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THE UNIVERSITY OF THE WEST INDIES

Course Name: Graduate Research

Course Code: GRST6900

Course Facilitator/Tutor: Dr. Marcia Henry-Young/Dr. Keith Glasgow

Student ID: 620001058

Student Name: Jodi-Ann Watt

Assignment: Mini Research Proposal

Due Date: November 26, 2021

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Table of Content

Headings Page No.

Introduction to topic 3-4

Research topic 5

Research Questions 6

Rationale 7-9

Literature Review 10-19

Importance of effective human resource strategies 10-13

Advantages of positive employee relations and the liability 13-15

Effects of good human resources ethics on employee16-19

Methodology 20-25

Research design 20-21

Data collection 22-25

Role of the researcher 22

Applications of ethics 23

Research participants/materials 23-24

Limitations 24

Data analysis 24-25

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Headings Page No.

Conclusion 26

Reference 27-29

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Introduction to topic

CA Telemarketing Inc., or CTI, was the name under which Collective Solution LLC

commenced operations in the Philippines in 2002. In 2010, they opened a second site in

Honduras. They were so intrigued with the notion of solving problems that the management team

renamed their company Collective Solution in 2013. Collective Solution LLC is a multinational

company that specialises in business process outsourcing. When it first entered the Jamaican

market in 2016, it faced numerous challenges, including an inability to retain its best employees

due to an inefficient human resource team, which was a direct result of operations in the

Philippines and Honduras, where labour is less expensive and employee expectations appear to

be lower. The western culture of the Jamaican market proved to be a stumbling block that needed

adaptation for success.

The most important resource for every company in the world is its people. Collective

Solution places a premium on fostering and nurturing an atmosphere that enables the creation of

new ideas and creativity, the cycle of brainstorming and assessing, and eventually sharing

through staff collaboration. The company's objective has also been to optimise human capital—

to find their value in their workers' achievements. Additionally, it is essential to recognise and

accept that employee growth, success, and development will contribute to their customers'

improvement.

For the sake of this study, "best" human resource practises will include the utilitarian

principle of providing or planning in order to maximise benefits for all workers. Rawlsian justice

theory will also be included since all workers have an equal entitlement to fundamental

freedoms. Additionally, one could argue that ethical human resource practises should incorporate

some aspects of Kant's theory, highlighting that what is right for one employee is not necessarily

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right for all employees (the law of universality and reversibility); and that respect for all

employees should be treated as a goal in and of itself, rather than a means to an end.

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Research Topic

A critical evaluation of the role of Collective Solution LLC in improving human resource

practises within the Jamaican Business Process Outsourcing industry.

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Research Question

Collectively, these questions are intended to assist in addressing the topic of my study; they

are more precise than the general title and will be reviewed after the reading of pertinent material

and during the research process.

1. To what extent is CS-SBY successfully promoting organisational knowledge

development as a shared resource within the industry?

2. Is employee satisfaction and wellbeing adequately addressed through its current

strategies?

3. What are the provisions in human resource policies and guidelines (standard support) that

promote employee equality, equity, professional growth, and employee development?

4. How have CS-SBY human resource professionals dealt with challenges that arose during

the implementation of new policies (guided by LRIDA*) inside the organization?

*Labour Relations and Industrial Dispute Act

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Rationale

With technological improvements, human resource duties are changing dramatically. As

organisations and the way, they compete have grown to be increasingly knowledge-based,

human resource performance measurements in the Jamaican BPO industry have evolved. The

emphasis has changed from manpower and man-hours provided to brainpower and brain-hours

produced. The focus in this industry has switched over the years from quantity and production to

quality and productivity. Competence is more essential than capacity as assessed by available

man-hours, lost hours, absenteeism, and so forth. Thus far, the majority of research examining

the relationship between human resource management and organisational performance has been

conducted on domestic operations in organisations in the United States, Europe, and Asia. The

fundamental goal of this study is to examine and comprehend the people management at

Collective Solution LLC. The proposed research's central thesis is that Collective Solution

LLC has a critical role to play in the development of Jamaican best practises in human

resource management.

As people are the most essential source of competitive advantage in the Jamaican BPO

industry, human resource development (HRD) should and will play a more pivotal role. Its

responsibilities should be broadened from administrative support to include operations units.

Whether or not a firm approaches human resources strategically may have an influence on

whether or not its market share and profitability increase. An effective human resources strategy

is as critical to a corporation in an uncontrolled, ununionized sector as water is to fish life. Due to

the aforementioned absence of unions to safeguard the interests of employees in the Business

Process Industry Association of Jamaica (BPIAJ) and Global Services Association of Jamaica

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(GSAJ), the human resources department must "step in" to be the bridge, the advocate, and the

champion of the employees.

The fundamental purpose of this study is to critically examine and comprehend the

management of people in a single firm functioning in the Jamaican business process outsourcing

(BPO) sector, more precisely, Collective Solution LLC. My suggested research's central

argument is that Collective Solution LLC has a critical role to play in the development of

universal standards of best practises in human resource management, especially in a developing

unregulated sector like the BPIAJ/GSAJ. This study will seek:

 To analyse how CS-SBY human resource professionals have evolved in order to

safeguard employees’ rights in a continuously changing business environment.

 To identify complications (if any) of CS-SBY in assessing, planning, and executing

human resources strategies.

 To assess if CS-SBY is reactive (instead of proactive) to employees' needs in the

implementation of HR policies and guidelines.

 To provide suggestions for efficient human resource management.

 To provide a solid conclusion that supports the findings of the analysis and literature

studied (objective).

My research will use a phenomenological case study to investigate the organisational

performance of Collective Solution LLC's human resources team in the Jamaican BPO industry.

A case study, according to Yin (1994, p.16), is an empirical investigation of a present

phenomenon in its real-world environment, particularly when the distinction between the

phenomenon and its context is unclear and not well defined. Because my research will

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concentrate on a single system and a single actor within those boundaries, a case study is

acceptable.

A qualitative technique will be employed for this study. In qualitative research designs, the

focus, assumptions, kind of knowledge, and role of the researcher vary substantially. As a result,

the qualitative method will be used since its principles are well-suited for capturing and assessing

unique shared experiences; also, qualitative research is interpretive in nature, taking a

comprehensive approach to delving into the complexities of a topic (Stake, 1995, p. 26). In my

case study, it is vital that the researcher prepare and define how the researcher would approach

the research while also ensuring that the data obtained is significant. The researcher wants to use

Yin's (1994, p. 60) case study approach:

1. Research Issues

2. Units of analysis for propositions

3. Determining how data are related to propositions

4. Criteria for interpreting the results

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Literature Review

Importance of effective human resource strategies (organization policies and guidelines).

What precisely is strategic human resources? How does it vary from standard administrative

human resources? Currently, human resources roles are organised similarly to those of the

purchasing department within an organisation (Chuler & Walker, 1990, p. 13). Depending on the

depletion and growth rates of their operations, hiring departments seek personnel in the same

way that they want components and supplies. Both resources are evaluated for quality assurance

and cost or budgetary limits. Personnel, unlike bought components, are qualified or readied

before being handed to requisitioning departments, who may further educate them before official

confirmation or usage. In the same way that depreciated equipment is managed, human resources

are also responsible for the replacement, termination, and retirement of obsolete human assets. In

short, most human resource systems exist only to refill and maintain a resource known as people.

Strategic human resource management does not abdicate the aforementioned administrative

tasks. Otherwise, these "operations-sustaining" duties will be handled by no other department in

the organization. However, its major job is to contribute to corporate strategy rather than aid

administration. According to Winkler, Konig & Klenmann (2013), p. 231, in its interactions with

other functional areas, human resource strategies should be proactive rather than reactive. To

compete on a global scale, it should be more concerned with what its internal consumers may

need in the future. Human resource managers that are strategic do not wait for instructions,

requisitions, or complaints. It performs its homework, does future research, and provides

proactive reactions and strategic recommendations.

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Proactive human resource management tactics are preferred over corrective or punitive

measures. It has a progressive character. The traditional human resources role functions as both a

dispenser or implementer of justice and a curator of business assets (Frederickson & Walling,

1999, p. 502). Employees are seen as resources that must not be wasted rather than strategic

resources that must be developed. Strategic human resource management strives to establish a

work climate that motivates employees to accomplish things correctly the first time. Rather than

penalising mistakes, it aims to avoid them (Plumb, 2008, p. 576).

According to Buller and McEnvoy (2012), p.47, strategic human resource management is

outcome-oriented rather than input-oriented. Training outcomes, for example, are assessed not in

terms of training hours or trainees per year, but of trainee performance improvement as a

consequence of the training. Productivity, efficiency, work quality (defects), customer

contentment, and the number of customer complaints received are all things that may be

improved. According to Tanova and Karadal (2006), these goals are just as important to strategic

human resource professionals as they are to the operational departments they assist. Despite the

fact that output outcomes are more difficult to evaluate than input expenditures, strategic human

resource management seeks to discover strategies and means to monitor these more accurate

indicators of performance and effectiveness, both directly and indirectly.

According to Winkler et al. (2013), p. 237, successful human resource strategies are

primarily concerned with preparing the workforce of the future today. Organizations must build

or recruit multi-skilled, cross-functional, and empowered team members in order to survive and

succeed in the future. They must also be emotionally mature and capable of thinking "outside the

box" when it comes to the future. They should not only be able to improve their work, but also

reengineer it or rebuild it if required. Front-line employees who interact with consumers in

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millions of "moments of truth" must be very adaptive, imaginative, and have strong

recollections, particularly if their job requires them to welcome clients by their first or last

names. Human resource methods that work When performing its fundamental operations of

recruitment, training, job rotation, career pathing, and performance evaluation, strategic human

resources considers these employee traits to be its aims (Plumb, 2008, p.574).

Tanova and Karadal (2006) asserted forcefully that successful human resource strategies, as

opposed to ordinary functional concerns, link performance criterion systems with business

objectives and strategy. It specifies performance standards for both rank-and-file workers and

managers, enabling them to contribute to the company's objectives. Most conventional human

resource performance assessment approaches focus on how effectively a subordinate delights his

or her boss or bosses throughout the appraisal period. According to Juul Andersen and Minbaeva

(2013), p.816, the quantity of satisfaction an employee receives may or may not be connected to

how successfully the person contributes to the achievement of company objectives. It does not,

the great majority of the time. As a result, traditional performance evaluation has become a

highly political, controversial, and inefficient exercise that creates more division than

collaboration in the workplace.

Employees are evaluated by strategic human resources based on more relevant output

performance indicators, including quality, productivity, and internal and external customer

satisfaction. Negative criteria include flaws, rework, wastage, and internal and external customer

grievances or returns. Human resource methods that are effective try to improve employee

behaviour and attitudes by explicitly tying their assessment (and, ultimately, their compensation)

to what is really important to corporate performance and customer pleasure. It is less concerned

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with ambiguous criteria like collaboration, attendance, boss satisfaction, and neatness (Chuler &

Walker, 1990, p.751).

According to Buller and McEvoy (2012), p.44, human resources are no longer a backroom or

support position. It is critical to company strategy, much like sales and marketing. It is

increasingly providing and influencing competition. People will be the deciding factor between

two competing firms when all other factors (financial, physical, and product assets) are equal.

Human resources that are strategically deployed may make a difference.

Advantages of positive employees’ relations and the liability associated with negative

employee relations.

The human resources department's work does not stop with basic human resource

responsibilities; building an organisational culture that allows employees to be content and

interested in their employment is a responsibility that is taken seriously (Welch & Leighton,

1996, p.38). Even when employing a new employee, the human resource department considers if

the possible hire is a good match for the organization's culture. When developing a pay plan,

human resources are the ones who generate a healthy culture if the compensation package is fair,

reasonable, and adequately compensates people for their contributions to the firm. If the human

resource function fails to provide fair and non-competitive wage packages, the corporate culture

may suffer (Plumb, 2008, p. 575). The human resource department is also responsible for

establishing strong employee relations within a business. The way it manages the employee-

employer relationship may have an impact on the company culture, either favourably or badly.

A company's work culture evolves throughout time, and this evolution is vital to the

company's existence. Even if the dress code and mannerisms at the workplace are professional,

the culture of a company should foster innovation, risk-taking, and employee empowerment.

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Another job of the human resources department is to bring in executives whose leadership styles

are compatible with the culture of the firm. Human resources collects employee input to ensure

that their perspectives are heard. If human resources senses a bad mood in the team, they strive

to improve employee relations. If the issue is with the leader, it requests that modifications be

made to promote a healthy and positive work environment. At the end of the day, the bottom line

is cost reduction, and the costs associated with human resource management are sometimes

questioned. Thus, assessing and monitoring the efficacy of human resource activities is required

(Innes & Morris, 1995, p.26-28).

The goal of human resources is strategic, which makes measuring its efforts a little more

difficult. Chevenevert & Tremblay (2019, p.741) postulate that human resource processes,

activities, and practises may be assessed at the employee and business unit levels. When

assessing the effect of human resource activities on the employee level, several factors are

considered, such as how human resource operations have influenced employee job satisfaction,

engagement, inventiveness, and performance at work. Different quantitative aspects, such as

absenteeism and retention, are also considered. The scale of the business unit might vary; it can

be divisional, regional, or whatever. Financial metrics are used to assess their success. The

disparities in the results may be used to assess the influence of the human resource procedures on

the unit. Financial results like revenue, profitability, market share increase, and so on may be

useful in measuring various human resource operations.

Metrics may be employed in the control process of human resource operations to measure

and monitor the efficacy of the procedures. For example, since recruiting has a high cost, its

efficacy may be examined by examining the expenses involved, the effectiveness and

competency of the recruitment team, the quality of the candidate pool, and the new hires. For this

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aim, the attrition and success rates are also assessed (Buller & McEvoy, 2012, p.46). Today,

more and more lifetime learning is demanded due to the ever-changing and expanding

professional needs. In fact, companies that received particularly good management say they use

more targeted and planned development of their managers and other qualified employees, such

as increasing the responsibility of positions, creating special jobs, providing in-house and

external training programs, enabling employees to move between functions, divisions, and

countries, and having mentors and coaches to provide feedback on their development progress

and show them how to make their own decisions (Chuler & Walker, 1990, p.10).

After all, many firms assist their workers in their development activities, which have been

formalised via the personal development budget. According to Chenevert and Tremblay (2009,

p.757), professional development refers to any effort made by an organisation to enhance the

professional abilities of its personnel. The objective is to enhance professional competence in all

categories of people in order to have qualified employees and managers. In the same research, it

was concluded that the extension of competence, which is often divided into (a) technical and

methodological expertise, (b) social competence, and (c) personal competence, should enable

employees to understand the increasing complexity of their professional environment and is

reflected by self-confidence in order to establish responsible behaviour.

All professional development measures should be based on an assessment of development

requirements. This is conveniently based on three pillars:

1. Organizational analysis determines the need for future tasks and the growth of workers'

knowledge, skills, and attitudes.

2. Individual analysis identifies individual performance and growth potential.

3. Human resource analysis determines behavioural deficits and development potential.

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Effects of good human resources ethics on employee commitment & performance

According to Al-Tarawneh (2020, p.402), the aim of human resources is not the isolated

optimization of specific staff functions, but the holistic optimization and continual improvement

of personnel management performance, which must be based on the company's objectives.

Experts have outlined the following conditions for an effective personnel department

organisation (Winstanley & Hartog, 2002, p. 200):

Transparency:

To achieve transparency, the staff organisation must identify the roles and competences of

the relevant decision-makers in many domains. As a result, if there is a problem in the power

process, there must be a responsible and qualified contact person.

Flexibility:

The organization's human resource managers should be very adaptable in order to react

efficiently to changes in client needs.

Customer proximity:

Another need for a staff structure is a quick flow of information between human resources

and the employees. Short and varied lines of communication between human resources and

personnel must ensure that decision-relevant information is available as soon as possible.

Integration:

The choice of organisational structure allows for the breakdown of functional interfaces in

the internal performance process, hence minimising time and effort waste.

Problem-solving orientation:

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Decision-makers are accountable for personal cross-functional issues with comprehensive

answers "from a single source." A problem-solving staff structure helps to prevent unneeded,

isolated, incompatible, and individual outcomes.

Networking:

The organisation must enable the rapid exchange of information between individual

personnel management tasks and areas of competence, allowing decision-makers to work out an

independent solution to personnel management problems in the performance process with

complete method solutions.

Employability:

Employees make choices in the workplace. Personnel management must identify and convey

the individual requirements of all organisational units and their workers. In human resources,

organisational structure serves as the primary function, which has a mediating, confidence-

building role. In general, personnel organisation of human resource management capabilities,

self-organization methods, and devotion to a company's overall aims are vital.

It is also stated that workers assess their work experiences based on whether they are fair and

represent a concern on the part of the business for the employees' well-being (Welch & Leighton,

1996, p.43). Fair treatment of workers sends a message to employees that management cares

about them. This implies that firms that wish to create higher employee engagement must first

demonstrate their commitment to their workers.

Employees are ready to postpone judgement and yield to the authority of others when there is

confidence. Furthermore, trust allows for organizational flexibility since a repayment does not

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have to be quick or of equal value. According to Frederickson & Walling (1999, p. 502), there

are four areas where workers' faith in their company may be increased:

Growth:

Promotional policies and procedures may also have an impact on commitment. The result

of the decision is likely to have an influence on commitment among individuals being considered

for promotion. However, for others, the impression of justice in decision-making may be much

more crucial. This implies that companies should clearly convey how their judgments were made

and why individuals who did not succeed were ineligible. Because most workers desire to be

more competent in their jobs, attending to employees' growth requirements is an excellent way to

build trust.

Work-Life balance:

A critical issue raised by research, especially in recent years, is the extent to which

employees think they can find the right balance between their family and the office.

Organizations are beginning to recognise this and are making more active efforts to introduce a

host of programmes geared at reducing worker stress. Flexible work arrangements, childcare,

time off policies, elderly care, healthcare, information and counselling, and convenience services

are just a few of the efforts. Most employees would prefer that their employers provide them

with more personal time when it is needed.

Job Satisfaction

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Individual accommodations are acts of corporate flexibility or compassion given to workers.

The level of happiness a person feels at work has a significant impact on his or her behaviour and

dedication. Job satisfaction and work-life balance are critical factors in commitment. Job

happiness is a vast subject, but, to summarize, a rewarding job often has three characteristics:

i. It contains inherently pleasurable features and is discovered to have employment

qualities, especially job scope, which has the largest link with commitment (enrichment).

ii. It gives employees the chance to grow and develop.

iii. It gives people a sense of effectiveness in their jobs (that they can positively influence

organisational outcomes).

iv. Organizations that are dedicated to ensuring the health and safety of their workers are

more likely to be trusted.

Pay and Reward

Workers may remain with a firm because there are obstacles to quitting and incentives to

stay, as previously stated. Organizations must structure the partnership's finances in a way that

does not stymie commitment. One of the reasons to stay in a relationship is for financial reasons.

Pay makes the continuation of the employment connection appealing since there is mutual

dependence.

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Methodology

Research Design

The researcher philosophical viewpoint, technique, and data collection are three key areas to

evaluate when doing my study; the researcher will then link all three to describe my research

method choices. This part will stress the significance of presenting the theoretical components of

the study, including my research approach, whether deductive or inductive, and my

epistemological position, whether positivism, interpretivism, or social constructivism

(Tomaszewski, Zarestky & Gonzalez, 2020, p.208). The preceding will be utilised to show why

this technique is acceptable for pursuing my research issue. The same will be true for my choice

of qualitative research and its suitability for inductive study and interpretivist epistemology.

This study will use a qualitative method since its principles are appropriate for describing

and interpreting a particular group’s shared experience. According to Stake (2010), qualitative

research is interpretive in nature and follows a holistic approach to understanding something in

detail.

The research will use a qualitative phenomenological case study methodology. A

phenomenological method seeks to comprehend a subject via the daily knowledge and

perspectives of individual respondents or subgroups. The researcher will have received

preliminary knowledge of the issue and is interested in obtaining a more in-depth understanding

via equivocal data. This study is not mainly concerned with understanding the causes of things,

but rather with describing how things are experienced personally, since the primary goal of this

technique is to offer a description of the particular phenomena.

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A case study lends itself to specific qualities such as time and location, both of which are

important aspects of my research (Sutton & Austin, 2015, p. 225). This approach was selected

specifically because, as a researcher, the researcher is more interested in insight and discovery

than in hypothesis testing. Stake (1995, p.45) defined six categories of case studies: intrinsic,

instrumental, collective, exploratory, descriptive, and explanatory. The researcher will do an

intrinsic case study, as this is done while seeking to understand a department inside an

organization, where the case itself is of primary interest in the inquiry. Tellis (1997, p. 23) also

devised a four-stage framework for conducting case studies:

1. The creation of the case study protocol creates required capabilities and enables the

development and assessment of protocols.

2. Conduct the case study, which comprises data gathering, preparation, distribution of

questionnaires, and interviews.

3. Take a look at the evidence in the case study.

4. Conclusions, recommendations, and assumptions should be based on facts.

The researcher will not vary from fact-based judgements, recommendations, and

assumptions. To obtain the necessary information, the researcher will conduct elite interviews

with human resource managers and directors, specifically, the People Services Manager,

Recruitment and Selection Manager, the Training and Development Manager, and the Human

Resources and Administration Director. A focus group discussion will be conducted with HR

specialists like the compensation and benefits specialist, the employee relations specialist, line

managers, and junior HR staff (HR generalists, recruiters, and learning and development

officers). The researcher will be reviewing human resources policies and guidelines and

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reviewing past records of mediation at the Ministry of Labour to which the researcher has been

granted access.

Data Collection

Data collection is critical in research; thus, the method of data collection and the source

of data must be carefully selected. In this study, the researchers will use purposeful sampling to

identify and choose individuals. As a result, the researcher will conduct "elite interviews" with

guided questions that will be developed and verified — they will be relevant, clear, impartial,

and open-ended. The researcher will also have a focus group discussion, whose effectiveness is

contingent on enabling members to agree and disagree with one another so that it may give

insight into experiences. Open-ended questions will be utilised again.

The researcher will be on site for a substantial amount of time (approximately three

weeks) and will be engaging with the HR department under inquiry on a frequent basis. The

researcher will also document facts about the background around the case in question, such as

information about the physical surroundings as well as any historical, economic, and social

aspects that may have an impact on the issue (Tomaszewski et al., 2020 p. 211). By depicting

such a background, the researcher will assist those who read my research report in drawing

judgments about the degree to which the study's results may be generalizable to other contexts.

Role of the Researcher

The researcher will be in charge of interviewing and tabulating data from the chosen

respondents. This implies that I will be totally involved in the environment in order to perform

the critical role of ensuring that the data collection process runs smoothly and efficiently. The

aforementioned will also clarify data collection in connection to suitable management tactics, as

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the researcher will be held responsible for following the highest ethical standards and

maintaining the respondents' anonymity.

Application of ethics

The study will primarily provide a letter of consent to all participants that bears the

signature of the Site Manager, which will serve as authorization for conducting the study on

behalf of the company. This letter will specify what will be done, how it will be done, and why.

Using ethics in research will assist in safeguarding the participants' interests and wellbeing while

protecting me as the researcher from any negative circumstances.

This study must be trustworthy—vigilant observation, belief, confirmation,

dependability, and transferability may all be used to prove the study's trustworthiness.

This study must be credible—for secondary data, the research will depend on proven

ideas and leading literature in the area; also, the triangulation approach will reduce challenges to

credibility in the study.

This study will be transferable — all of the data in context that will be collected will

serve as a baseline for future scholars.

This study will be dependable, as the veracity of information will be acquired from and

validated by the professional participants.

The researcher aims to impart authentic knowledge, truth, and prevent errors, which

requires accountability, trust, and mutual respect amongst all participants and the researcher.

Confidentiality will be upheld, and informed consent is a must.

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Research participant/material

In order to respect participants' right to anonymity, their names will be disguised to

maintain confidentiality. Before commencement, the consent-to-participate form will be sent to

all specified participants to ensure that the respondents completely understand the procedure.

The study's participants will be chosen using purposeful sampling, which the researcher feels is

the ideal approach for this qualitative research; this technique was chosen to guarantee that the

respondents are information-rich individuals.

Limitations

This intrinsic phenomenological case study is more biassed than most other research

methodologies since it requires much more contact between the researcher and the participant. A

qualitative research study and self-reported data. Self-reported data is constrained by the fact that

it is seldom independently checked. However, there are numerous possible causes of bias in self-

reported data that should be acknowledged as limitations:

1. Attributing positive occurrences and outcomes to one's own firm or department while

crediting negative events and outcomes to outside forces; and,

2. Participants exaggerate outcomes or embellish occurrences as more important than other

evidence suggests.

Finally, access to desired information may be a challenge since my study depends on having

access to persons, organizations, or documents, and access may be rejected or otherwise

restricted for a variety of reasons.

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Data Analysis

The triangulation method will be employed in the analysis of the data. This entails using

more than one method to collect data on the same topic in order to guarantee the validity of the

research. In addition to this, thematic analysis will also be used. This is a system for assessing

qualitative data that is often used in collections of texts such as interview scripts. The researcher

will go through the data carefully to look for common themes, subjects, ideas, and patterns of

meaning that are repeated using the ATLAS.ti qualitative data analysis software.

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Conclusion

In many ways, human resource management (HRM) can be characterised as policies and

procedures designed to optimise the use of companies’ most valuable intangible assets—human

capital—in accordance with corporate needs and objectives. The researcher believes that this

research will set a positive trend for the demand for more groundbreaking studies into the

Jamaican Business Process Outsourcing industry, human resources in Jamaica and, by extension,

the Caribbean.

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