Strategic Human Resource Management, Enterprise Competence and Competitive Advantage – A System Dynamics Model

2012 ◽  
pp. 285-293
Author(s):  
Weipeng Wang
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
System Dynamics ◽  
Competitive Advantage ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
System Dynamics Model ◽  
Dynamics Model ◽  
Enterprise Competence

scholarly journals Human Resource Strategic to Maintain Waste Management in Organization

2018 ◽  
Vol 7 (3.20) ◽  
pp. 119
Author(s):  
Fadillah Ismail ◽  
Ainul Mardhiyah Nor Aziz ◽  
Wan Md. Syukri Wan Mohamad Ali ◽  
Halimah Mohd Yusof
Keyword(s):  
Resource Management ◽  
Waste Management ◽  
Human Resource Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Professional Conduct ◽  
Sustainable Competitive Advantage ◽  
The Relationship

The time constraint to concentrate on human resource management and lack of knowledge for the key strategic management of human resource would constrain the expand of the needs for its execution. The objective or motivation behind this study is to investigate the relationship and practice of strategic human resource management, the awareness of the exploration on strategic human resource management improves and professional conduct on waste management in organization. This investigation enhances to the logical group of research to fill the gap that as of now exists in organization. Waste management is chosen as the concentration of this investigation in relationship between strategic human resource management and sustainable competitive advantage. Thus, this research is important to manager’s level and academia for benefit table to business settings further enhancement.  

scholarly journals Examining Strategic human resource management and organizational effectiveness in Pakistani organizations

2014 ◽  
Vol 4 (3) ◽  
pp. 214 ◽  
Author(s):  
Khurram Jawad Khawaja ◽  
Sarwer Azhar ◽  
Attique Arshad
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Organizational Effectiveness ◽  
Strategic Human Resource Management ◽  
Future Research ◽  
Workforce Skills ◽  
Set Up ◽  
Conceptual Study

PurposeSHRM is facing potential theoretical challenge in terms of unveiling “black box” mystery lies between logical and strategic application of SHRM and its impact on organizational effectiveness. To explore the gap between HR contribution and competitive advantage gained by the organizations, a viable mediating framework is needed in SHRM.Design/Methodology/ApproachIn the awake of rising world interest in SHRM, this paper aimed to analyze the scholarly works on SHRM those offer to stimulate mechanisms and configurations through which SHRM can serve to improve organizational effectiveness. Outcome of the debate is likely to use in future empirical research.FindingsOrganization needs to distinguish itself in performance and strategy from the other organizations. Improvement in resources helps the organizations to gain competitive advantage. Resource-based view of the firm used as a lens for this study explains that difference in business’s performance is dependent upon resources owned by the business. This study attempts to offer a framework that proposes a strategy to distinguish itself in performance. HRM management set up in an organization gets influenced by HR system, and practices prevalent in the organization, workforce skills, employee level of competence, employee commitment and engagement. An organization cannot remain aloof from the repercussions of extraneous conditions such as political, economic, sociological, technological, legal and environment.Limitations and Future Research DirectionsThis conceptual study is limited to state and status of strategic HRM activities in Pakistani organizations. Future study may conduct empirical research by including employee perceptions as unit of analysis at the province level.Practical Implications The study is of great value to Pakistani organizations to excel on organizational effectiveness to optimize financial performance. This study offers a practical and rudimentary framework to implement desired strategic human resource management to gain organizational effectiveness.Key wordsSHRM, organizational effectiveness, Pakistan, framework

Aligning organizational culture and strategic human resource management

2017 ◽  
Vol 36 (10) ◽  
pp. 1260-1269 ◽  
Author(s):  
Teresa Harrison ◽  
Joshua D. Bazzy
Keyword(s):  
Organizational Culture ◽  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Conceptual Model ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Future Research ◽  
Content Type ◽  
Future Research Directions

Purpose As strategic human resource management (SHRM) continues to grow as an important issue for organizations, it is imperative to examine all factors that contribute to the success and failure of the organization’s human resources (HR) and strategy implementation. The purpose of this paper is to demonstrate that organizational culture should be an integral factor when considering SHRM. The authors also present a model for the strategy-culture-SHRM linkage and propositions to guide future research. Design/methodology/approach The authors present a conceptual model proposing organizational culture as a moderator of the relationship between an organization’s strategy and SHRM. Findings In addition to the conceptual model, the authors present a number of testable propositions for determining how firm performance and effectiveness may depend on the linkage between strategy and the utilization of HR as a competitive advantage. Originality/value Currently, there is a lack of research regarding the conceptualization of organizational culture as a moderator between an organization’s strategy and SHRM. We discuss the importance of the alignment of HR both as a source of competitive advantage and an influence on an organization’s strategy. The authors integrate the current research to create arguments for testable propositions and future research directions. The authors also argue that misalignments may occur which may prove detrimental to the organization.

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