Human resources management processes: a value-creating source of competitive advantage

1999 ◽  
Vol 17 (2) ◽  
pp. 174-181 ◽  
Author(s):  
Raphael Amit ◽  
Monica Belcourt
2019 ◽  
pp. 1433-1451
Author(s):  
Mufleh Amin AL Jarrah ◽  
Louay Karadsheh ◽  
Muawya Naser ◽  
Samer Alhawari

This article is used to examine the impact of HRMP to achieve a sustainable competitive advantage (SCA) in organizations. The hypotheses that HRMPs influences SCA imply that control of distinctive processes of human resources management (HRM) in industrial companies implies distinct factors of SCA. As a result, new questionnaires were developed and disseminated to 50 companies (200 top and middle managers) in Jordan in a survey format. The collected data was subjected to several simple regression tests using an SPSS program. The research findings presented that different processes of HRM, depending on acquisition, recruitment, training, evaluation performance, and promotion. There has been a strong interest in competing to achieve the highest SCA. The implications of the findings were discussed and suggestions were made.


2018 ◽  
Vol 9 (1) ◽  
pp. 41-58
Author(s):  
Mufleh Amin AL Jarrah ◽  
Louay Karadsheh ◽  
Muawya Naser ◽  
Samer Alhawari

This article is used to examine the impact of HRMP to achieve a sustainable competitive advantage (SCA) in organizations. The hypotheses that HRMPs influences SCA imply that control of distinctive processes of human resources management (HRM) in industrial companies implies distinct factors of SCA. As a result, new questionnaires were developed and disseminated to 50 companies (200 top and middle managers) in Jordan in a survey format. The collected data was subjected to several simple regression tests using an SPSS program. The research findings presented that different processes of HRM, depending on acquisition, recruitment, training, evaluation performance, and promotion. There has been a strong interest in competing to achieve the highest SCA. The implications of the findings were discussed and suggestions were made.


2020 ◽  
pp. 1484-1502
Author(s):  
Mufleh Amin AL Jarrah ◽  
Louay Karadsheh ◽  
Muawya Naser ◽  
Samer Alhawari

This article is used to examine the impact of HRMP to achieve a sustainable competitive advantage (SCA) in organizations. The hypotheses that HRMPs influences SCA imply that control of distinctive processes of human resources management (HRM) in industrial companies implies distinct factors of SCA. As a result, new questionnaires were developed and disseminated to 50 companies (200 top and middle managers) in Jordan in a survey format. The collected data was subjected to several simple regression tests using an SPSS program. The research findings presented that different processes of HRM, depending on acquisition, recruitment, training, evaluation performance, and promotion. There has been a strong interest in competing to achieve the highest SCA. The implications of the findings were discussed and suggestions were made.


2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.


2021 ◽  
pp. 5-13
Author(s):  
A. L. Denisova ◽  
A. S. Bunkin

In the context of the digital transformation of the economy, the processes of managing the human resources of an organisation are of particular importance as the basis for achieving operational efficiency in a highly dynamic business environment. At the same time, the existing practice of human resource management in organisations shows that the human resources management system in the context of digital transformation requires special attention from the standpoint of scaling. This paper discusses the issues of scaling the processes of managing the human resources of an organisation in the context of digital transformation, the analysis and accounting of which will increase, on the one hand, the efficiency of the organisation, on the other hand, the motivation and involvement of employees in the work process. The research paper pays special attention to the Program for the training of management personnel for organisations of the national economy of the Russian Federation from the standpoint of scaling the processes of managing the human resources of an organisation in the context of digital transformation. Systematic studies of the scaling of the organization’s human resources management processes in the view of digital transformation will determine both new approaches and technologies for human resources management and the processes of changing the organisation’s business models.


Author(s):  
Pelin Vardarlier ◽  
Mehtap Ozsahin

Growing importance of technology and digitalization, leaded by globalization, has changed the nature of competition. Innovation becomes evident in that competitive environment, and firms began to transform their human resource capabilities and functions in that direction. It is commonly accepted that the competitive advantage depends on mostly efficient and effective utilization of human resources. Thanks to the communication technologies, social media evolved into the most-preferred method to reach high qualified human resource. Although firms have been active in social media networks for a long time, they have started to use this medium for human resource management purposes, such as internal communication, career management and recruiting process, recently. LinkedIn, Facebook, Twitter and Google+ are primarily addressed social media tools which are used frequently in human resource management processes. In this respect, this study aims to examine the social media tools used in human resources management processes and the effects of social media use in human resource management processes on the human resources management performance and firm’s overall performance. The survey was conducted on human resource managers of 122 firms operating in manufacturing and service industry in Turkey. Data obtained from 122 human resource management managers were analyzed through the SPSS 21.00 statistical packet program. Descriptive analyzes, factor analysis, reliability analysis and correlation analysis have been conducted. Proposed relations were tested through regression analyzes utilizing Hayes’ PROCESS Macro. Research findings displayed that human resources management managers use social media tools frequently for recruitment and employee branding processes, and prefer mostly LinkedIn in all processes of human resources management. Furthermore, regression analyzes results revealed that human resources management performance mediates the effect of social media use at human resources management, on firm’s overall performance. The issue of social media use at human resources management have been examined in recent years and there is a limited number of research on that issue. Thus, this study examining social media use at human resources management and its performance effect is expected to contribute to literature.


2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.


Jurnal NERS ◽  
2017 ◽  
Vol 12 (1) ◽  
pp. 14
Author(s):  
Abdul Aziz Alimul Hidayat ◽  
Musrifatul Uliyah ◽  
Sukadiono Sukadiono

Introduction: Most of (90,6%) nursing education quality in East Java was still low (BAN-PT, 2012). It was because the quality improvement process in nursing education generally was conducted partially (random performance improvement). The solution which might be done was through identifying proper quality improvement model in Nursing Education toward competitive advantage. Method: This research used survey to gain the data. The research sample was 16 Muhammadiyah Universities chosen using simple random sampling. The data were collected with questionnaires of 174 questions and documentation study. Data analysis used was Partial Least Square (PLS) analysis technique. Result: Nursing education department profile in Muhammadiyah Universities in Indonesia showed of 10 years establishment, accredited B and the competition level in one city/regency was averagely more than three Universities becoming the competitors. Based on the quality improvement model analysis of nursing education toward competitive advantage on Muhammadiyah Universities, it was directly affected by the focus of learning and operasional process through human resources management improvement, on the other hand information system also directly affected on quality improvement, also affected quality process components; leadership, human resources, focus of learning and operational process. In improving human resources would be directly influenced with proper strategic planning. Strategic planning was directly influenced with leadership. Thus, in improving quality of nursing education, the leadership role of department, proper information system, and thehuman resources management improvement must be implemented.  Conclusion: Quality improvement model in nursing education was directly determined with learning and operational process through human resources management along with information system, strategic planning factors, and leadership. The research finding could be developed in quality analysis application program.


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