scholarly journals Study on the Impact of Strategic Human Resource Management on Enterprise Performance

2018 ◽  
Vol 8 (3) ◽  
pp. 60
Author(s):  
Jie Ding ◽  
Xiangyu Xiangyu Cai
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Performance ◽  
Positive Impact ◽  
Strategic Human Resource Management ◽  
Enterprise Performance ◽  
Core Competitiveness ◽  
The Core Competitiveness ◽  
The Impact

With the development of economy, the competition among enterprises is becoming more and more intense in China. Human resources as the core competitiveness of enterprises are very important to the performance of enterprises. This article mainly discusses the impact of strategic human resource management on enterprise performance. The article has four parts including introduction, literature review, materials and methods and result and discussion. In this article, there are two hypotheses. The first one is the career development and employee training programs have the positive impact of improvement of strategic human resource management on business performance; the other one is performance based wage has the positive impact of improvement of strategic human resource management on business performance. After data analysis, these two hypotheses are verified.

scholarly journals IMPACT OF STRATEGIC HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE (A CASE STUDY OF SAFARICOM)

2016 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Joyce W. Kariithi ◽  
Dr. Mark Odongo Ogutu
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Descriptive Statistics ◽  
Superior Performance ◽  
Personal Factors ◽  
Study Results ◽  
Hr Function ◽  
The Impact

Purpose: The purpose of the study is to investigate the impact of strategic human resource practices on performance of Safaricom Ltd  Methodology: The study adopted a cases study research design. Stratified random sampling technique was applied to select the managers from various departments in order to best inform the study results. A questionnaire was the preferred data collection instrument due to its convenience and confidential nature. The data was analyzed using descriptive statistics. Specifically, means, mode and median were the preferred descriptive statistics. The findings were presented in bar charts and graphs.Results: Findings indicated that that the human resource factors, personal factors and firm level factors contributed to the vertical and horizontal firm between strategic human resource management and competitive strategy. Consequently, it was concluded that Strategic Human management impacted on the superior performance of Safaricom Ltd.Unique contribution to theory, practice and policy: Since the study established the presence of horizontal fit among human resource function factors, the researcher recommended that Safaricom should continue to align its human recruitment policy with its motivation policy, compensation policy and training policy. For instance, Safaricom should continue recruiting highly qualified individuals, compensate the individuals highly, motivate the individuals highly and train them effectively. In addition, the Safaricom management should allow the HR function to operate flexibly such that the department is able to exercise all the available options relevant to carrying out human resource activities. Furthermore, the investment budget towards Safaricom HR function should be increased so as to enhance the strategic fit and the consequent superior organization performance. The study further recommended a causal study on the statistical relationship between investment in HR function and the performance of Safaricom using the balanced score card concept advocated by Kaplan and Norton

A study on Influence of Strategic Human Resource Management on Performance of Organizations

GIS Business ◽  
2020 ◽  
Vol 14 (6) ◽  
pp. 1038-1049
Author(s):  
S.Ramalingam ◽  
N.Subburaj
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Dynamic Execution ◽  
The Impact ◽  
The Relationship

The Execution of association is getting progressively basic, especially in a market with increasingly noticeable contention and dynamic. Execution of association is estimated through different pointers. It guarantees the movement of the relationship to be engaged in an overall business focus. Customarily, the execution of Performance markers achieved through HR. HR is the key for keeping the relationship in the market so engaged. These HR ought to be directed effectively to achieve the necessary execution of the affiliation. It is imperative to manage intentionally the HR and to modify at its strategy with legitimate framework. The purpose of this audit is fixated on the impact of the indispensable organization of human resource in achieving progressive execution. This survey was coordinated in perspective on basic and discretionary sources. What measure of affiliations appears to be engaged in the market through achieving the execution pointers? How basic is the organization of HR in achieving legitimate execution? Along these lines, through the aptitudes, practices and mindsets would be depended upon by HR to achieve the necessary execution in the affiliation.

Current Situation of Human Resource Management in Tobacco Enterprises from the Perspective of Strategic Human Resource Management

2021 ◽  
Vol 7 (4) ◽  
pp. 749-755
Author(s):  
Zhenlin Dong
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Entrepreneurial Orientation ◽  
Tobacco Industry ◽  
Positive Impact ◽  
Two Dimensions ◽  
Strategic Human Resource Management ◽  
Human Resource Strategy ◽  
The Impact

Objectives: In order to promote the optimization of talent structure in tobacco industry, this paper studies the current situation of human resource management in tobacco enterprises from the perspective of strategic human resource management. Methods: This study is divided into two stages: the first stage is literature research. The main purpose is to study the effect of different human resource management orientations on performance. The second stage is empirical research, which mainly focuses on the impact of government policies on entrepreneurial orientation, the impact of human resources strategies on entrepreneurial orientation, and the relationship between entrepreneurial orientation and performance. A total of 161 valid questionnaires were collected from the tobacco industry. Results: Among the three types of human resource strategies, cumulative innovation and action leadership are significantly positively correlated at the level of 0.01, but the correlation with risk-taking is not significant. There is a significant positive correlation between assisted innovation and action leadership at the level of 0.01, but there is no significant correlation with the dimension of risk-taking. The two dimensions of innovation and action leadership in human resource orientation have a positive impact on the two dimensions of financial performance and growth performance respectively. Conclusion: The cumulative human resource strategy in the human resource strategy has a positive impact on the two dimensions of innovation and action leadership of the tobacco industry.

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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