Enlivening Workplace Climate Through Strategic Human Resource Management Initiatives: Unleashing Its Efficacy

2021 ◽  
pp. 227853372098306
Author(s):  
Debarun Chakraborty ◽  
Wendrila Biswas
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Climate ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Resource Planning ◽  
Strategic Human Resource Management ◽  
Compensation Management ◽  
The Impact

The study aims to explore the impact of the strategic human resource management practices on organizational climate and organizational performance. The study used simple random sampling technique, and 387 responses have been collected finally. The primary data have been collected from professionals/managers of different manufacturing units from five divisions of West Bengal, namely Burdwan, Medinipur, Malda, Presidency and Jalpaiguri. Compensation management, employee relation and human resource planning (HRP) have positive and significant impact toward organizational climate where compensation management has greater impact compared to other factors toward organizational climate. Performance management, training and development, and recruitments and selection have negative and nonsignificant impact toward organizational climate. The study implies that proper compensation, good relationship with employees, and proper planning of human resources can improve the organizational climate, which also improves the organizational performance. The study is original as no such research has been conducted in the Indian context earlier.

scholarly journals The Impact of Strategic Human Resource Management Practices on Productivity: The Case of the Malaysian Oil Palm Industry

2020 ◽  
Author(s):  
Muhammad Aminu Bawa ◽  
Muhamad Jantan ◽  
Juhary Ali
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Oil Palm ◽  
Management Practices ◽  
Empirical Studies ◽  
Strategic Human Resource Management ◽  
Theoretical Research ◽  
The Impact

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.  

scholarly journals THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE CASE STUDY: MANUFACTURING ENTERPRISES IN KOSOVO

2020 ◽  
Vol 21 (1) ◽  
pp. 222-229
Author(s):  
Arta Jashari ◽  
Enver Kutllovci
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Positive Association ◽  
Manufacturing Firms ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
The Impact

The purpose of this study is to examine the impact of human resource management practices on organizational performance. In this study a total of 100 managers of manufacturing firms in Kosovo from public and private sectors have responded to the survey. The survey questionnaire had contained 39 items covering selected HRM practices and organizational performance. Our empirical results show that managers of manufacturing firms in Kosovo recognize the importance of employees in their organization and apply practices to manage them effectively. The outcome of correlation analysis provides evidence that HRM practices positively and significantly influence organizational performance. Recruitment and selection practices show the strongest positive association with organizational performance (rho = 0.905) compared to other practices. Regarding to our findings we suggest that with a good recruiting and selection, the organization will fill with a group of potentially qualified candidates. Also, companies should continuously train and develop and involve their employees as they are viewed as the most important resources source of competitive advantage.

Research on the Human Resources Performance Management Based on the Strategic Direction Data Mode Analysis

2014 ◽  
Vol 687-691 ◽  
pp. 4560-4563 ◽  
Author(s):  
Qiu Juan Zhu ◽  
Guo Hui Su
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Mode Analysis ◽  
Strategic Direction ◽  
Human Resource Management Practices

Strategic human resource management theory, strategic choice on the basis of the enterprise, to take appropriate human resource management practices, to better achieve Organizational performance. By analyzing real human resource management Different modes of practice, combined with the specific activities of the US-Japan Human Resource Management companies, proposed supportive human resource management practices can help companies achieve strategic goals of innovation.

scholarly journals Strategic human resource management in facilitating the organizational performance: Birds-eye view from Bangladesh

2020 ◽  
Vol 2 (1) ◽  
pp. 13-24
Author(s):  
Md. Mahfuzur Rahman Khan ◽  
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Theoretical Research ◽  
Organization Performance ◽  
A Company

Abstract Purpose: This study systematically explores and elaborates on strategic human resources management practices inside a company facilitating the intermediate variables of organization performance. Research methodology: Ten organizations with more or less similar yearly turnover and the same number of permanent employees have been used for this study. The analysis technique in this study uses data analysis developed by Miles et al. (2018) as follows; (a) data collection (b) data display and (c) concluding. Focus group discussions with the employees and management of those companies are being taken with the help of a semi-structured questionnaire. Results: The study's findings offered that the more strategic a company is with its human resource, the more turnover it can make, even if it has a similar number of human resources. Limitations: There are shortcomings in theoretical research on the process of strategic human resource management practices affecting organization performance. Contribution: This study offers a view to integrate and construct strategic human resource management activities affecting organization performance and provides a reasonable explanation and enlightenment for the understanding of further contribution.

scholarly journals The impact of strategic human resource management on organizational resilience: an empirical study on hospitals

2019 ◽  
Vol 20 ◽  
pp. 179-186 ◽  
Author(s):  
Sura I. Al-Ayed
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
High Performance ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Organizational Resilience ◽  
Private Hospitals ◽  
Strategic Value ◽  
The Impact

The aim of this study was to explore the impact of strategic human resource management practices (strategic value of human resource practices, human resource analytics and high-performance work practices) on organizational resilience (cognitive, behavioral and contextual dimensions) in private hospitals. The required data for the purpose of this study were collected by a questionnaire developed on the basis of related works. The questionnaire was developed based on exploratory and confirmatory factor analyses. It consisted of 30 items divided into two domains, the first one to measure strategic resource management practices (15 items), and the second one to measure organizational resilience (15 items). The study population was consisted of employees working at private hospitals. The questionnaires were distributed to a random sample of 500 administrative staff working in private hospitals. A total of 449 valid responses were retrieved with a response rate of 89.9%, which is high percent because the researcher visited the hospitals and distributed the questionnaires personally. Using IBM SPSS 24.0 and AMOS 22, the results confirmed that strategic human resource management practices have a positive impact on organizational resilience. In terms of the separate effects of strategic HRM practices, the results showed that strategic value of human resource practices was the most influential variable on organizational resilience, followed by human resource analytics, then high performance work practices The study concluded that the hospital’s ability to be resilient requires an advance planning when formulating the human resources strategy that is supposed to be integrated into the hospital’s strategy.

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