MENINGKATKAN KINERJA PERUSAHAAN DENGAN MENERAPKAN KONSEP MANAJEMEN SUMBER DAYA MANUSIA STRATEGIK DALAM MENYONGSONG PERSAINGAN GLOBAL

2020 ◽  
Vol 1 (2) ◽  
pp. 73-82
Author(s):  
Kadar Nurjaman ◽  
Ajam Mustajam ◽  
Syaifuddin Syaifuddin ◽  
Yusniar Lubis ◽  
Yusuf Abadi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Best Practice ◽  
Empirical Studies ◽  
Strategic Human Resource Management ◽  
Company Performance ◽  
Global Era ◽  
Research Problems

The concept of Strategic Human Resource Management has been a very important topic since the late 1980s. A company, if it wants to succeed in the competition in this global era, must be able to make human resource management plans that are capable and responsive to changes in world business in the future (strategic). This research aims to explain the concept of strategic human resource management (MSDMS) in an effort to contribute to company performance. MSDS research using a qualitative approach by using a literature review in presenting theories about research problems that are currently being carried out. There are two things that are analyzed in the concept of strategic human resource management (MSDMS). First, the relationship between HR strategy, HR practice and organizational performance is reviewed. As a result, the best practice approach has been used and yields useful results comparatively to the contingency approach and the configurational approach. Second, intervening factors and the causal relationship between HRM practice and organizational performance are analyzed. Retention results and multiple factors are found and placing too much control on causal relationships is unrealistic in empirical studies.

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.  

Strategic human resource management and its impact on performance – do Chinese organizations adopt appropriate HRM policies?

2018 ◽  
Vol 9 (2) ◽  
pp. 62-76 ◽  
Author(s):  
Klaas Szierbowski-Seibel
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Positive Impact ◽  
Empirical Studies ◽  
Strategic Human Resource Management ◽  
Content Type ◽  
The Usa ◽  
Mimetic Isomorphism

Purpose This paper aims to separately consider studies from the three major economies, the USA, Europe and China, to illustrate differences and similarities. A comparison of these three clusters allows the author to conclude that the US human resource management (HRM) model was adopted by European and, subsequently, Chinese organizations through the mechanism of mimetic isomorphism. In addition, the majority of studies have confirmed that certain HR procedures have a positive impact on organizational performance. Design/methodology/approach The essay reviews and reappraises existing empirical studies in the field of HRM and organizational performance. Findings As European organizations adopted HRM configurations and the notion that HR should play a more strategic role from US organizations, the review suggests that Chinese organizations are now imitating US and European HRM. In all summarized studies, there is robust empirical evidence that the HR function is able to directly add value and improve organizational performance. Originality/value The study compares Chinese to Western HR functions and examines the effectiveness of strategic HRM by evaluating the existing research. At a minimum, in response to the title of the manuscript and the question, “do Chinese organizations adopt appropriate HRM policies?”, the general answer is yes. Given the mechanism of mimetic isomorphism, it can be assumed that Chinese organizations adopt the most efficient HR configurations from Western organizations. The summarized studies also support the prediction that subsidiaries of Western multinational organizations accelerate the development of the Chinese HR functions.

scholarly journals Influence of Moderating Effect of People Strategy on Startegic Human Resources Functions on Organizational Performance of Insurance Industry of Sri Lanka

2021 ◽  
pp. 39-50
Author(s):  
Chandrasiri Gannile ◽  
Mohd ShukriAb Yajid ◽  
Ali Khatibi ◽  
Dr. Ferdous Azam
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Best Practice ◽  
Insurance Industry ◽  
Critical Role ◽  
Strategic Human Resource Management ◽  
Policies And Practices

People strategy simply aim to establish best practice in each of the HR policy areas, there have been attempts to describe people strategy as an internally coherent set of HR policies and practices. This endeavor has proven to be both difficult and elusive. As one might expect, there appears to be no one single ideal type of people strategy with a set of HR policies and practices that can be adopted by organizations seeking to manage their people more strategically (Lynda Gratton, Catherine Truss, 2003). People of a firm is a strategic asset and a very important element and the backbone of every firm (Anam, Rashi, Rad & Mizana, 2013). People strategy plays a critical role in harmonizing strategic human resource management implementation in an organization (Linda Gratten, Catherine Truss, 2012).

Promoting Strategic Human Resource Management, Organizational Learning, and Knowledge Management in Modern Organizations

2019 ◽  
pp. 879-891
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Current Trends ◽  
Strategic Goals

This chapter describes the concept of strategic human resource management (SHRM), the concept of electronic human resource management (e-HRM), the importance of SHRM in modern organizations, and the current trends of organizational learning and knowledge management (KM) in modern organizations. SHRM is the strategic practice of attracting, developing, rewarding, and retaining employees with the important goal of increasing various benefits to both employees as individuals and organization as a whole. SHRM strategically utilizes organizational resources and talent within HR functions to make organizations more effective in the modern workforce. Organizational learning and KM allow for organizational employees to share knowledge and learn exactly what is relevant to their specific tasks toward encouraging human capital and knowledge creation. The chapter argues that promoting SHRM, organizational learning, and KM has the potential to enhance organizational performance and achieve strategic goals in modern organizations.

Going Beyond the SHRM Paradigm: Examining Four Approaches to Governing Employees

2015 ◽  
Vol 44 (4) ◽  
pp. 1598-1619 ◽  
Author(s):  
Zhong-Xing Su ◽  
Patrick M. Wright ◽  
Michael D. Ulrich
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Organizational Theory ◽  
Strategic Human Resource Management ◽  
Chinese Context ◽  
Positive Effects ◽  
Hybrid Governance ◽  
Alternative Approaches

Drawing from strategic human resource management and organizational theory, this article develops an integrated typology of employee governance. This typology is based on the dimensions of eliciting employees’ commitment to the organization (commitment-eliciting) and achieving employees’ compliance to rules (compliance-achieving), which yields four approaches to governing employees: disciplined governance, bonded governance, hybrid governance, and unstructured governance. Results from 337 firms show that the hybrid governance approach is linked with significantly higher organizational performance than alternative approaches in the Chinese context. In addition, both commitment-based practices and compliance-based practices are positively related to organizational performance, and their interaction produces additional positive effects.

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 Framework for Exploring Fit and Flexibility in Strategic Human Resource Management in Jordanian Telecommunication Companies

2020 ◽  
Vol 5 (1) ◽  
Author(s):  
Hisham Abdul Kareem Shaheen ◽  
Ahmad Ali Almohtaseb
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Empirical Studies ◽  
Business Environment ◽  
Strategic Human Resource Management ◽  
Strategic Flexibility ◽  
Telecommunication Sector ◽  
Telecommunication Companies ◽  
Telecommunications Companies

The Fit and flexibility is now very imperative for an effective strategic human resource management.  Theoretical and empirical studies however could not agree on a single framework to accommodate both of its concepts (orthogonal and complimentary) to solve human resource management issues globally. The lack of a framework is a concern because there are still pertinent issues relating to human resource management specifically in Jordan. The purpose of this study was to carry out a conceptual framework to explore the fit and flexibility concept in strategic human resource management in Jordanian Telecommunication companies. This study suggests that emphasis should be placed on strategic flexibility in a dynamic sector like the Jordanian telecommunication sector to improve their productivity, performance and achieve a competitive advantage. Also, Jordanian Telecommunications companies' strategic flexibility will be achieved only if they rely on developing innovative and sustainable HR practices to stay competitive in their rapidly changing and dynamic business environment.

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