The impact of ability‐, motivation‐ and opportunity‐enhancing strategic human resource management on performance: the mediating roles of emotional capability and intellectual capital

Author(s):  
Shuwen Li ◽  
Ruiqain Jia ◽  
Juergen H. Seufert ◽  
Wenan Hu ◽  
Jinlian Luo
2016 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Joyce W. Kariithi ◽  
Dr. Mark Odongo Ogutu

Purpose: The purpose of the study is to investigate the impact of strategic human resource practices on performance of Safaricom Ltd  Methodology: The study adopted a cases study research design. Stratified random sampling technique was applied to select the managers from various departments in order to best inform the study results. A questionnaire was the preferred data collection instrument due to its convenience and confidential nature. The data was analyzed using descriptive statistics. Specifically, means, mode and median were the preferred descriptive statistics. The findings were presented in bar charts and graphs.Results: Findings indicated that that the human resource factors, personal factors and firm level factors contributed to the vertical and horizontal firm between strategic human resource management and competitive strategy. Consequently, it was concluded that Strategic Human management impacted on the superior performance of Safaricom Ltd.Unique contribution to theory, practice and policy: Since the study established the presence of horizontal fit among human resource function factors, the researcher recommended that Safaricom should continue to align its human recruitment policy with its motivation policy, compensation policy and training policy. For instance, Safaricom should continue recruiting highly qualified individuals, compensate the individuals highly, motivate the individuals highly and train them effectively. In addition, the Safaricom management should allow the HR function to operate flexibly such that the department is able to exercise all the available options relevant to carrying out human resource activities. Furthermore, the investment budget towards Safaricom HR function should be increased so as to enhance the strategic fit and the consequent superior organization performance. The study further recommended a causal study on the statistical relationship between investment in HR function and the performance of Safaricom using the balanced score card concept advocated by Kaplan and Norton


GIS Business ◽  
2020 ◽  
Vol 14 (6) ◽  
pp. 1038-1049
Author(s):  
S.Ramalingam ◽  
N.Subburaj

The Execution of association is getting progressively basic, especially in a market with increasingly noticeable contention and dynamic. Execution of association is estimated through different pointers. It guarantees the movement of the relationship to be engaged in an overall business focus. Customarily, the execution of Performance markers achieved through HR. HR is the key for keeping the relationship in the market so engaged. These HR ought to be directed effectively to achieve the necessary execution of the affiliation. It is imperative to manage intentionally the HR and to modify at its strategy with legitimate framework. The purpose of this audit is fixated on the impact of the indispensable organization of human resource in achieving progressive execution. This survey was coordinated in perspective on basic and discretionary sources. What measure of affiliations appears to be engaged in the market through achieving the execution pointers? How basic is the organization of HR in achieving legitimate execution? Along these lines, through the aptitudes, practices and mindsets would be depended upon by HR to achieve the necessary execution in the affiliation.


2021 ◽  
Vol 7 (4) ◽  
pp. 749-755
Author(s):  
Zhenlin Dong

Objectives: In order to promote the optimization of talent structure in tobacco industry, this paper studies the current situation of human resource management in tobacco enterprises from the perspective of strategic human resource management. Methods: This study is divided into two stages: the first stage is literature research. The main purpose is to study the effect of different human resource management orientations on performance. The second stage is empirical research, which mainly focuses on the impact of government policies on entrepreneurial orientation, the impact of human resources strategies on entrepreneurial orientation, and the relationship between entrepreneurial orientation and performance. A total of 161 valid questionnaires were collected from the tobacco industry. Results: Among the three types of human resource strategies, cumulative innovation and action leadership are significantly positively correlated at the level of 0.01, but the correlation with risk-taking is not significant. There is a significant positive correlation between assisted innovation and action leadership at the level of 0.01, but there is no significant correlation with the dimension of risk-taking. The two dimensions of innovation and action leadership in human resource orientation have a positive impact on the two dimensions of financial performance and growth performance respectively. Conclusion: The cumulative human resource strategy in the human resource strategy has a positive impact on the two dimensions of innovation and action leadership of the tobacco industry.


2017 ◽  
Vol 46 (2) ◽  
pp. 91-117 ◽  
Author(s):  
Seunghoo Lim ◽  
Tae Kyu Wang ◽  
Soo-Young Lee

We assess the resource-based view in the study of strategic human resource management in public agencies. We mainly examine the impact of both human resource management (HRM) practices and actual human resources on the perception of federal agency mission accomplishment. We show that all types of goal-aligned and performance-based HRM practices (including rewards, training, appraisal, and recruitment) positively affect perceived agency mission accomplishment. In addition, certain types of human resources (including the percentage of career senior executive service members and organizational size) contribute to perceived agency mission accomplishment although others (including the percentage of professionals and noncareer senior executive service members) make negative contributions. Strategic knowledge, regarding an organization’s valuable, rare, inimitable, and nontradable resources—in both HRM practices and human resources—can help improve perceived federal agency mission accomplishment.


Author(s):  
Maha Mohammad Al- Rakhis, Fatima Mohammad Al- Rakhis

The study aimed to identify the impact of modern models of strategic human resource management on enhancing organizational agility for institutions, and by relying on the descriptive analytical approach to the previous literature in this field through four hypotheses that were discussed, it was clear from the results of the study that there is a relationship between modern models of strategic human resource management on Strengthening organizational agility and validating the four assumptions, the study recommended preparing and implementing a human resources strategy based on the dimensions of the four models, aligning and amending human resource management policies in a manner that achieves facilitation and facilitation of wages Categories according to staff in the performance of the strategic models of human resources management, development work harmoniously with the organizational agility environment.


Author(s):  
Muhammad Aminu Bawa ◽  
Muhamad Jantan ◽  
Juhary Ali

A substantial body of evidence in management theory and business practice has accumulated to show that Strategic Human Resource Management (SHRM) is associated with improved organizational performance. In spite of this evidence, empirical studies have shown that some organizations are slow in implementing those practices. One of the fundamental reasons behind this is the fact that as a body of practical knowledge, SHRM has seemingly lacked any theoretical research framework to underpin it. Thus, this paper is an attempt to address this problem by (1) contributing to theory building in strategic HRM, and (2) empirically testing the hypothesis that SHRM practices affect productivity. This study used a sample of 129 managers of oil palm estates from a national survey of estate managers reflecting the 1998 financial year Using linear regression techniques, the results suggest that (1) estates implement less strategic HI? practices than anticipated, and (2) some strategic HR practices were related to productivity. Managerial implications of the study were discussed.  


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