example of research proposal in human resource management

Best Research Proposal Topics in Human Resource Management

Exciting research proposal topics in human resource management for your project

example of research proposal in human resource management

Writing a Great HRM PhD Research Proposal

In writing your research paper, the most important aspect is the efficiency of your topic as this will basically determine its success. It is essential that you allocate time to ensure that your topic is not only relevant but a great contribution to your chosen field. To the many students struggling with choosing their PhD law research proposal topics in human resource management.

human resource research topics

Some Expert Advice Regarding Writing Your Proposal

As Paul Wong of Trinity Western University reminds us :

“The quality of your research proposal depends not only on the quality of your proposed project, but also on the quality of your proposal writing. A good research project may run the risk of rejection simply because the proposal is poorly written. Therefore, it pays if your writing is coherent, clear and compelling.”

So always ensure that you spend the time required to review your PhD proposal writing to ensure that you have used the best possible compelling word choices and that your writing will flow in a way that will keep the reader engaged fully. You can also find a sample research proposal on human resource management and boost your writing skills!

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Proposal Research Paper Topics Selection Tips

Proposal research paper topics selection is always crucial task and right topic can bring good mileage for the student’s professional career in many ways. Research paper topic proposal should be considered based upon the prevailing trends, market interests, academicians’ interest and many more.

Let us see some helpful tips for the selection of the proposal research paper topics below:

Proposal research paper topics selection is always good through identifying a list of interests. Then, go in detail with all psychological research proposals for the content availability and select one topic that is currently credited with valuable information in reach for completing the task quite easily.

Research Topics in Human Resource Management That You Might Find Useful

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DOWNLOAD Here More Research Proposal Topic Ideas in Human Resource Management!

There are many things that you should consider when selecting the best topic for your paper, for instance, you can check out business research proposal ideas . It is vital that you have the capacity to accomplish your research on time; most topics are too vague that majority find it difficult to narrow their research on time for submission. Also, you have to consider available literature when choosing your topic for research proposal on human resource management. Search for sample research proposal topics in human resource management for better understanding on how it should look like.

HRM Research Proposal Topics

Remember that your research proposal topics in human resource management play an important role in your study. With this, you can effectively show your readers your level of comprehension and excellence simply by coming up with premium and effective topics. Your research proposal topics in human resource management will also enable you to advance not only your academic career but also your professional life as your research paper and other written papers are important when applying for future jobs.

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example of research proposal in human resource management

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Sample PHD HRM Dissertation Proposal

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Challenges of Strategic Human Resource Management (SHRM)

Research focus: project based public organisations in trade and industry sectors of uk.

The proposed research will be based on an exploratory and interpretive paradigm to understand the challenges faced in strategic human resource management (SHRM), with a particular focus on public organisations of the UK in trade and industry divisions of the UK government.

The reviewed literature depicted that in a project-based organisation (PBO), the achievement of long term competitive advantage is one of the essential goals in large public and private organisations that lead to the modifications in management practices of new modes of operations. The transition from traditional to optimised project management techniques in government organisation not only involves the management’s change of mindsets, but it also requires changes in operational compatibilities of human resources.

Proposed Title

Challenges of Strategic Human Resource management (SHRM) in Project based public organisations in trade and industry sectors of UK


The successful progress of any organisation requires the adequate performance of Human resources as an integral component of organisational resources and capabilities. The studies of Hayton (2005), Peiseniece and Volkova (2010), and others have convincingly declared human resource management (HRM) as one of the most critical management functions as a driver of the value chain.

Project management is one of the contemporary management approaches with more concentration on achieving a single objective. With the increase in dynamics and complexity of the external business environment, the change management and project management approaches are widely used in public organisations (Kaufman and Miller, 2011).

This research proposal is based on analysing human resource challenges posed in the public PBOs during the transition phase. The literature is reviewed concerning the critical perspectives of studies about challenges in achieving the dynamic performance of HR in PBOs. Further, the discussion on research methodology is part of this proposal.

Rationale of Research

According to Mathis and Jackson (2011), strategic human resources management (SHRM) is one of the essential differentiation functions of a traditional management based organisation and a project-based organisation (PBO).

Pronjogo and McDermott (2011) argued the limitations of human resource management in public organisations project management approaches. Because of the traditional approaches followed in the bureaucratic setup of government or public departments, the transition towards PBO has specific challenges related to performance and skills management, adaptation to change, and modifications of operational strategies. Therefore, it is essential to analyse these challenges given the theoretical frameworks for HRM in public sector PBOs in the United Kingdom (UK).

Research Aim

This research aims to cover the essential aspects of SHRM to explore SHRM challenges in increasing the HR capacity and adaptation to change resulting from the transition of public sector project-based organisations (PBO) from the traditional public sector in the UK.

The proposed research will be related to the achievement of the following research objectives;

1. To understand the changing role of employees in a public organisation in context to PBO requirements in the UK.

2. To identify the modifications required in the HRM policies, practices, and designing of project teams in public sector PBOs.

3. To assess the capabilities and adaptation to transitional changes in human resources of selected PBOs in the UK

Research Questions

Given the complexities involved in the transition process faced by public sector organisations due to their size and diversity in human resource characteristics, the research will endeavour to answer the following questions;

1. What are the main challenges posed during the transition of a traditional public organisation to a PBO in the UK, and how do these challenges affect the modifications of HR practices to the new design of HRM in PBOs?

2. How do the roles and capabilities of HRM modify given the designing and management of project teams in public sector PBOs in the UK?

3. What is the consequence of the transition from a traditional to PBO on HR development and employees adapting to the new project environment in the context of public organisations?

Literature Review

This section reviews the relevant literature of project organisations and the challenges to HRM during the transition from traditional to project-based organisations (PBOs).

Transition to Project Based Organization (PBO)

The switching of traditional organisations to project-based, process-based, and change management-oriented organisations are pretty standard in the private sector. Similarly, public organisations also face the challenges of attaining the required performance in project-based settings. According to the proposed notion of Garies (2010), more frequent changes have been observed in recent eras due to the increased complexity and dynamic environment in consumers and business environments. Therefore, Turner (2009) declared the transition to a project-based organisational setup is essential to attain strategic organisational goals with a more focused approach. In contrast to the private organisations, the activities of PBO require a more focused and dynamic approach from public organisations due to their bureaucratic structure with less flexibility and large employee base to control HRM activities (Young and Howard, 2012).


Characteristics of PBOs in Public Sector

The category of the government sector in the UK is considered as Projectified organisations due to the transition made from traditional organisations to a more flexible and dynamic delivery of custom designs given the changes in the business environment.

Further, Gurbuz and Mert (2011) argued that the public organisations offered objectification to specific departments and service areas because of specified requirements of government projects, and the other sections and departments are governed through traditional management approaches. Hence, the requirement of practical human resources is one of the preliminary requirements in PBOs.

In view of the research of Perkins and White (2010) and Turner (2009), the changes in HR practices in PBOs are essential to address as the project’s development is associated with the designing of a new work environment on Projectified organisations. Jalocha et al. (2014) emphasise the development of critical competencies in project managers of Public organisations.


SHRM Challenges in the Public PBO


In addition, the increased requirements of soaring performance are difficult to achieve in view of the work concept in public organisation employees.

The other essential factors identified by the studies of Li-Yun, and Pan (2011) and Muller and Turner (2010) are linked to the development of career opportunities, flexibility in work routines and consistency in performance appraisal system for various projects in a single organisation are some important issues to be addressed.

Research Methodology

The exploratory research methodology governed by an interpretivist paradigm is selected for this research. The application of theoretical constructs of a PBO on the public organisational project settings needs a detailed and comprehensive study to align the concepts to the actual life practices of these PBOs.

The main areas of exploration are the development of SHRM practices in view of the challenges in current project-based working scenarios of public organisations in the UK. The studies of Li-Yun, and Pan (2011) and Jalocha et al. (2014) provided the necessary literature base for the HR settings in PBOs.

Further, the works of Crawford et al. (2013) and Snape and Redman (2010) will assist in determining the crucial variables of HR performance development in SHRM planning and HR linkages in PBOs.

The empirical research will be based on detailed personal and group interviews in five selected public organisations in the UK. The government departments operating in trade and industry are the main focus of the proposed research.

The nature of this longitudinal study will use an inductive approach in the collection of and qualitative data from interviews of project managers and HR managers in selected public organisations in the UK. Coding of data collected from interviews will be done by feeding qualitative data of interviews in RDA/QDA or ATLAS to convert qualitative data to quantitative.

The evidence in qualitative data will be collected through brainstorming, interviews, and focus group discussions with the project planners and HR managers in public sector organisations.

Summary and Conclusions

The changes in the environment and practices of individual employees in a public sector PBO are the most challenging aspects. The employees’ integration with project tasks needs a shift in mindset from traditional to task-based operations. The proposed research is expected to explore essential insights in the major transformations in public organisation SHRM to match the requirement of dynamic environments.

Proposed Work Plan

The span of the study is tentatively planned to three years, and a detailed plan is attached in Appendix.

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Crawford, E., Rich, B., Buckman, B. and Bergeron, J. (2013) ‘The Antecedents and Drivers of Employee Engagement, in Truss, C., Alfes, K., Delbridge, R., Shantz, A. and Soane, E. (Eds) Employee Engagement in Theory and Practice. London: Routledge

Gareis, R. (2010). Designing changes or permanent organizations by processes and projects. International Journal of Project Management, 28, 4, 314-327.

Gurbuz, S. and Mert, I. (2011) Impact of the Strategic Human Resource Management on Organisational Performance: Evidence from Turkey. The International of Human Resource Management. 22(8), pp.1803-1822

Hayton, J. C. (2005). Promoting corporate entrepreneurship through human resource management practice: A review of empirical research. Human Resource Management Review, 15, 21–41.

Ingason, H. T. & Jónasson, H. I. (2009). Contemporary knowledge and skill requirements in project management, Project Management Journal, Vol. 40, No. 2.

Kaufman, B. and Miller, B. (2011) The Firms Choice of HRM practices: Economics meets Strategic Human Resource Management. Industrial & Labor Relations Review. 64(3), pp.423-626.

Li-Yun, S. and Pan, W. (2011) Differentiation Strategy, High -Performance Human Resource Practices, and Firm Performance: Moderation by Employee Commitment. The International Journal of Human Resource Management. 22(15), pp.3068-3079.

Mathis, R.L., & Jackson, J.H. (2011). Human Resource Management (14th ed.). South-Western: Thomson. 592 p.

Müller, R. & Turner, R. (2010) Leadership competency profiles of successful project managers, International Journal of Project Management, Vol. 28. Peiseniece, L., & Volkova, T. (2010). The necessity to evaluate human resource management in companies of Latvia. Economics and management, 15, 698-703.

Perkins, S. White G. (2010) Modernising Pay in the UK Public Services: Trends and Implications. Human Resource Management Journal. 20(3), pp. 244-257

Pronjogo, D. and McDermott, C. (2011). The Relationship between multidimensional Organisational Culture and Performance. International Journal of Operations and Production Management.31(7), pp. 712-735.

Shaw, J., Park, T. and Kim, E. (2013) A Resource-based Perspective on Human Capital Loses, HRM Investments, and Organizational Performance. Strategic Management Journal. 34(5) pp. 572-589.

Snape, E. and Redman, T. (2010) HRM Practices, Organizational Citizenship Behaviour, and Performance: a Multi-level Analysis. Journal of Management Studies.47(7), pp.1219-1249.

Turner, J. R. (2009). The Handbook of Project-based Management. Third ed. McGraw-Hill, New York and London. Van Jaarssveld, D. and Yanadori, Y. (2011) Compensation Management in Outsources Service Organisations and its Implications for Quit rates,

Absenteeism and Workforce Performance: Evidence from Canadian Call Centres. British Journal of Industrial Relations. 49(s1), pp.s1-s26

Young, Y. and Howard, B. (2012) Financial Incentives, Professional Values and Performance: a Case Study of Pay-for-performance in a Professional Organization. Journal of Organizational Behaviour. 33(7), pp. 964-983.

Appendix – Detailed Research Schedule

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Title: The impact of human resource management practices on employee's performance. A Research Proposal

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Proposal On Strategic Human Resource Management

Human resource management : strategic planning.

Human Resource Management is crucial to any organization’s success; do I believe that it should be a part of the overall company’s strategic plan absolutely by aligning Strategic planning within an organization it plays an important role as to how productive the organization is. Human Resource Management has many different aspects and each one of these has a part of the overall strategic plan of the organization for example Staffing, Policies, Compensation and Benefits, Retention, and of course Training and Development.

Strategic Hrm Essay

Strategic HRM: can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that brings up innovation, flexibility and competitive advantage. Strategic HRM involves setting employment standards and policies. Moreover it is not any particular human resource strategy but it is a framework for shaping and developing many people management strategy. (Sarah Glimore and Steve Williams, 2009) It is the pattern of planned HR operations and activities intended to help an organisation to achieve its

Literature Review On Strategic HRM

One of the current trends in strategic human resources management (strategic HRM), is research regarding whether a company’s human resources department should put more effort in the strategic or organizational aspect of the company. Should a company focus more towards one aspect than on the other? In order to find answers to this question, researchers are using different theories, methodologies, evidences, gabs in research, and conclusions. The purpose of this literature review is to collect knowledge about the current thinking and research of the function of strategic HRM to improve the overall performance of a company.

Human Resource Management And Its History Essay

To begin evaluating strategic human resource management approaches, one must first understand the concept of human resource management and how it came to be. Human resource management stemmed from what use to be called personnel management in the early 1940’s. The term human resource management (HRM) was first used in the United States and it suggests to some that “employees were an asset or resource-like machines, but at the same time HR also appeared to emphasize employee commitment and motivation” (CPID, 2016).

The Human Resource Function

Human resources on the whole, encompasses a vast amount of responsibilities. “Human resource management (HRM) is the organizational function with responsibility for attracting, retaining, and managing the people who make up organizations." (Bogardus, p. 2, 2004) We will be identifying and looking at some of the important functions that HRM performs, and how these functions are essential and contribute to the growth of the organization.

Application of HR Bodies of Knowledge at AT&T Essay

The field of human resources (HR) plays a critical role in the performance and success of organizations. As organizations have become increasingly more complex, the effective management of HR has become even more important. The traditional perception of HR as only an administrative office is no longer valid. Instead, contemporary HR is directly involved with the internal organizational structure, business operations, and variety of functions carried out by employees on a daily basis (Reed & Bogardus, 2012). HR functions impact the organization’s strategic planning, improvement processes, and goal achievement. Six core bodies of knowledge provide the foundation for all of these HR functions. These areas are: strategic

Human Resource Management Issues : Hrm

Introduction: HRM plays a vital role in supporting business strategies while taking any business decisions at higher level of organizations. Human Resource Management which can make the effective use of human resource in order to enhance organizational performance and as a strategic business partner, human resources management can justify adequate funding for human resources activities. This assignment aims to investigate different human resource management issues. It will also provide us a clear view about the role and importance of HRM in achieving organisational effectiveness. It discusses about the formulation and implementation of HR strategies along with the contemporary issues impacting SHRM.

The Resource Based Approach To Strategic Human Resource Management

The Strategic Human Resource Management (SHRM) is an approach that defines how the organization’s goals will be achieved through people by means of HR strategies and integrated HR policies and practices. Thus human resource is considered as important asset to organizations to achieve sustained competitive advantage (SCA) and optimize organizational performance. The Resource Based View (RBV) or approach, best explains the human resource as a source of competitive advantage that culminates to superior performance. Therefore, the RBV approach to SHRM in this essay is argued and established as a better alternative from other approaches such as Best practice approach and Contingency approach. Down the line, its managerial implications in terms of HR actions

Why Is It Important For HR Management To Transform From Administrative And Operational To Becoming More Strategic Contributor?

It is important for HR Management to transform from being primarily administrative and operational to becoming more strategic contributor because of the involvement of competitive advantages through a company s’ employees. Strategic HR managers need proceed with the professional growth by hiring employees with high potential and giving them opportunity to learn and make lot of experience from their job roles where can access to brightest future in the industry. Secondly, the executive succession where the strategic HR managers will hiring the potential successors and grooming them with experience and advancement to be ready for replacement of the owner of company. A company can be in right direction if proceed with the strategic succession planning. Third is the labor cost efficiency. Strategic HR department mainly focus on their top performers who effort the most to organizational goals and long-term company success. A strategic HR philosophy ensures the employees satisfied perfect where by paid to

Three Ways in Which Hrm/L & D Activities Support an Organisation

Wright and McMahan (1994) define strategic HRM as “the pattern of planned Human Resource deployments and activities intended to enable the organisation to achieve its goals.” A HR function should impact the success of an organisation; a policy must remain current and suitable to both the internal and external environment. Ulrich and Lake (1990) affirm, ‘HRM systems can be the source of organisational capabilities that allow organisations to learn and capitalise on new opportunities.’

Strategic Human Resources Management: a Review of the Literature and a Proposed Typology

Strategic Human Resources Management: A Review of the Literature and a Proposed Typology Cynthia A. Lengnick-Hall; Mark L. Lengnick-Hall The Academy of Management Review, Vol. 13, No. 3. (Jul., 1988), pp. 454-470.

Strategic Human Resource Management : A Field Evolved Over The Years

How has strategic human resource management as a field evolved over the years? What are the practices that are likely to bring forth better performance with regards to strategic human resource management? Strategic human resource management deals with strategies used by business enterprises and companies as means of the improving and measuring performance. It is important to understand these strategies as it helps determine what would be required for employers to get good results from their enterprises and employees to feel comfortable and also feel motivated to work efficiently. Strategic human resource management (SHRM) emphasizes the need

Strategic Planning Process Of Raffles Medical Group

The strategic human resources management of the means every person from within organization from the top of management level to the bottom of ground staffs are doing things that make the organization successful. According to Schuler, R. S. (1992) strategic human resources management is defined about integration and adaption within organization .Its concern to ensure HR management is fully integrated with the strategy and these HR policies are adjusted and used by the employees and their line managers as part of their everyday work.

Strategic Human Resource Management : Marks And Spencer

In simple term, strategic human resource management is concern with the ways in people is crucial to company effectiveness. According to Miller (1987) strategic

Concept Of Strategic Human Resource Management

Human Resource Management (HRM) has effectively been an integral part of organizations’ since the end of the 19th century. There has been continuous shift in name change, focus and responsibilities of HRM, with the role progressively evolving since the days of the industrial revolution, reflected in the change of terms from Welfare Officers, Personnel Management, Human Resource Management (HRM) and most recently Strategic Human Resource Management (SHRM).

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Research Proposal

Nature of the project

In the Final Project, various techniques and concepts are applied to the development of a detailed proposal for a performance management system (PMS) for one particular organization. The selected organization for this project is Walmart. This company is arguably one of the largest retailers worldwide having in excess of 2 million workforce, 8,498 stores in 16 nations under various names. Every week, more than 100 million shoppers shop at Walmart’s establishments in different parts of the world (Wal-Mart Stores, Inc 2014). This multi-national corporation is a highly successful firm partly due to its performance management system which enhances the competitive strategy of the company.

Nonetheless, the problem with Walmart’s performance management system is that aligning the performance management system with the company’s competitive strategy is not adequate (Bhave & Brutus 2011). Moreover, for a performance management system to be very good and effective, it also has to be aligned with the company’s internal Human Resources practices such as compensation systems as well as training and development. When both internal Human Resources alignment and external competitive strategy alignment are attained, then the performance management system could actually maximize its potential. Therefore, the problem or opportunity that is to be investigated is how to improve the performance management of Walmart.

Sources of information to use: examination of literature

For this project, the sources used would be obtained from scholarly online databases. These databases, which include JSTOR, EBSCOhost, ScienceDirect, Emerald Journals, SAGE journals online, and ProQuest have a good reputation for having high-quality articles on a wide range of subjects and topics. All the sources of information used are not more than 5 years old; hence, they are recent and relevant for the project.

Pulakos (2010) noted that performance management systems including employee performance assessment and employee development are fundamental to human resources (HR) management. In lots of organizations, performance management systems are faulty and have flaws, with managers and members of staff regularly complaining about their ineffectiveness. A survey carried out by Watson Wyatt revealed that just 3 in 10 members of staff are in agreement that the performance management system of their company is actually helpful in improving performance (Pulakos 2010). In addition, fewer than 40% of members of staff reported that their performance management systems produced sincere and candid feedback, defined clear performance goals, or made use of technology in streamlining the process (Pulakos 2010). Even though these results evidently show that many organizations might be having performance management systems that are poorly designed, it is usually not badly developed processes and tools which bring about complexities with performance management. Instead, complexities regularly occur because performance management is essentially a very personal and usually frightening process for staffs and managers alike.

Managers are disinclined in providing honest feedback and are hesitant to have candid discussions with members of staff because they fear reprisal or they fear to damage the relationships with the very people they count on to get work carried out (Jirjahn & Poutsma 2013). Staff members feel that their managers are not effective at training them on how to develop their skills and they also feel that managers are not skilled at discussing their performance. Many whine that PMSs are too time consuming, bureaucratic and cumbersome for the value added (Tolan 2011). This makes staff members and managers to treat performance management as a necessary evil of work life which needs to be reduced instead of treating it as a vital process which can accomplish important organizational and individual outcomes. Despite the difficulties, performance management is a vital tool for high-performing companies and is in fact a very important responsibility of a manager. Moreover, if it is performed rightly, performance management could lead to many significant outcomes for a company, its staff members, and managers (Kumari & Malhotra 2012).

Important techniques and concepts to be applied

Importance of performance management: the management of staff members in an organization is a crucial factor in ensuring a company’s success. A performance management system that is well-designed would result in significant outcomes for the company in terms of satisfaction of employees and attainment of organizational objectives and strategies. A continuous and ongoing process of measuring and assessing performance of staff members is necessary as a starting point for bringing about improvements in productivity and bringing the goals of employees into line with the company’s strategic goals (Tolan 2011).

Integration of performance management with other HR activities: staff members are an organization’s most significant asset and each of the other HR activities and functions are dependent upon performance management for the information and data on which to base decisions and the procedures and incentives needed to carry out improvement strategies. Performance management is an important link between HR management functions and organizational competitiveness (Jirjahn & Poutsma 2013). The performance management process: this concept includes all the steps undertaken to implement a performance management system. The steps are laying the foundations, performance planning, performance implementation, performance appraisal, as well as performance review, renewal, and recontracting.

Relationship of performance management to strategic planning: it is of major importance to link the PMS to the strategic plan of the company as this would ensure that the company’s strategy is followed at all levels of the company. Defining and measuring performance: this concept includes understanding performance, approaches to performance management, measuring outcomes, and measuring behaviour (Pulakos 2010). Designing and implementing a PMS: this concept includes the content and structure of performance appraisal forms, the process of appraisal, preparing to implement, training the raters, as well as testing, monitoring and evaluating the systems.

Bhave, DP., & Brutus, S 2011 A macro perspective to micro issues. Industrial and organizational psychology , 4(2): 165-168

Jirjahn, U, & Poutsma, E 2013, ‘The Use of Performance Appraisal Systems: Evidence from Dutch Establishment Data’, Industrial Relations , 52, 4, pp. 801-828, Business Source Complete, EBSCO host , viewed 26 June 2015.

Kumari, N, & Malhotra, R 2012, ‘Effective Performance Management System For Enhancing Growth’, Global Management Journal , 4, 1/2, pp. 77-85, Business Source Complete, EBSCO host , viewed 26 June 2015.

Pulakos, ED 2010 Performance management: A roadmap for developing, implementing and evaluating performance management systems. Society for Human Resource Management.

Tolan, M 2011, ‘Developing Performance Appraisal Systems for Academicians’, Proceedings Of The Northeast Business & Economics Association , pp. 474-477, Business Source Complete, EBSCO host , viewed 26 June 2015.

Wal-Mart Stores, Inc 2014, Wal-Mart Stores, Inc. Marketline Company Profile , pp. 1-41, Business Source Complete, EBSCO host , viewed 26 June 2015.

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