dimba, 2010).

The Huselid’s instruments further include motivation and performance of the organizations and their own employees thus providing a good standard for measuring and relating strategies of an organization and her performance. There was scale provided to measure the human resource practices of firms which include recruitment and selection, training and development, participation and rewards. This was very significant in the efficiency of the study. The researchers would therefore get primary opinions and information which are closely related to the practices involved on the questionnaires (Dimba, 2010).

Cross sectional survey was indeed recommendable in determining some particular parameters from different respondents who were from the specific large manufacturing firms. Cross sectional survey is unbiased and would therefore help in providing impartial information that would help achieving the goal of the study (Dimba, 2010). Survey was done in a balanced way because it involved senior human resource managers and other employees from different functional areas hence excluding any form of impartial element. Other employees who are not participants in setting strategy of the human resource are always affected by the strategies and would therefore give their own interpretation and opinions regarding the strategies. Additionally, the researcher used the survey responses to select a sample that would be interviewed further regarding their response (Dimba, 2010).

Six of the 27 companies that responded to the surveys were randomly selected for interviews to strengthen the achievement of objectives of the study. Survey was really appropriate for the researcher because data was to be obtained from different employees in various geographical locations. Survey was also appropriate because it is cheaper while dealing with a large number of individuals making it the best research method for organizational research. It is also easy to use such kind of data collected from survey to do tabulation and present data accordingly (Dimba, 2010).

Evaluating and analyzing an organization through survey as a data collection method is very efficient. An interview used by the researcher was also vital in proving some of the respondents’ response and was therefore the best method of collecting rich and qualitative data. The researcher had an opportunity of understanding the human resource strategies as well as their relationship with the organization’s performance.

Reference

Dimba, B. (2010). Strategic human resource management practices: Effect on performance. African Journal of Economic and Management Studies, 1(2), 128-137. doi:http://dx.doi.org/10.1108/20400701011073455