Mediating effect of competitive strategy in the relationship between strategic human resource management and performance of small and medium enterprises in Brunei Darussalam

2021 ◽  
Vol 8 (2/3) ◽  
pp. 254
Author(s):  
Chin Han Wuen ◽  
Fahmi Ibrahim ◽  
Kabiru Jinjiri Ringim
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Small And Medium Enterprises ◽  
Strategic Human Resource Management ◽  
Mediating Effect ◽  
Brunei Darussalam ◽  
And Performance ◽  
Medium Enterprises ◽  
The Relationship

scholarly journals The Influence of Management on Teacher Well-Being and the Development of Sustainable Schools

2021 ◽  
Vol 13 (5) ◽  
pp. 2909
Author(s):  
Esther Pagán-Castaño ◽  
Javier Sánchez-García ◽  
Fernando J. Garrigos-Simon ◽  
María Guijarro-García
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Negative Impact ◽  
Well Being ◽  
Structural Equations ◽  
Mediating Effect ◽  
Educational Performance ◽  
And Performance ◽  
The Relationship

Teaching is one of the professions with the highest levels of stress and disquiet at work, having a negative impact on teachers’ well-being and performance. Thus, well-being is one of the priorities in human resource management (HRM) in schools. In this regard, this paper studies the relationship between HRM, well-being and performance, observing the incidence of leadership and innovation in these relationships. The objective is to measure the extent to which it is necessary to encourage sustainable environments that promote the well-being of teachers and, by extension, students. The study used the methodology of structural equations and a sample of 315 secondary school teachers. The work validates the influence of leadership by example and information management on HRM and performance. In addition, we confirm the significant effect of human resource management on educational performance. The relationship is observed both directly and through the mediating effect on the improvement of well-being. On the other hand, the positive influence of innovation on performance, both in schools and in the classrooms, is reaffirmed. These results suggest the need to zero in on the human resources policies in schools linked to the improvement of teacher well-being and educational performance. They also highlight the role of school and classroom innovation as a key element in maintaining educational quality.

scholarly journals Editorial

2016 ◽  
Vol 15 (2) ◽  
pp. v-vi
Author(s):  
Dr S Hanuman Kennedy
Keyword(s):  
Sustainable Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Food Quality ◽  
Food Processing ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Strategic Human Resource Management ◽  
Medium Enterprises

This issue largely focuses on the topics related to general management. The first article on ‘Impact of Innovative Strategic Human Resource Management Practices on the Performance of Small and Medium Enterprises’– A Case Study of Karnataka by B.K.Sathyanarayana and Nawal Kishor aims at evaluating the application and implementation of Strategic Human Resource Management (SHRM) practices for Small and Medium Enterprises (SMEs) and to examine its impact on organisational performance. Six hundred & forty SMEs in and around the Bangalore District from both Manufacturing and Services Sector responded to the various Strategic Human Resource Management drivers and organizational drivers and it was inferred that there exists a positive significant correlation between these variables.  The next article on sustainable development best management practices in the food processing industry by Uma CS, Basavaraj & Prasanna Joshi attempts to study sustainable development that involves issues like organic farming, food safety and food quality. This paper highlights on the concept of green food system and the approach of good agricultural practices (GAP) which is a new concept that stresses on international quality standards, concerns and commitments about food production, food safety and security, environment sustainability of agriculture. Quality management is equally important in the food industry. Food processing is a capital intensive, water consuming and a polluting industry.  Therefore this paper also studies the management practices in this industry to reduce water wastage, ensuring food quality so the concept of green growth can be achieved. It also throws light on the various Governmental laws and regulations passed to control pollution and ensure food quality and health of the people.

A sequential relationship between entrepreneurial orientation, human resource management practices, collective organisational engagement and innovation performance of small and medium enterprises

2021 ◽  
pp. 026624262110564
Author(s):  
Khuram Shahzad ◽  
Marco De Sisto ◽  
Muhammad Athar Rasheed ◽  
Sami U Bajwa ◽  
Wei Liu ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Entrepreneurial Orientation ◽  
Management Practices ◽  
Small And Medium Enterprises ◽  
Innovation Performance ◽  
Hrm Practices ◽  
Medium Enterprises ◽  
The Relationship

Despite the increasing relevance of entrepreneurial orientation (EO) for innovation performance in the context of small and medium enterprises (SMEs), few studies examine the complexity of the underlying mechanism that explains the relationship between EO and innovation performance. Drawing on the resource-based view (RBV) and signalling theory, we examine an organisation-level model to explain how SME EO predicts innovation performance through human resource management (HRM) practices and collective organisational engagement (COE). We used data collected from 186 human resource managers and 526 employees in SMEs. The results indicate that HRM practices and COE sequentially mediate the relationship between EO and innovation performance. To complement studies that identify an organisation’s micro processes (i.e. employee behaviours as mediators between EO and innovation), this study highlights the need to examine macro processes occurring at the organisation level to account for the EO–innovation performance relationship.

scholarly journals Development of strategic human source management model for small and medium enterprises in Thailand’s new normal life

2021 ◽  
Vol 284 ◽  
pp. 07031
Author(s):  
Wanchai Panjan ◽  
Orathai Chuacharoen ◽  
Passakorn Ruangvanit ◽  
Walaipon Arjareewattana ◽  
Anek Pradittharom ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Small And Medium Enterprises ◽  
Strategic Human Resource Management ◽  
Management Model ◽  
New Normal ◽  
Sample Group ◽  
Normal Life ◽  
Medium Enterprises

The purposes of this research were to study the condition and strategic human resource management and to develop a strategic human resource management model for small and medium enterprises(SMEs) in the new normal life era. The research model was mixed research by collecting data from the sample group in 2 parts: (1) a sample group from qualitative research by interviewing 10 entrepreneurs or executives of SMEs and focus groups consisted of 19 experts, and (2) a quantitative research sample group, 400 participants which is entrepreneurs or executives of SMEs. The research tools were interview form and questionnaire. Data were analyzed by statistics: percentage, mean, standard deviation, and Exploratory Factor Analysis: EFA. The findings revealed that: 1) Strategic human resource management for small and medium-sized enterprises (SMEs) in the new normal life era, it was found that it can be composed of all 5 components: (1)human resource planning,(2)human resource recruitment and selection, (3) employee retention, (4)human resource utilization, and (5)human resource development. The Eigen Value after rotation ranged from 6.86-12.84, the percentage variance was from 11.42-22.43 and the cumulative percentage of variance was 78.85%. 2)The result of developing a strategic human resource management model for small and medium enterprises (SMEs) in the new normal life era that must be considered from the goals of the organization by analyzing the organization’s resources from 2 parts: Resource requirements and available resources of SMEs in the new normal life era. It can lead to the transformation of resources in line with SMEs operations in the new life era and implement Change Management in the strategic human resource management process from the components of strategic human resource management for SMEsin the new normal life era with 5 main components and 15 sub-components.

Strategic Human Resource Management in Small and Medium Enterprises: Challenges and Opportunities

2019 ◽  
Vol 12 (3) ◽  
pp. 225-231
Author(s):  
T. N. Krishnan
Keyword(s):  
Leadership Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Small And Medium Enterprises ◽  
Strategic Human Resource Management ◽  
Theoretical Rationale ◽  
Challenges And Opportunities ◽  
Employee Attraction ◽  
Medium Enterprises

This article provides a snapshot of the challenges and opportunities of emerging small and medium enterprises. It initially provides a brief overview of the categorisation of SMEs across the globe and alludes to the theoretical rationale for the attraction and challenges experienced by a small firm. Further on, it provides reasons for studying this set of organisations. Strategic and practical concerns in the areas of employee attraction and selection, managerial and leadership development, and engagement and retention of talent are elaborated.

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