Human resource management and competitive advantage: An application of resource-based view in the shipping industry

Marine Policy ◽  
2010 ◽  
Vol 34 (3) ◽  
pp. 575-582 ◽  
Author(s):  
Maria Progoulaki ◽  
Ioannis Theotokas
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Shipping Industry ◽  
Resource Based View

scholarly journals Pathways towards Sustainability in Organizations: Empirical Evidence on the Role of Green Human Resource Management Practices and Green Intellectual Capital

2020 ◽  
Vol 12 (8) ◽  
pp. 3228 ◽  
Author(s):  
Saqib Yaqoob Malik ◽  
Yukun Cao ◽  
Yasir Hayat Mughal ◽  
Ghulam Muhammad Kundi ◽  
Mudassir Hayat Mughal ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Intellectual Capital ◽  
Resource Based View ◽  
Business Sustainability ◽  
Green Human Resource Management ◽  
The Impact

According to the resource-based view (RBV), an organization can be viewed as a collection of human, physical and organizational resources. These resources are valuable and inimitable, and are the main source of sustainable competitive advantage and sustained higher performance. Green human resource management (GHRM) practices help organizations to obtaina competitive advantage and align business strategies with the environment. In the same way, increases in environmental awareness and strict implementation of international environmental regulations havea greater impact on business sustainability. Environmentalism and sustainability are becoming more of a concern for organizations. For this reason, green human resource managementpractices and green intellectual capital are the main elements of business sustainability. Based on the resource-based view and intellectual capital-based view theory, this study investigated the impact of GHRM practices and green intellectual capital on sustainability, using cross-sectional data. The results show that the two dimensions of GHRM practices (green recruitment and selection, and green rewards) and green intellectual capital (green human capital, green structural capital and green relational capital) have a positive effect on a firm’s sustainability. GHRM practices and green intellectual capital have a positive role in this model. Practitioners, scholars and academics all may take benefits from the findings of this study.Limited variables andemerging and developingeconomies were the scope of this study. Future studies could investigate and explore the impact of green HRM practices and the role of management and stakeholder pressureonnew areas of sustainability.

PENGELOLAAN MODAL MANUSIA DALAM KAITANNYA DENGAN MANAJEMEN KINERJA

2018 ◽  
Vol 6 (1) ◽  
Author(s):  
Amanda Setiorini,MM.
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Performance Management ◽  
Human Resource ◽  
Business Environment ◽  
Business Organization

Globalization changes the business environment, which demands change from every business organization involved, to succeed in the new environment. For that purpose, human resource management needs to be directed to the development of human capital, which assumes employees as assets, not costs, for the company. The implication is that management needs to recognize each of its employees in order to maximize their potential and manage it to be a competitive advantage. This is where performance management plays a very important role.

Implementation of ERP in Human Resource Management

2010 ◽  
pp. 987-995
Author(s):  
Zhang Li ◽  
Wang Dan ◽  
Chang Lei
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Resource Planning ◽  
Development Stage ◽  
Erp Systems ◽  
Compensation Management ◽  
Manufacturing Resource Planning ◽  
Function Modules

In 1999, Peter Drucker said: “A new Information Revolution is well under way. It is not a revolution in technology, machinery, techniques, software or speed. It is a revolution in concepts.” As a result of information technology (IT) innovation and reorganization, enterprise resource planning (ERP) was proposed by the Gartner Group in the early 1990s. It is a successor to manufacturing resource planning (MRP II) and attempts to unify all departmental systems together into a single, integrated software program that runs off a single database so that the various departments can more easily share information and communicate with each other (Koch, 2002). Over 60% of the U.S Fortune 500 had adopted ERP by 2000 (Kumar, & Hillegersberg, 2000; Siau, 2004), and it was projected that organizations’ total spending on ERP adoptions was an estimated $72.63 billion in 2002 (Al-Marshari, 2002). Many scholars have recognized the importance of people in organizations, and this viewpoint is the central focus of the human resource management (HRM) perspective (Pfeffer, 1995). In this perspective, HRM has the potential to be one of the key components of overall enterprise strategy. Additionally, HRM may provide significant competitive advantage opportunities when they are used to create a unique (i.e., difficult to imitate) organizational culture that institutionalizes organizational competencies throughout the organization (Bowen & Ostroff, 2004). Typically, an ERP system supports HRM, operation and logistics, finance, and sales and marketing functions (Davenport, 1998) (see Figure 1). But the early development stage of ERP in enterprises was all along with the center of production and sales course. Until recently, research has empirically supported the positive relationship between corporate financial performance and HRM function, and managers have also realized that HRM can deliver organizational excellence and competitive advantage for enterprises (Boudreau & Ramstad, 1997; Huselid, 1995; Wright, McMahan, Snell, & Gerhart, 2001). The HRM module was introduced into ERP, forming a highly integrated and efficient resource system with the other function modules of ERP. However, there are still many HRM-related problems that may result in the failure of ERP projects arising. So, there have been regular appeals to scholars for more research about the implementation of ERP systems in the HRM perspective in the last few years (Barrett & Mayson, 2006). This article introduces the functions of an HRM module in ERP systems from the fields of human resource planning, recruitment management, training management, time management, performance management, compensation management, and business trip arrangement. Then it analyzes five HRM-related problems that may block the enterprises from implementing ERP successfully, and it provides reasonable recommendations. Finally, the article discusses future trends and suggests emerging research opportunities within the domain of the topic.

Implementation of ERP in Human Resource Management

2010 ◽  
pp. 1856-1862
Author(s):  
Zhang Li ◽  
Wang Dan ◽  
Chang Lei
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Resource Planning ◽  
Development Stage ◽  
Erp Systems ◽  
Compensation Management ◽  
Manufacturing Resource Planning ◽  
Function Modules

In 1999, Peter Drucker said: “A new Information Revolution is well under way. It is not a revolution in technology, machinery, techniques, software or speed. It is a revolution in concepts.” As a result of information technology (IT) innovation and reorganization, enterprise resource planning (ERP) was proposed by the Gartner Group in the early 1990s. It is a successor to manufacturing resource planning (MRP II) and attempts to unify all departmental systems together into a single, integrated software program that runs off a single database so that the various departments can more easily share information and communicate with each other (Koch, 2002). Over 60% of the U.S Fortune 500 had adopted ERP by 2000 (Kumar, & Hillegersberg, 2000; Siau, 2004), and it was projected that organizations’ total spending on ERP adoptions was an estimated $72.63 billion in 2002 (Al-Marshari, 2002). Many scholars have recognized the importance of people in organizations, and this viewpoint is the central focus of the human resource management (HRM) perspective (Pfeffer, 1995). In this perspective, HRM has the potential to be one of the key components of overall enterprise strategy. Additionally, HRM may provide significant competitive advantage opportunities when they are used to create a unique (i.e., difficult to imitate) organizational culture that institutionalizes organizational competencies throughout the organization (Bowen & Ostroff, 2004). Typically, an ERP system supports HRM, operation and logistics, finance, and sales and marketing functions (Davenport, 1998) (see Figure 1). But the early development stage of ERP in enterprises was all along with the center of production and sales course. Until recently, research has empirically supported the positive relationship between corporate financial performance and HRM function, and managers have also realized that HRM can deliver organizational excellence and competitive advantage for enterprises (Boudreau & Ramstad, 1997; Huselid, 1995; Wright, McMahan, Snell, & Gerhart, 2001). The HRM module was introduced into ERP, forming a highly integrated and efficient resource system with the other function modules of ERP. However, there are still many HRM-related problems that may result in the failure of ERP projects arising. So, there have been regular appeals to scholars for more research about the implementation of ERP systems in the HRM perspective in the last few years (Barrett & Mayson, 2006). This article introduces the functions of an HRM module in ERP systems from the fields of human resource planning, recruitment management, training management, time management, performance management, compensation management, and business trip arrangement. Then it analyzes five HRM-related problems that may block the enterprises from implementing ERP successfully, and it provides reasonable recommendations. Finally, the article discusses future trends and suggests emerging research opportunities within the domain of the topic.

Focussed Areas in the Extant Literature of Green HRM

2021 ◽  
Vol 10 (1) ◽  
pp. 22-39
Author(s):  
Ella Mittal ◽  
Parvinder Kaur
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Natural Resources ◽  
Competitive Advantage ◽  
Human Resource ◽  
Triple Bottom Line ◽  
Major Focus ◽  
Bottom Line ◽  
Extant Literature ◽  
Green Human Resource Management

Sustainability is the important issue for most of the organisation for reaping the benefit of triple bottom line and competitive advantage. Green human resource management is one of the ways to attain the sustainability which also helps in attracting and retaining the young talent towards the organisation. The purpose of the present research is to study the concept of Green HRM with various dimensions and to investigate the mostly researched domain related to Green HRM. The study discussed the key and major focus areas in the literature in the context of GHRM as per the author's view to accomplish the stated objectives. The results of the study showed the manufacturing domain has been focused by most of the studies due to the direct consumption of natural resources more in this sector. Further, originality or practicality of the research lies as this research would be helpful to the HR practitioners to focus only on key areas to implement the concept of GHRM well in their respective organizations to formulate the competitive strategy to add value to their respective organizations.

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