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.

Reinventing Public Personnel Administration as Strategic Human Resource Management

1993 ◽  
Vol 22 (4) ◽  
pp. 565-578 ◽  
Author(s):  
Donald Klingner
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Force ◽  
Strategic Human Resource Management ◽  
Public And Private ◽  
Asset Development ◽  
Position Management ◽  
Personnel Administration

Strategic human resource management (SHRM) is an enhancement in the effectiveness of personnel management which has developed out of pressures for change in the way organizations manage human resources. It consists of common elements found in a variety of public and private employers: recognition that human resources are critical; a shift from position management to work and employees; more innovation; asset development and cost control; and a transition from EEO/AA compliance to work force diversity.

scholarly journals Study on Human Resource Management in Agriculture

2002 ◽  
pp. 171-181
Author(s):  
Márta Zalainé Piros
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practice ◽  
Point Of View ◽  
Career Support ◽  
Resource Information ◽  
Top Managers ◽  
The Future

The human factor has been reassessed with regard to strategic initiatives towards obtaining and preserving competitive advantage. Knowledge, experience and special skills are a specific form of capital, forming part of the organisations’ assets and serving as an organisational strategic resource. Their development and use require major investments, both on the part of the individual and the organisation. In a Europe undergoing integration, the quality of human resources enjoy priority among our really important values and specific features. The opportunities of the near future can be utilised, and agricultural economic organizations can survive and increase their organizational effectiveness, if they possess a basis of human capital which is able to make a shift in perspective and behaviour which is of primary importance from the point of view of incorporating market mechanisms and implementing them in practice. My investigations were focused on the current position of human resource management in a comprehensive manner; further, on the approach of top managers regarding the future. Analysing the business and other indicators of the companies studied, I have set the objective to describe the differences and special features of the human resource management practice of companies, which are different in size, operational form, and from the perspective of success or failure.Human resource management is directed to attracting, retaining, motivating and utilising labour. A given work process can be successful or unsuccessful – given the same conditions – depending on who performs it. Therefore, human resource management related tasks require special attention when enterprises are planned, established and operated. On analysing the responsibilities of human resource management, I have found that the functions and responsibilities of human resource have low or medium importance in the operation of economic organisations today. Regarding the future, top managers have expressed higher expectations of human resource management responsibilities in all areas and they consider individual functions to be more important. The establishment and operation of a human resource information system has been presented as the most important need for change. Correlation analyses have proved that the higher the sales revenues of a company, the higher the development of human resources is regarded by its manager, and the same holds for training, career support and a proper establishment and continuous evaluation of job profiles.

Artificial Intelligence in Human Resource Practices With Challenges and Future Directions

2022 ◽  
pp. 222-230
Author(s):  
Himani Saini ◽  
Preeti Tarkar
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Science And Technology ◽  
Future Directions ◽  
Smart System ◽  
Advanced Technologies ◽  
The Future

Artificial intelligence is a branch of science and technology that has been used effectively over the decades in various fields, and now it has become an indispensable part of organizational practices as it is one of the leading technologies in the current era, and now there is an emerging trend of applying AI technologies within the businesses. The central necessity of human resource management is also majorly based on technological approaches as it became a potential need for any human resources department to perform its role in the development of the whole organization. Technologies based on AI are and will be the smart system of the future and it's also changing the processes of human resource management by making it more dependent on advanced technologies. Through the chapter, the researcher will get to know the artificial technologies being practiced in HR practices and explore the probable and potential of technicality of AI in HRM and also the challenges associated with AI in HRM and its future possibilities.

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.

scholarly journals THE ROLE OF HR AUDITING IN INCREASING THE LEVEL AND POTENTIAL OF HUMAN RESOURCES MANAGEMENT

2020 ◽  
pp. 114-115
Author(s):  
Shukhrat Sattarov
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Resources Management ◽  
The World ◽  
Management And Development

In the recent years, the world has undergone many positive changes and reforms in the field of human resource management and development. There is a growing tendency for organizations to view their employees as a revenue-generating resource. In this regard, changes are taking place in the world, especially in our country, and new terms are being used in the lexicon. Transitioning to a new stage of activity, open, transparent mechanisms of recruitment and hiring are being implemented.

scholarly journals HUMAN RESOURCES: STRATEGIC MANAGEMENT ASPECTS

2010 ◽  
Vol 8 (1) ◽  
pp. 51-65 ◽  
Author(s):  
Eugenijus Chlivickas ◽  
Palmira Papšienė ◽  
Arnas Papšys
Keyword(s):  
Operating System ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Global Market ◽  
Strategic Human Resource Management ◽  
Active Part ◽  
New Approach

The following processes pose challenges for the organization: self-establishment in the market economy, restructuring, globalization, development of techniques and technology, formation of information society, development of a knowledge economy, change of the society economic situation and democratic processes. In the organization which is constantly changing a new approach to the organization is formed. It is viewed as an operating system where company employees, i.e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organizational goals. In the constantly changing organization a new approach to the organization is formed. It is viewed as an operating system where company employees, i. e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organization objectives. Human resource management process cannot be separated from the strategy. Strategic human resource management is a part of strategic management concept in the organization. Theoretical provisions for the management of human resources, presented in the academic literature, confirm the influence of this functional area of management on the overall organization performance results. For the organization, which is operating in the global market, it is essential to manage existing or potential labor resources effectively. One of the main staff evaluation criteria is the effectiveness of personnel management. New tendencies encourage closer association of human resource management with organization strategy. “Four-C” model competence, commitment, compliance and cost efficiency is helpful in assessing the effectiveness of organization human resources policies conformity with its strategy.

scholarly journals CONCEPTUAL BASES OF STRATEGIC HUMAN RESOURCE MANAGEMENT

2020 ◽  
Author(s):  
Rahim Sadigov ◽  
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Economic Activities ◽  
Resources Management ◽  
Industrial Enterprises ◽  
Labor Resources

The main purpose of the research paper is to study the strategic management of human resources in industrial enterprises, career development and stimulation in the activity. Labor resources are active elements in the production of goods, the creation of material wealth and the provision of services to society. Human resources are important ones in all areas of the national economy. Human resources act as a creative component in the organization and management using their mental, spiritual and psychological capabilities. Human resources study and analyze technical, technological possibilities and financial sources, make management decisions as a leading resource in any organization. Research methodology is related in personnel policy and the comprehensive study of strategic human resource management. Human resource management in industrial enterprises is the main subsystem management system. This issue affects on the development of the enterprise, increasing the quality of products, economic efficiency and profits. The importance of the research paper - is to apply the results in the management of industrial enterprises. Human resource management contributes to sustainable operation in enterprises and organizations. The scientific novelty of the research is the definition of a successful personnel policy in the enterprise. Thus, the article identifies strategic goals in human resource management, and develops a corporate concept in this area. The article discusses the application of new technologies for career development. The application of innovations and methods in the implementation of management functions is the basis for motivating the workforce in an organization. All functions and management methods are applied in the process of strategic management of human resources. Management methods are social in nature, as well as ensure the direct development of employees, labor resources and actively influence on the outcome. Management methods lead to the expansion of financial and economic activities of the enterprise, the development of economic activities, the growth of labor resources. Management methods allow to increase competitiveness, as well as to attract partners, suppliers, customers and others. In this regard, our research can be commended in terms of the application of innovation in management.

Rethinking the strategic management of human resources: lessons learned from Covid-19 and the way forward in building resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dorothea Roumpi
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Lessons Learned ◽  
Organizational Resilience ◽  
Content Type ◽  
The Way

Purpose Numerous empirical studies and meta-analyses have offered ample evidence for the relationship between the strategic management of human resources and a variety of important organizational outcomes, such as individual- and firm-level performance. The outbreak of the COVID-19 pandemic, however, steered the discussion away from the traditional performance-related outcomes of the strategic human resource management and brought to the fore the importance of resilience. The purpose of this paper is to identify areas in which strategic human resource management can help organizations to become more resilient. Design/methodology/approach On the basis of a brief overview of the different phases of the COVID-19 pandemic and its impact on the management of human resources, this conceptual paper uses the Ability-Motivation-Opportunity framework as the backbone for the development of suggestions for the strategic management of employees to create and maintain organizational resilience. Findings A series of actionable suggestions regarding the way forward in building organizational resilience through the effective and ethical management of employees are presented and discussed. Specifically, the importance of using flexibility-oriented human resource management systems is highlighted. This “flexibility-orientation” involves all functions of human resource management, such as selection, training and compensation. Originality/value The proposed suggestions can benefit organizations by offering actionable recommendations regarding the management of human resources by taking stock of lessons learned during the COVID-19 pandemic.

Strategic Human Resource Management and Organizational Performance

2012 ◽  
pp. 87-101
Author(s):  
P.C. Bahuguna ◽  
P. Kumari
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Business Environment ◽  
Strategic Human Resource Management ◽  
Historical Background ◽  
Strategic Fit ◽  
Hr Practices

The discipline of human resource management has progressed significantly over a period of time. Today it is being considered as the most critical source of competitive advantage to the firm. It has progressed to a strategic business partner. Various approaches and models of strategic human resource management have been developed within the framework of strategic human resource management. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore in the present study we have made efforts to highlight various issues which are relevant to the strategic HRM in the changing scenario of business environment. The present chapter has been divided into five sections. In the first part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed. In the second section we have highlighted the changing role of human resource management. Historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have also been presented in the second section. In the third section issues regarding the relationship of strategic human resource management with business performance have been discussed. In the fourth section we have made efforts to bring into notice those emerging future trends which might become key issues for high performance in the organization of new era. At last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.

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.

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