Strategic Human Resources Training and Development : A Methodical Exposition of the Processes and Bearings on Accomplishment of Employees’ and Organizations’ Goals

2020 ◽  
Vol 6 (1) ◽  
pp. 1-13
Author(s):  
Chijioke , Onah Celestine ◽  
Ikechukwu , Asadu ◽  
Aloysius , Aduma
Keyword(s):  
Human Resources ◽  
Training And Development ◽  
Strategic Human Resources

Digitalization of Human Resources

2022 ◽  
pp. 200-218
Author(s):  
Elif Baykal
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Management Training ◽  
Training And Development ◽  
Integrative Approach ◽  
Web Based ◽  
Digital Revolution ◽  
Strategic Human Resources ◽  
Technological Developments ◽  
Computer Based

Recent decades brought about astonishing technologies that affected organizations in several ways. With the latest developments, organizations earned the capabilities to carry out their functions more efficiently and rapidly. Having several tasks affecting both interior and exterior customers, human resources departments also benefited from these technological developments. Owing to the digital revolution, e-HR emerged as a new way of practicing HRM activities with the latest web-based and computer-based tools and applications. These applications eased the work of HR professionals and served them the opportunity to focus on their core work, namely strategic human resources activities rather than procedural paperwork of the department. With a holistic and integrative approach, this digital transformation in HRM has been dispersed among all services in human resources including recruitment, career management, training and development, performance management, and compensation.

Digitalization of Human Resources

2020 ◽  
pp. 268-286
Author(s):  
Elif Baykal
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Management Training ◽  
Training And Development ◽  
Integrative Approach ◽  
Web Based ◽  
Digital Revolution ◽  
Strategic Human Resources ◽  
Technological Developments ◽  
Computer Based

Recent decades brought about astonishing technologies that affected organizations in several ways. With the latest developments, organizations earned the capabilities to carry out their functions more efficiently and rapidly. Having several tasks affecting both interior and exterior customers, human resources departments also benefited from these technological developments. Owing to the digital revolution, e-HR emerged as a new way of practicing HRM activities with the latest web-based and computer-based tools and applications. These applications eased the work of HR professionals and served them the opportunity to focus on their core work, namely strategic human resources activities rather than procedural paperwork of the department. With a holistic and integrative approach, this digital transformation in HRM has been dispersed among all services in human resources including recruitment, career management, training and development, performance management, and compensation.

From strategic human resources to organization performance

2014 ◽  
Author(s):  
Ana Rita Damas Oliveira ◽  
Paulo Alexandre Guedes Lopes Henriques ◽  
Teresa Cristina Clímaco Monteiro de Oliveira
Keyword(s):  
Human Resources ◽  
Business Strategy ◽  
Organization Performance ◽  
Case Study Methodology ◽  
Strategic Human Resources ◽  
The People ◽  
Sustainable Advantage ◽  
Strategy Alignment ◽  
And Performance ◽  
The Impact

Much has been written about the link between HR and performance, however consensus has yet not been found concerning the understanding on how that relationship comes together. Empirically, no direct impact has been found and research has only suggested an indirect impact. Consequently, the Strategic HRM field is particularly interested on the understanding of the mediating variables that impact the organization performance. Besides the integrated and business strategy alignment of the HR function, it should be considered that it is the people (HR) of the organization and not their practices that determine the company´s competitive advantage. (Messersmith & Guthrie, 2010) argue that it is the impact of those practices that represent “the true resource and enable a sustainable advantage over industry rivals”. The objetive of this research proposal is to study the impact of strategic human resources practices on the organization performance through a case study methodology, supported by longitudinal data. Namely, the project aims to achieve a deeper understanding of the variables that affect the process stream during strategy implementation. How the HR practices impact on people? And why human resources are the most valuable asset? These core premises are in line with the most recent economic concerns about people productivity, employment policies and labor flexibility.

A Synthesis of New Perspectives on Virtual HRD

2014 ◽  
Vol 16 (3) ◽  
pp. 391-401 ◽  
Author(s):  
Rochell R. McWhorter
Keyword(s):  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Technology Development ◽  
Training And Development ◽  
Virtual Human ◽  
Special Issue ◽  
Organizational Mission ◽  
Hrd Professionals ◽  
Contemporary Technology

The Problem A number of new perspectives of virtual human resource development (VHRD) have been provided in this issue of Advances in Developing Human Resources ( ADHR) that warrant further discussion. As VHRD is still a nascent area of inquiry in HRD, professionals need more explanatory examples and solutions to consider for determining their own role in working with people and technology. The Solution This article offers a synthesis of key constructs of VHRD from the articles in this special issue. Also, it provides a discussion around two different modes of technology development (TD) needed by HRD professionals in the contemporary technology-enabled environment afforded by VHRD. And, the integration of TD in addition to career development, training and development, and organization development is essential to the future of HRD and is discussed herein. The Stakeholders This article targets primarily practitioners interested in VHRD interventions and processes. It encourages the reader to examine the commonalities across the articles in this issue of ADHR and also to consider the new skills required for HRD professionals when seeking to align organizational mission with all levels of the organization.

Strategic Human Resources Management in Nonprofit Organizations

2011 ◽  
Vol 31 (3) ◽  
pp. 248-269 ◽  
Author(s):  
Chao Guo ◽  
William A. Brown ◽  
Robert F. Ashcraft ◽  
Carlton F. Yoshioka ◽  
Hsiang-Kai Dennis Dong
Keyword(s):  
Human Resources ◽  
Nonprofit Organizations ◽  
Human Resources Management ◽  
Resources Management ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management
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