Strategic human resource management in primary and secondary schools. An explorative study in Flanders (Belgium)

2021 ◽  
pp. 174114322199870
Author(s):  
Melissa Tuytens ◽  
Eva Vekeman ◽  
Geert Devos
Keyword(s):  
Resource Management ◽  
Strategic Planning ◽  
Human Resource Management ◽  
Human Resource ◽  
Case Analysis ◽  
Strategic Human Resource Management ◽  
Structured Interviews ◽  
Hrm Practices ◽  
Individual Teacher ◽  
Teacher Needs

Although internationally there is a growing interest in strategic human resource management (SHRM) in the educational context, few studies explored SHRM in schools. This qualitative study explores if five common human resource management (HRM) practices (i.e. recruitment and selection, assignment, evaluation, rewards, and development) are aligned with schools’ strategic planning and individual teacher needs. The analysis is based on 194 semi-structured interviews with school leaders and school team members in 24 schools in Flanders (Belgium). After a within-case analysis, a classification was made for each school for each HRM practice under investigation based on a classification scheme indicating the strategic focus per HRM practice. The cross-case analysis shows that for some HRM practices the alignment with school’s strategic planning and individual teacher needs is identified in more schools (e.g. for ‘professional development’) than for other practices (e.g. for ‘rewards’). The findings of this study contribute to our understanding of SHRM within the education sector and provide schools with tools to invest in SHRM.

A comparative analysis of best human resource management practices in the hotel sector of Samoa and Tonga

2014 ◽  
Vol 43 (5) ◽  
pp. 798-815 ◽  
Author(s):  
Suwastika Naidu ◽  
Anand Chand
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Response Rate ◽  
Strategic Human Resource Management ◽  
Human Resource Managers ◽  
Content Type ◽  
Hrm Practices ◽  
Hotel Sector

Purpose – The purpose of this paper is to comparatively analyse the best human resource management (HRM) practices in the hotel sector of Samoa and Tonga. Design/methodology/approach – This study examined best HRM practices used by the hotel sector of Samoa and Tonga by using self-administered questionnaires. Self-administered questionnaires were distributed to 73 hotels in Samoa and 66 hotels in Tonga. Out of the 73 self-administered questionnaires that were distributed in Samoa, 58 usable questionnaires were returned resulting in a response rate of 79 per cent. In the case of Tonga, out of the 66 self-administered questionnaires were distributed, 51 usable questionnaires were returned resulting in a response rate of 77 per cent. Findings – The findings of this study show that there are 28 best HRM practices in Samoa and 15 best HRM practices in Tonga. This study also found that best HRM practices differ based on differences in internal and external environmental factors present in different geographical areas. The findings of this paper support the assumptions of the Contextual Paradigm of HRM and strategic human resource management. Research limitations/implications – This study is based on a single sector of Samoa and Tonga. A single sector study limits the generalisations that can be made across different sectors in Samoa and Tonga. Practical implications – Human resource managers should incorporate cultural, political, legal, economic and social factors in HRM practices. Originality/value – None of the existing studies have examined best HRM practices used by the hotel sector of Samoa and Tonga. This study is a pioneering study that comparatively analyses the best HRM practices used by the hotel sector of Samoa and Tonga.

scholarly journals HR Managers’ Views on SHRM and Its Role in Influencing Organizational Performance

2019 ◽  
Vol 9 (4) ◽  
pp. 221
Author(s):  
Mariam Bassem ◽  
Tarek A. El Badawy ◽  
Mariam M. Magdy
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Sustainable Competitive Advantage ◽  
Human Resource Managers ◽  
Structured Interviews ◽  
National Organizations ◽  
Hr Managers

The resource-based view argues for the importance of creating a sustainable competitive advantage for organizations to survive and thrive. Through their people, organizations can create a strong diverse and immobile workforce. In this study, we explored the significance of strategic human resource management in Egyptian national organizations. We sought after the views of human resource managers on the activities organizations support to link their human resource management activities to long-term strategies and objectives. The qualitative semi-structured interviews highlighted common activities among the visited organizations. The findings demonstrated that strategic human resource management is still in its infancy stage. Egyptian organizations are losing dynamism because of the poor management of their people.

Shedding New Light on Strategic Human Resource Management: The Impact of Human Resource Management Practices and Human Resources on the Perception of Federal Agency Mission Accomplishment

2017 ◽  
Vol 46 (2) ◽  
pp. 91-117 ◽  
Author(s):  
Seunghoo Lim ◽  
Tae Kyu Wang ◽  
Soo-Young Lee
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Federal Agency ◽  
Strategic Human Resource Management ◽  
Senior Executive ◽  
Senior Executive Service ◽  
Hrm Practices ◽  
The Impact

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.

scholarly journals Comparative Analysis of the HRM Practices between Hospitality and Healthcare Sectors in South Kerala

2016 ◽  
Vol 7 (2) ◽  
pp. 11
Author(s):  
R. Prakash Pillai ◽  
Christy Abraham
Keyword(s):  
Health Care ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Primary Data ◽  
Structured Interviews ◽  
Hrm Practices ◽  
Human Resource Management Practices

Hospitality and health care sectors have similarities due to service oriented and customer centric approach. The study is aimed to identify and understand the link between hospitality and health care sectors in terms of human resource management practices and how it enriches the business activities. The study is qualitative in nature and a case study was used. Purposive sampling method was used and primary data was collected through direct observation and semi-structured interviews with experts of the five star hotels and super specialty hospitals in South Kerala and secondary data was collected from journals, newspapers, books and internet, etc. Study analyzed that hospitality sector is having well functioned and polished HRM practices compared to health care sector. Each HRM practice is inter-connected and resulted into lower exit rate and better satisfaction of the staff. Proper execution of human resource management practices such as recruitment, selection, induction, training & development, performance appraisal, compensation, employee welfare, grievance mechanism and exit management has a significant role in satisfaction of the employees and performance of the organization. Well functioned HR department and HRM practices will enhance the effectiveness of the staff and that ultimately lead to the best quality service delivery.

SHRM: A Research-based Overview for the Practitioner

2019 ◽  
Vol 12 (3) ◽  
pp. 214-224
Author(s):  
Kannika Sagar
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Hrm Practices ◽  
The Future ◽  
Show Evidence

This article introduces the reader to the ‘strategic’ nature of strategic human resource management (SHRM), focusing on research in this area to show evidence for SHRM, but firmly grounding it with examples the author has close knowledge about that can explain how different a conventional/professional HRM practices can be from a strategic HR initiative/policy. The article facilitates the reader’s understanding of the significance of SHRM and ends with discussions on the future of SHRM.

How Do Investments in Human Resource Management Practices Affect Firm-Specific Risk in the Restaurant Industry?

2017 ◽  
Vol 58 (4) ◽  
pp. 374-386 ◽  
Author(s):  
Sungbeen Park ◽  
Sujin Song ◽  
Seoki Lee
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Restaurant Industry ◽  
Hrm Practices ◽  
Specific Risk ◽  
Human Resource Management Practices ◽  
Operational Issues

Despite the importance of achieving a competitive advantage in human resources in the restaurant industry, restaurant firms often hesitate to make significant investments in human resource management (HRM) practices because of outcome uncertainty, operational issues, and limited financial resources, among other issues. Building upon the strategic human resource management (SHRM) literature, the current study attempts to better understand the HRM issues in the restaurant industry and investigate the effects of HRM practices on a firm’s risk. More specifically, we explore the separate effects of positive and negative HRM practices on firm-specific risk (i.e., unsystematic risk) in the restaurant industry. Our findings demonstrate that positive HRM practices have a nonsignificant relationship with firms’ unsystematic risk, but negative HRM practices have an inverted U-shaped relationship with unsystematic risk, supporting the stakeholder theory, theory of desensitization, and slack resource theory.

scholarly journals Human Resource Management in Ethiopian Public Hospitals

2021 ◽  
Author(s):  
Philipos Petros Gile ◽  
Joris Van De Klundert ◽  
Martina Buljac Samardzic
Keyword(s):  
Resource Management ◽  
Health Services ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Public Hospitals ◽  
Structured Interviews ◽  
Line Managers ◽  
Workforce Needs

Abstract Background In Ethiopia, public hospitals deal with a persistent human resource crisis, even by SSA standards. Policy and hospital reforms, however, have so far resulted in limited progress towards addressing the resulting strategic human resource management (SHRM) challenges Ethiopia’s public hospital face. Methods To explore the contextual factors influencing these SHRM challenges of Ethiopian public hospitals, we conducted a qualitative study based on the SHRM framework of Paauwe. A total of 19 semi-structured interviews were conducted with a purposive sample of hospital CEOs and HR managers from 15 hospitals across Ethiopia. An additional 4 focus group discussions were held with professionals and their line managers. Results The study found that hospitals compete on the supply side for scarce resources among which the human resources of skilled professionals. There was little reporting on demand side competition on health services provided, service quality, and service innovation. Governmental regulations were the main institutional mechanism in place. These regulations also emphasized human resources and were perceived to tightly regulate employee numbers, salaries and arrangements at detailed levels. These regulations were perceived to restrict the SHRM autonomy of the hospitals. Regulation induced differences in allowances and external employment arrangements were among the concerns that decreased motivation and job satisfaction and caused employees to leave their jobs. The mismatch between regulation and workforce needs posed challenges for leadership and caused leaders to be perceived as incompetent and unable when not successfully addressing workforce needs. Conclusions Bottom-up involvement in SHRM may help resolve the aforementioned persistent problems. The Ethiopian government might better loosen regulations, providing more autonomy to hospitals for SHRM and implement mechanisms that emphasize the quality of health services demanded rather than the quantity of human resources supplied.

scholarly journals MEASURING THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON EMPLOYEE TURNOVER

2012 ◽  
Vol 4 (1) ◽  
pp. 63-73
Author(s):  
Viara Slavianska
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Turnover ◽  
Management Practices ◽  
Structured Interviews ◽  
High Turnover ◽  
Missed Opportunities ◽  
Hrm Practices ◽  
The Impact

When employees leave the organization, whether at their own will or not, the consequences could be extremely serious. High turnover costs much, because it involves direct financial expenses for recruitment and selection, appointment, training and adaptation of the newcomers; at the same time, the indirect (hidden) costs, because of lost productivity and missed opportunities, constitute about 70–85% of all. This research was conducted in a large Bulgarian business organization with the aim to determine the impact of HRM practices on the personnel turnover, measured by the inclination to leave. There were formulated conclusions about the ability of the HRM system to retain the employees and respectively recommendations to the management of the organization. The methods of data collection included in-depth semi structured interviews with the manager of the HRM department and anonymous inquiry among 140 employees and workers. The results were subsequently processed with SPSS. Key words: employee turnover, human resource management, HRM practices.

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