The strategic human resource management process in practice

1993 ◽  
Vol 21 (5) ◽  
pp. 37-38 ◽  
Author(s):  
James R. Wessel
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Management Process

scholarly journals COVID 19 PANDEMIC AND HEALTHCARE SECTOR IN NORTH MACEDONIA: WHAT HAS CHANGED FOR THE HUMAN RESOURCE MANAGEMENT

2021 ◽  
Author(s):  
Ljupco Eftimov ◽  
◽  
Tihona Bozhinovska ◽  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Healthcare Providers ◽  
External Environment ◽  
Strategic Human Resource Management ◽  
Healthcare Sector ◽  
Management Process ◽  
Healthcare Staff ◽  
Healthcare Organizations

The way the employees in the health care sector were managed during the period 2020-2021 was crucial for the management of the overall social and economic crisis. The most important areas from strategic human resource management that needed urgent attention during COVID 19 pandemic were: appropriate communication of the requirements of the new normal and identification of the most skillful employees for adapting to the changes and forecasting the forthcoming trends. Therefore, investigating the key activities for increasing the healthcare providers satisfaction of human resource management process during Covid 19 is an important issue and can offer significant insights for HR professionals and for the healthcare organizations. The purpose of the paper is to shed some light on the most important human resource practices during the COVID 19 pandemic and to understand how healthcare organizations had to rethink their approaches in order to maintain the motivation and commitment of the healthcare providers. The capability and willingness of the healthcare staff to stay focused and to cooperated in a dynamically changing internal and external environment was crucial for the overall healthcare sector during the pandemic. Hence, this study is trying to contribute by: identifying the key human resource (HR) issues/challenges in healthcare organizations during the pandemic, creating a theoretical model of strategic human resource management during Covid 19 in healthcare organizations and understanding which human resource (HR) practices/activities were perceived as most important for increasing healthcare providers satisfaction of the human resource management process in their organizations during the last period of turmoil.

Combination of human resource management methods during in times of change

2020 ◽  
pp. 144-150
Author(s):  
V.A. Morozov
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Management Strategies ◽  
Strategic Human Resource Management ◽  
Crisis Period

This article focuses on the aspects of human resource management strategies in crisis management, as well as the comparison of classical and modern ways to overcome the consequences of crises for human capital. The possible consequences of ongoing and possible crises, as well as ways to prevent and overcome them, are investigated. Personnel strategies in human resource management are disclosed. The presentation of strategic human resource management in a crisis period is given.

scholarly journals SHRM Practices Employee and Organizational Resilient Behavior: Implications for Open Innovation

2021 ◽  
Vol 7 (2) ◽  
pp. 159
Author(s):  
Khaliq Ur Rehman ◽  
Mário Nuno Mata ◽  
José Moleiro Martins ◽  
Sabita Mariam ◽  
João Xavier Rita ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Equation Modeling ◽  
Human Resource Management Practices ◽  
Resilient Behavior

The primary objective of this research is to investigate the role of strategic human resource management practices in developing resilient organizational behavior. This research aims to test the mediating function of individual resilient behavior between strategic human resources management practices and resilient organizational behavior. Data was collected from 780 managerial level employees working in small and medium Chinese enterprises in Hubei Province through a self-administrated questionnaire. The Smart partial least square structural equation modeling technique was used for data analysis. The analysis showed a significant positive relationship among SHRM practices, employee resilient behavior, and resilient organizational behavior. Results also show that employee resilient behavior partially mediates the relationship between SHRM practices and resilient organizational behavior. Individual resilient behavior is needed when an organization is in crisis, restructuring, transformation, turbulent, and unfavorable conditions. Without individual resilient behavior, it is difficult for an organization to be resilient. Therefore, strategic human resource management practices are essential to develop an employee’s resilience. This research contributed to the body of knowledge by bringing new concepts together. The main contribution was testing the role of individual resilient behavior between strategic human resource management practices and resilient organizational behavior.

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