Panorama of the influence of Human Resources Management Practices on Organizational Performance: Literature Review

Abstract

In order to deal with an increasingly turbulent environment, and the behavior of a clientele that has become increasingly demanding, organizations are called upon to use all the potentialities at their disposal. The human element has turned into a resource of great strategic value, since it has become a generator and procurator of performance and therefore a source of competitive advantage that the organization must enhance. By taking into account this development of the world as a whole and that of the company in particular, the human resources function is faced with multiple challenges, both important and complex. As a result, it was brought more than before to adapt and above all to be proactive in the face of the various challenges: digital, organizational, social, etc.

Considered before a simple support function, it has now become the one that allows the company to differentiate itself from its competitors.

And it is precisely in this perspective that several authors and researchers have proven that it is the human capital made up of the knowledge, skills and aptitudes held by the company that attributes value to it and constitutes a source of 'competitive advantage. HRM appears as a strategic lever par excellence essential for the success of the strategy of any firm, in this context several approaches to the strategic management of human resources (HSRM) have been developed and have been the subject of multiple studies in an attempt to explain the true relationship between HR practices and performance, such as the universalist, contingent and configurational approach

The objective of this paper is to try to study the impact of innovative HR practices aligned with business strategy on organizational performance.

JEL Classification : O15

Paper type : Theoretical Research