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.

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.

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.

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.

scholarly journals Strategic human resource management and corporate social responsibility: Evidence from Emerging Markets

Internext ◽  
2016 ◽  
Vol 11 (2) ◽  
pp. 66 ◽  
Author(s):  
Talita Rosolen ◽  
Maria Laura Ferranty Maclennan
Keyword(s):  
Corporate Social Responsibility ◽  
Resource Management ◽  
Social Responsibility ◽  
Human Resource Management ◽  
Emerging Markets ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Show Evidence ◽  
Strategic Csr ◽  
Corporate Social

Corporate social responsibility practices are increasingly being adopted and legitimized in business and they impact the strategic and operational levels in various areas. The integration of these criteria and practices in the strategic management involves many factors, and human resource management is an essential aspect for the accomplishment of such initiative. Thus, this paper associates the relationship among corporate social responsibility (CSR) various dimensions (strategic, ethical, social and environmental) and strategic human resource management (SHRM) in companies operating in Brazil. We also aim to identify whether there is impact of other aspects on this relationship, namely: size, industry and company internationalization level (if national or multinational). Results show evidence that ethical CSR can be associated to SHRM. Environmental CSR showed marginal relation, and social and strategic CSR presented no significant association. Those results emphasize the need to further develop strategic actions of CSR into human resource management in emerging markets. Managers can also benefit from those findings, as it is possible to have a broad view of limitations and opportunities regarding the role played by human resource management in CSR.

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 Aligning Strategic Human Resource Management To Human Resources, Performance And Reward

2013 ◽  
Vol 12 (11) ◽  
pp. 1405
Author(s):  
Melody Brauns
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Environmental Changes ◽  
Business Environment ◽  
Strategic Human Resource Management ◽  
Business Strategies ◽  
The World ◽  
The Future

In a rapidly changing business environment, one may recognise the words the only thing constant in life is change by French author Francois de la Rockefoucauld. Yet, with on-going change, it can be difficult to know what to do and how to do it. The world out there is harsh and competition is fierce. Indeed, the world is changing at a rapid pace. Therefore, both public and private sectors have to plan for the future and prepare for any unforeseen circumstance. This paper will discuss the link between Strategic Human Resource Management, Human resources, Performance and Reward, what we know, and the future direction of Strategic Human Resource Management. Strategic Human Resource Management involves making those decisions that define the overall vision, mission, core values and objectives of the organisation, thus determining the most effective utilisation of its resources. Walker (1992: 16) states that Strategic Management enables managers to respond to environmental changes based on a defined business mission, vision and values. Strategies are directional plans that guide management actions in the pursuit of opportunities. In essence, strategies point the way for the most promising changes. They are plans that give direction and address people related business issues. Human Resource strategies are important because they help determine how to manage people in relation to business strategies. Strategic Human Resource Management aligns Human Resources, which is necessary for the success of the organisation.

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