Introduction

General Introduction

At one time, individuals have come across the term Human Resource Management (HRM). Still, since the term has management, many will assume it is no different than any other management structure. Little are they aware that HRM is a prudent technique to the adequate management of persons in an organization such they actively engage in gaining the organization a competitive advantage (Sadek, 2016). In this respect, it is clear that HRM is designed and instigated to get the best out of employees to align with an employer’s organizational strategic goals (Ahammad, 2017). Human Resource Management unveils an organization’s innate potential by enlightening employees on what they can do while in their best form. The most effective way to get to the goal is by coordinating these talents in an organization such that they all align to achieve the set organizational business objectives. However, the process is dependent on HRM’s capacity to meet employee needs while maintaining employee satisfaction.

Human Resource Management found its way into human civilization in the twentieth century, which was an era of economic reforms. Thus organizations had to develop alternative approaches that would better their employees and have them adequately aligned with the organizational goals. The department was also developed to allow employers to connect with their employees since there was a substantial gap between the two, which made it extremely difficult to meet business goals (Emeagwal, 2018). That would no longer be the trend in an era of organizational realization and formulation of revised competitive advantages, thereby giving rise to human resource management. Initially, employees would be employees according to merit before being taken on higher organizational ranks. However, this deemed the employees to at most lack of experience based on additional skills that allow them to handle their newly assigned duties effectively. It was clear that there was a need to have employees performing better, and that implied bettering their performance by expanding their knowledge base.

Based on a review of events before civilization became a daily routine, organizations that attempted to utilize and engage the functions of human resource management benefited by acquiring essential forthcomings on economies of scale guided by knowledge acquired. What remains common between human resources before the twentieth century and what is currently practiced is that human resource management’s goal is to bring a team of employees who are flexible, dedicated, and competent to oversee a consistent progression of an organization (Boya, 2018). In this prospect, human resource management influences an organization’s general functions by augmenting the overall capacity of employees to remain productive as well as deliver qualitatively not only quantitatively (Sadek, 2016). Thinking of human resource management based on what role it plays in an organization’s daily operations, it is clear that the department directly impacts an organization’s ability to uphold success as well as a competitive advantage which is acquired via efficient and maximum employment of workforce creativity, and expertise to attain organizational objectives.

Human resource management is, in many ways, responsible for what the world thinks of an organization based on its performance. For instance, if the world recognizes an organization as productive, then that in more than one way is attributed to what the human resource department does. Human resource management is entangled with the blossoming of a productive and positive working environment for all employees while furnishing them with the required resources in their pursuit to meet the set organizational objectives. Human resource management teams are responsible for bringing on board benevolent but goal-vicious and competent persons and developing engagement routines that guide the organization in its pursuit of success. Human resource management also acts as the interlink between the employers and the employees in such a manner that the employees can convey their concerns (Macke, 2019). In turn, human resources then convey the grievances to the employers and also devise ways by which the interests of both can be aligned in the pursuit of a common goal.

Alternatively, human resource communicates employee expectations on behalf of the employers. This is no different from what happens in Saudi corporations. Human resource management is responsible for the gradual interest of people from all over the world, taking an interest in the way businesses conduct themselves. Saudi’s current state of affairs is greatly attributable to human resource management. Empowered employees are not just born. Instead, they are developed and guided on a set of principles that are enacted by human resource management (Jiang, 2018). Consequentially, these empowered employees align with an organization’s goals and actively seek to achieve it. This has been the image of Saudi’s state of business affairs: a successful business enterprise.

Goal-oriented employees are not bord but are developed with time under a series of training and exposure to what is expected of them. Human resource teams in Saudi institutions have acknowledged this, which has enabled the institutions to benefit from knowledgeable employees. An outdated notion dictates the human resource management team as the body in charge of paying employees. Employees no longer want to work for a salary only. Employees in the 21st-century desire a workplace where their potential is challenged, unveil their innate potential and ushering them into a world where work-based know-how is a continual process (Boya, 2018). To achieve this, Saudi institutions via the HRM furnish employees with adequate orientation procedures and also flourish them training opportunities gradually. Based on what human resource management does, employees in Saudi institutions feel compelled to work because the work environment continually challenges them. In place of talking ill about the institutions, they acknowledge they are who they are because of the institutions. While it would be expected that they are dissatisfied and seek to move onto better and greener pastures, they remain committed (Sadek, 2016). In this respect, it is clear that HRM influences employees’ productivity and the qualitative value of Saudi institutions.

Problem statement

HRM is responsible for the formulation of blueprints that act as the primary precept for organizing the organization’s general functionalities. However, over the years, it has been clear that, whenever impoverished policies are developed, the results are a devastating, poor performance among the employees (Ahammad, 2017). Sadly, in such a situation, employers will rush out to criticize the performance of the employees. This will then critically discourage the employees since it implies that they are not trusted by the employers to handle tasks appropriately. The organization will then have to experience derailed functioning ushering in total failure. However, if the employers sat back a while, reviewed on the problem, and sort adequate approaches to preventing it from happening, the same would not recur. One appropriate way to handle this is by formulating effective human resource management policies. They will better employee productivity in that their needs are directly considered, thereby resulting in improved qualitative output and better organizational success (Altarawneh, 2016). Despondently, organizations have viewed human resource management as an unnecessary expense in place of viewing it as a value-adding function to a corporation. With the escalating level of organizations striving to generate revenue on popular products, competition has been increasing gradually, and the necessity of managing talent while also retaining employees has been recognized as a crucial constituent to organizational growth, prosperity, and competence.

In this respect, organizations have been and will continue endeavoring to be the employees’ employer of choice in the competitive organizational tussle. For an organization to be considered as an employer of choice, it has to have fruitfully enacted a thorough development assessment and with that have conceded their culture, leadership as well as impeccable human resource management practices that lure, develop, optimize and hold fast to their best talents as they seek to meet their corporate objectives (Jiang, 2018). In this respect, human resource management is a prime and impalpable organizational asset that furnishes adequate means to competitively lead an organization by bettering employee productivity and work output.

Earlier research has had little to highlight the relationship between HRM and employee productivity and the capacity to deliver a qualitative work output. As a result, there has been a significant gap between effective employee management, allowing them to be at their best performance for their institutions (Jiang, 2018). It implies that there is a need for a more in-depth review of HRM’s role, allowing organizations to formulate adequate stratagems to implement practices that liaise with human resource managers’ objectives. Human resource ethics and practices guide human resource teams. Lack of formulation of practices that seek to better employees while still requiring the employees to meet organizational goals will likely function but will not be ethical, progressive, and productive (Boya, 2018). Organizations substantially attribute their success to effective human resource practices, and these are such as improving employee productivity and work output by employing strategic approaches that motivate the employees. In this respect, HRM practices signify an essential mentorship structure that systemizes organizational goals to employee capabilities.

Corporate human resource management practices and policies outline a key role in ensuring that organizations optimize growth in an era where globalization calls for revision of business approaches. An organization could take on all possible efforts to ensure that it remains competitive in the market place. Often, many will forget that it is up to the employees to make sure that those efforts flourish positive and expected outcomes. Thus, they are the backbone and the most valuable asset in any organization (Altarawneh, 2016). An effective approach to managing employees is similarly essential as having resources set aside for a revenue-generating project only that they are way more valuable in that they are the ones to ensure the capital transforms from a formulated projection to a realization. Capital, procedures, and organizational policies can never stand out as an independent venture attributing to success without the guidance of an efficient and competent team of employees (Ahammad, 2017). Organizations that have acknowledged this aspect can assert that human resource management facilitates acclimatization of right behaviors, skillful, motivated, and attitude-oriented employees in meeting the goal. To ascertain the truth or falsity behind the assertation that employee output and productivity are dependent on what the human resource management has to do, the study focuses on all HRM applications in Saudi’s institutions while also assessing which strategies are used to maximize employee output and productivity in the same institutions.

Research Questions

For every research project, the researcher has to have an angle by which the research is to liaise upon. The angle is dependent on the project’s research question. To come up with a hypothesis, the research question must present an angle by which the researcher is to proceed to accumulate results that either validate or discard an assumed dissertation. In this respect, it is crucial to take adequate time to evaluate which prospects can be measures or assessed on a certain topic before kicking off the research. Research can only be deemed as successful if the developed research questions are specific, focused, relevant to a scholarly or social concern, and lastly, seek to either solve or provide an angle by which the issue can be addressed or further expounded. While developing the research question, these are some of the prospects considered. in this respect, the research questions for this review are:

1. What role and influence does HRM have on work output and employee productivity in Saudi institutions?
2. Which are the strategies used by HRM to proliferate work output and improve employee productivity in Saudi institutions?

Research objectives

The principal intent of this review is to scrutinize the role of HRM in Saudi institutions. The research will emphasize the intertwineallying human resource management and its impact on employee work output and its influence on improving employee productivity in Saudi institutions. This will involve reviews on aspects such as behavior, motivation, and attitude. Lastly, the study will evaluate the strategies used to maximize employee work output along with approaches used to ameliorate employee productivity in Saudi institutions. The study will then assert whether employees’ capacity to render qualitative work output and productivity depend on the institution’s HRM. The outcomes of the research will then be used in the development and formulation of Saudi and global human resource management policies such that they are integrated to develop a distinct, competent, and efficient workforce filled with at most commitment and motivation to meet institutional objectives. The research will implicitly and explicitly warrant contemporary success in institutions such that they will become market leaders. The research will be also better the institution’s capacity to employ and retain talented, highly motivated, and capable employees.

In this respect, the review primarily aims at:

1. Establishing a comprehensive perception of human resources management’s role in improving employee productivity and raising the quality of work outputs in Saudi organizations.

The research’s sub-objectives are:

1. Identifying the functions and purposes of HRM.
2. Determining the impact of HRM on theemployees’ productivity in Saudi organizations.
3. Determining effective strategies for improving employees’ productivity and proliferating work outcomes in Saudi institutions.

Significance of the study

The research delivers crucial contributions to existing reviews on which factors influence employee productivity as well as work output. With this, the study will illuminate some adequate human resource management strategies to influence employee productivity and deliver qualitative work output in Saudi institutions. The deliberations will be made from an administrative viewpoint; thus, it will enlighten organizations on some prospects that Saudi institutions and other global organizations, should consider having their human resource management teams work on having their employees in their best form, enabling them to be productive. Similarly, the research will point out deliberations that organizations should consider integrating into their human resource management teams, thus ensuring their employees surge into a qualitative work output capacity spree. The research will acquit this realization by helping the organizations point out some critical gaps in the human resource management systems, thus enabling the organizations to re-strategize their policies. With the reformulation, the organizations will then acquit essential a competitive advantage since they will effectively retain talents, acquaint their employees with critical skills, and lastly, will reap the benefits of committed and proficient employees.

On an academic viewpoint, Saudi’s academic board, along with other higher learning institutions, will consider integrating structures that train human resource managers on factors that allow employee satisfaction and commitment. This will allow organizations to start gaining competitive advantage from the eccentricity skills acquired by the human resource managers in their schooling experience. The study will thereby, directly and indirectly, impact Saudi’s ability to remain competitive and productive on a global scale since all institutions will be operating at an almost prime status.

Managerial relevance

From a managerial point of view, the results of the study will flourish an adequate capacity to ascertain the effectiveness and relevance of what human resource management has to do daily in improving employee productivity and improving their work output. The findings will also make it undemanding to determine the breadth by which HRM teams adhere to the adequate formulations of improving employee productivity and work output. At this angle, organizations will be able to equip their managerial teams with an understanding of what requires re-evaluation, elimination, or continuous practice to purvey impressive performance results.

The study findings will also be of great importance to human resource managers because they will be immensely aware of the most effective strategies required to have their employees in their best form. Failure of the strategies will no longer be a concern to them in that they will reassess what factors to capitalize on to acquire impressive outcomes from their employees. This will flourish them the capacity to mentor organizational performance as they formulate employee’s ability to remain productive and operate in a manner that purveys qualitative work output.

Scientific relevance

Human resources management in Saudi institution’s as much as it has been incorporated by some large entities making the nation a business hub for many is till ineffective on a large scale, especially in harnessing and mentoring employee capabilities to improve their productivity. Simply stated, the role of human resource management is still impoverished, while it can be used as a weapon to mentor employee productivity and work output positively. Previously conducted reviews on human resources’ role in setting a path of employee productivity are well done and set up a framework by which human resources can be fully unleashed to its potential to oversee an intangible era of employee productivity and organizational prosperity. While the research is developed on theoretical models, this research will encompass some practical approaches that will assert the theoretical models making them an effective means by which human resources can exploit the aspects that trigger employee productivity. The outcome will then maximize the approach’s effectiveness in maximizing employee productivity and work output in the kingdom of Saudi Arabia and then to the world.