1992, February 27–28 Seventh workshop on strategic human resource management: “Issues and challenges for international strategic HRM”, Strasbourg, France

1991 ◽  
Vol 22 (3) ◽  
pp. 263
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Strategic Hrm ◽  
Management Issues

‘Als het getij verloopt, verzet men de bakens’

2012 ◽  
Vol 25 (2) ◽  
Author(s):  
Beate van der Heijden
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Retirement Age ◽  
Psychological Approach ◽  
Working Population ◽  
Sustainable Employability ◽  
Strategic Hrm ◽  
Inaugural Lecture

‘Als het getij verloopt, verzet men de bakens’. Sustainable employability policy as being part of Strategic Human Resource Management ‘Als het getij verloopt, verzet men de bakens’. Sustainable employability policy as being part of Strategic Human Resource Management Ageing and dejuvenization of the working population urge us to pay directed attention to sustainable employability policy as being part of Strategic HRM. In this shortened version of my inaugural lecture, a positive psychological approach is used to deal with the possibilities both employees and working organizations have to stimulate employees to develop healthy, prosperous, challenging, and productive careers until retirement age or even after that. The strength of seniority will explicitly be focused on. Moreover, this manuscript will deal with possible threats and shortcomings that ageing workers may encounter. Given the enormous diversity in perceptions people may have towards life and career success a non-normative framework has been used. In consideration of the more pluriform working population, this contribution is structured around four career-related questions: how long do I have to go on for; how long will I be able to; how long will I be allowed to; and how long do I want to go on for?

Development of a conceptual framework on real options theory for strategic human resource management

2018 ◽  
Vol 50 (5) ◽  
pp. 272-284 ◽  
Author(s):  
Som Sekhar Bhattacharyya
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Real Options ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Market Demand ◽  
Content Type ◽  
Real Options Theory ◽  
Strategic Hrm ◽  
Options Theory

Purpose The purpose of this paper is to propose a conceptual real options theory framework for the firms to use options to mitigate both investment risks and retention of the trained human resources. Design/methodology/approach This conceptual paper is built with logical argumentation. Findings The growth of IT firms has created a demand for quality IT industry employees in substantive quantity in India. IT firms provide training and development (T&D) inputs for developing better skills of employees for better employee and superior firm performance. T&D input requires firm investment. It also creates enhanced market demand for the trained employee. High growth area like IT firms not only competes for market but also for employees. A trained employee might leave the firm that provided the training to join a rival firm which offers relatively better salary, a catch -22 situation. This paper develops a real options-based framework for strategic human resource management (HRM). Research limitations/implications This work integrates the theory of real options and strategic HRM. Originality/value This conceptual work is one of the first attempts to use real options theory on strategic HRM.

The Antecedents and Consequences of Strategic HRM in Malaysian and Philippine SMEs

2016 ◽  
pp. 1499-1526
Author(s):  
Maria Carmen Galang ◽  
Intan Osman
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
The Philippines ◽  
Strategic Human Resource Management ◽  
Financial Outcomes ◽  
Strategic Hrm ◽  
Strategic Role ◽  
Antecedents And Consequences

From a survey of Small and Medium-Sized Enterprises (SMEs) in Malaysia and the Philippines, the authors find that the adoption of strategic Human Resource Management (HRM) is at best at a moderate level. The adoption of strategic HRM by SMEs in both Malaysia and the Philippines is predicted from the positive effect of legal and regulatory requirements, the importance of business environment challenges, and the strategic role of the HR professional. Furthermore, regression analysis shows that in both countries, SMEs with strategic human resource management have better organizational performance in terms of human resource outcomes, operational outcomes, and financial outcomes, but the impact is larger in the Philippine SMEs. This study adds empirical evidence currently available from a small set of countries, mostly in North America and Europe. The authors end this chapter with implications for policy makers and HR practitioners and provide recommendations for future research.

scholarly journals State of the Field of Strategic Human Resource Management

Management ◽  
2014 ◽  
Author(s):  
Susan E. Jackson ◽  
Kaifeng Jiang ◽  
Randall S. Schuler
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Multiple Stakeholders ◽  
Organizational System ◽  
Term Survival ◽  
Early 21St Century ◽  
Strategic Hrm ◽  
The Many

Human resource management (HRM) professionals use the term “strategic human resource management” to convey their thinking that effective strategic HRM contributes to business effectiveness. While many HRM scholars have this understanding of what “strategic HRM” means, the meaning of this term has varied across time, between cultural contexts, and as reflections of the diverse disciplinary identities of strategic HRM scholars. Nevertheless, a grand unifying aspect of scholarship on strategic HRM is the assumption that further insights about managing human resources can be gained through research that treats the many activities involved in managing the workforce as a set of activities that, if properly aligned with the needs of the business, can result in many positive consequences. Thus the field in the early 21st century generally defines scholarship on strategic HRM as the study of sets of HRM elements and their interrelationships with other elements comprising an organizational system, including elements in the organization’s internal and external environment as well as the multiple stakeholders who evaluate the organization’s effectiveness and determine its long-term survival. Central to this definition are three essential constructs: HRM Systems, HRM Partnerships, and Multiple Stakeholders.

The Antecedents and Consequences of Strategic HRM in Malaysian and Philippine SMEs

2014 ◽  
pp. 1-27 ◽  
Author(s):  
Maria Carmen Galang ◽  
Intan Osman
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
The Philippines ◽  
Strategic Human Resource Management ◽  
Financial Outcomes ◽  
Strategic Hrm ◽  
Strategic Role ◽  
Antecedents And Consequences

From a survey of Small and Medium-Sized Enterprises (SMEs) in Malaysia and the Philippines, the authors find that the adoption of strategic Human Resource Management (HRM) is at best at a moderate level. The adoption of strategic HRM by SMEs in both Malaysia and the Philippines is predicted from the positive effect of legal and regulatory requirements, the importance of business environment challenges, and the strategic role of the HR professional. Furthermore, regression analysis shows that in both countries, SMEs with strategic human resource management have better organizational performance in terms of human resource outcomes, operational outcomes, and financial outcomes, but the impact is larger in the Philippine SMEs. This study adds empirical evidence currently available from a small set of countries, mostly in North America and Europe. The authors end this chapter with implications for policy makers and HR practitioners and provide recommendations for future research.

Changing Face of Human Resource Management: A Strategic Partner in Business

2009 ◽  
Vol 34 (4) ◽  
pp. 563-581 ◽  
Author(s):  
P. C. Bahuguna ◽  
P. Kumari ◽  
S. K. Srivastava
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Strategy ◽  
Business Environment ◽  
Strategic Human Resource Management ◽  
Historical Background ◽  
Strategic Fit ◽  
Hr Practices ◽  
Strategic Hrm

Various approaches and models of strategic human resource management have been developed within the framework of strategic HRM. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore, in the present study we have made efforts to highlight various issues that are relevant to the strategic HRM in the changing scenario of business environment. The present paper has been divided into six parts. In the first and second part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed respectively. In the third part we have highlighted the changing role of human resource management. In the fourth part the historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have been presented. In the fifth part the relationship of strategic human resource management and business performance has been reviewed and at last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.

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