+91-9561854529 editorinchief.ijama@gmail.com submitpaper@ijama.in Contact Form

The Impact of Strategic Human Resource Practices on Employee Performance in SMEs

Author(s):Rohan P. Mehta1, Ananya S. Khanna2, Vikram R. Dutta3

Affiliation: 1,2,3Department of Management, Northern India Institute of Management, Chandigarh, India

Page No: 14-18

Volume issue & Publishing Year: Volume 2 Issue 2,Feb-2025

Journal: International Journal of Advanced Multidisciplinary Application.(IJAMA)

ISSN NO: 3048-9350

DOI: https://doi.org/10.5281/zenodo.17330324

Download PDF

Article Indexing:

Abstract:
The 21st century has witnessed a paradigm shift in education, with global demands for critical thinking, creativity, collaboration, and digital literacy reshaping the design of curricula. Traditional teaching methods rooted in rote learning and standardized testing are proving insufficient to prepare students for the complexities of the modern world. This study explores innovative pedagogical approaches that can be integrated into curriculum design to foster holistic learning. Approaches such as experiential learning, project-based instruction, flipped classrooms, blended learning, and competency-based education are discussed as strategies that align with global frameworks of 21st-century skills. Through a review of existing literature and conceptual synthesis, the paper highlights both the opportunities and challenges in implementing these approaches in diverse educational settings. The findings suggest that curriculum designers and educators must prioritize adaptability, learner autonomy, and technology integration to create resilient, future-ready education systems.

Keywords: Pedagogy, Curriculum Design, 21st-Century Skills, Innovative Teaching, Education Technology

Reference:

  • 1. Armstrong, M. (2020). Armstrong�s Handbook of Human Resource Management Practice (15th ed.). Kogan Page.
  • 2. Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human Resource Management: Gaining a Competitive Advantage (10th ed.). McGraw-Hill Education.
  • 3. Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692�724.
  • 4. Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing Human Resource Management. Routledge.
  • 5. Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635�672.
  • 6. Becker, B. E., & Huselid, M. A. (2006). Strategic human resources management: Where do we go from here? Journal of Management, 32(6), 898�925.
  • 7. Boxall, P., & Purcell, J. (2016). Strategy and Human Resource Management (4th ed.). Palgrave Macmillan.
  • 8. Collings, D. G., & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304�313.
  • 9. Guest, D. E. (2017). Human resource management and employee well-being: Towards a new analytic framework. Human Resource Management Journal, 27(1), 22�38.
  • 10. Paauwe, J., & Boselie, P. (2005). HRM and performance: What next? Human Resource Management Journal, 15(4), 68�83.
  • 11. Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: putting �human� back into strategic human resource management. Human Resource Management Journal, 21(2), 93�104.
  • 12. Singh, A., & Kaur, P. (2020). Strategic HR practices and SME performance: Evidence from Northern India. International Journal of Management Studies, 27(2), 45�61.
  • 13. Gupta, R., & Sharma, S. (2019). Employee engagement as a mediator between HR practices and employee performance. Journal of Human Resource and Sustainability Studies, 7, 12�26.
  • 14. Choudhury, A., & Ghosh, D. (2021). Impact of training and development on SME employee productivity in emerging markets. Management Research Review, 44(5), 781�798.