scholarly journals Management Strategy For Administration Of Textile Industries In A Developing Country: Case Study Thailand

2011 ◽  
Vol 5 (3) ◽  
pp. 37 ◽  
Author(s):  
Thongphon Promsaka Na Sakolnakorn ◽  
Sukanya Aim-Im-Tham ◽  
Suranart Khamanarong
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Financial Performance ◽  
Organizational Development ◽  
Human Resource ◽  
Management Strategy ◽  
Quantitative Methods ◽  
Coefficient Of Determination ◽  
Northeast Thailand ◽  
Textile Industries

This paper will detail the significant problems with the management of the textile industry in northeast Thailand and suggest a management strategy that will solve those problems. The objectives of this study are to study the factors affecting the organizational development of textile industries and to explore the guidelines for development of the operation and management of textile industries. For this research, data were collected and analyzed, using both qualitative and quantitative methods. Researchers conducted interviews with 18 entrepreneurs in textile industries in northeast Thailand and analyzed the data by doing a content analysis. From the interviews, researchers discovered six influences on the organizational development of textile industries: 1) human resource management, 2) financial performance, 3) knowledge capital, 4) marketing management, 5) supply chain management, and 6) manufacturing management and technology. The quantitative research consisted of a questionnaire that was mailed to entrepreneurs. Multiple regression (SPSS) of this data was then performed. From this analysis, financial performance and human resource management were found to be the most significant issues that entrepreneurs should consider in the management of textile industries. To solve this problem, researchers suggest that entrepreneurs use strategic outsourcing to transfer part of their production to village enterprises. A coefficient of determination of R2 = 0.208 and Durbin-W Aston = 1.903 was obtained in the study

scholarly journals A study on the effect of human resource management on financial performance: A case study of Bank Melli Esfahan using Harvard method

2013 ◽  
Vol 3 (4) ◽  
pp. 1249-1254 ◽  
Author(s):  
Mashallah Valikhani Dehaghani ◽  
Mohsen Rahimi Semiromi ◽  
Mohamad Malekmohamadi Faradonbeh
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Financial Performance ◽  
Human Resource

scholarly journals MENADŽMENT I PLANIRANJE LJUDSKIH RESURSA / MANAGEMENT AND PLANING HUMAN RESOURCES

2016 ◽  
Vol 11 (1) ◽  
Author(s):  
Biljana Panić ◽  
Jana Cvijić ◽  
Nada Petrović
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Strategy ◽  
Practical Knowledge ◽  
Human Resources Management ◽  
Organizational Level ◽  
Resources Management

The importance study shows is based on the possibility of a company that through proper human resources management strategy achieved an increase in effectiveness and efficiency, and therefore the productivity of business in the conditions of high competition. Strategic management of human resources is an important part of the sphere of management, and is based on a theoretical - practical knowledge in the field of work psychology. Human resource management can significantly influence the behavior of employees, their attitudes and success. People, their skills, knowledge and information are the characteristic of the each organization and can not be copied. It must be borne in mind that human resource management can fail if the pursuit organitzacija hire the wrong people, or if they are not motivated enough to their employed. Human resources management strategy needs to be aligned with the company’s strategy. Basic objectives and methods of human resource management needs to ensure the success of the company. Human resources management strategy has an important operational and managerial function carried out by managers of human reusrse. Management Strategy managers are determined by the quality of employees and their potential. The objectives of human resources management in the organization is directly related to the individual indicators work and results achieved by the employees. From the quality of motivation and stimulation of employees rise to its productivity, loyalty and quality of work. At the organizational level, human resource management strategy should be aimed at increasing the level of average productivity, improving quality, improving working conditions. Planing human resources is achieved competitive strategy of the organization. All of that contribute the most to employees and their productive possibility.

Strategic human resource management practices and organizational resilience

2018 ◽  
Vol 37 (7) ◽  
pp. 537-551 ◽  
Author(s):  
Fatma Bouaziz ◽  
Zouhour Smaoui Hachicha
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Quantitative Methods ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Organizational Resilience ◽  
Content Type ◽  
Top Managers ◽  
Human Resource Management Practices

Purpose The purpose of this paper is to investigate the relationship between strategic human resource management (SHRM) practices and organizational resilience in a Tunisian democratic transition context. It is hypothesized that five SHRM practices influence three organizational resilience dimensions. Design/methodology/approach The research design is based on a deductive approach. The relations were checked over two periods by using quantitative methods. Questionnaires were addressed to top managers of resilient Tunisian companies. The hypotheses were verified after. Findings Results showed that SHRM practices affect the resilience dimensions. Analysis showed that SHRM practices enhance the robustness of firms, especially in the second period, and significantly influence agility and integrity. Practical implications Managers can use these findings to develop targeted actions in HRM to enhance a specific resilience dimension. They can make better decisions based on knowledge surrounding the precise effects of SHRM practices on resilience dimensions. Originality/value The authors highlighted the role of SHRM in developing organizational resilience. Gaps were noticed in the organizational resilience literature. This research is among the rare studies that have investigated the linkage between SHRM practices and organizational resilience. By using quantitative methods and adopting a longitudinal perspective for analyzing data, it leads to better identify the evolution of the influence of SHRM practices on each resilience dimension over time.

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