Introduction: Strategic human resource management research in the 21st century

1998 ◽  
Vol 8 (3) ◽  
pp. 187-191 ◽  
Author(s):  
Patrick M. Wright
2021 ◽  
pp. 014920632199354
Author(s):  
Jason D. Shaw

Barney’s elaboration on the resource-based view had a major impact on research in strategic human resource management (SHRM) and beyond. In this article, I reflect on its influence and use in SHRM research and analyze the strengths and limitations of the original work. I also review various spinoffs and expansions of the original work as well as trends in empirical SHRM research.


2011 ◽  
pp. 1904-1913
Author(s):  
Beverley Lloyd-Walker ◽  
Jan Soutar

The importance of people to organisational success has been recognised; the implications of this for human resource departments forms the basis for the content of this article. The ways in which information technology has been used to support changes in the human resource function are discussed, leading to an exploration of the role of strategic human resource management portals. The content of strategic human resource management portals is then outlined, and covers the range of information they currently provide and their future role. Finally, issues relating to implementation are addressed. The need for human resource practitioners to develop a greater understanding of technology and its potential benefits is discussed. This article concludes by reiterating the uses made of strategic human resource portals and by acknowledging the need to continue to strive for improvements in the implementation of IT systems.


2022 ◽  
pp. 296-323
Author(s):  
Cristina Raluca Gh. Popescu ◽  
Grigorios L. Kyriakopoulos

These days, employability and sustainability in the Romanian marketplace are seriously challenged by the general economic development conditions, the continuously rising living standards, and the unfortunate imbalance and irregularities in the policies of labor markets. These defining factors mirror in this current research that focuses on describing the importance, implications, and specificities of human resource management (HRM) and strategic human resource management in the 21st-century organizational landscape, while seeking to pinpoint the considerable and valuable benefits brought by human and intellectual capital as drivers for performance management at the organizational level. The results of the study themselves possess the explanatory power of showing that human resources are the main assets of the organization, which decisively determines the potential for present and future line of action, since human resources have unlimited growth and development potential, even though they are regarded as extremely rare, highly valuable, yet difficult to insure or replace.


Sign in / Sign up

Export Citation Format

Share Document