The Impact of Strategic Human Resource Management on Organizational Innovation and Knowledge Management Capacity (Case Study of Saipa-Citroen Company)

Human Resource ◽

Organizational Innovation ◽

Equation Modeling ◽

Management Capacity ◽

The Impact

The purpose of this research is to investigate the effect of strategic human resource management on organizational innovation and knowledge management capacity (Case Study of Saipa-Citroen Company). The research method is descriptive-survey. The statistical population consisted of all staff members of Saipa-Citroen (2884 people) who were selected by simple random sampling of 340 people using the Morgan table. Data gathering tools include Human resources management Strategic Management Inventory, Organizational Innovation, Knowledge Management Capacity Ogger Yuzgat et al. (2015). Data analysis was performed using structural equation modeling method. Findings of the research showed that HRM has an impact on the components of knowledge management capacity (knowledge acquisition, knowledge sharing, knowledge software, exploration and exploitation) (P <0.05). The results showed that strategic human resource activities of organizations positively affect organizational innovation (P <0.05). Organizational HRM positively affects organizational organizational knowledge management capacity (P> 0.05).

The Impact of Strategic Human Resource Management on Institutionalization Process

Business Management and Strategy ◽

10.5296/bms.v8i2.11403 ◽

2017 ◽

Vol 8 (2) ◽

pp. 77

Author(s):

YAVUZ YILMAZ ◽

HAKAN KITAPCI

Keyword(s):

Resource Management ◽

Human Resource ◽

Structural Equation ◽

Equation Modeling ◽

Mediating Role ◽

The Impact

The purpose of this paper is to examine the mediating role of strategic human resource management between the mechanisms of institutionalization made up institutionalization process and the stages of institutionalization. This issue is researched in the light of data collected through a survey of 125 businesses with human resources department, which are in Kocaeli organized industry region. The assessment of the data is done with structural equation modeling. The analysis shows that strategic human resource management has a positive effect on institutionalization process. The main limitations of this study are the quantity and quality of sample and the number of data that are used in this study. While the researches that examine theoretically the relations between institutional theory and strategic human resource management exist, the hypothesis in this study is analyzed by using empirical data.

SHRM Practices Employee and Organizational Resilient Behavior: Implications for Open Innovation

Journal of Open Innovation Technology Market and Complexity ◽

10.3390/joitmc7020159 ◽

2021 ◽

Vol 7 (2) ◽

pp. 159

Author(s):

Khaliq Ur Rehman ◽

Mário Nuno Mata ◽

José Moleiro Martins ◽

Sabita Mariam ◽

João Xavier Rita ◽

...

Keyword(s):

Resource Management ◽

Organizational Behavior ◽

Human Resource ◽

Management Practices ◽

Equation Modeling ◽

Human Resource Management Practices ◽

Resilient Behavior

The primary objective of this research is to investigate the role of strategic human resource management practices in developing resilient organizational behavior. This research aims to test the mediating function of individual resilient behavior between strategic human resources management practices and resilient organizational behavior. Data was collected from 780 managerial level employees working in small and medium Chinese enterprises in Hubei Province through a self-administrated questionnaire. The Smart partial least square structural equation modeling technique was used for data analysis. The analysis showed a significant positive relationship among SHRM practices, employee resilient behavior, and resilient organizational behavior. Results also show that employee resilient behavior partially mediates the relationship between SHRM practices and resilient organizational behavior. Individual resilient behavior is needed when an organization is in crisis, restructuring, transformation, turbulent, and unfavorable conditions. Without individual resilient behavior, it is difficult for an organization to be resilient. Therefore, strategic human resource management practices are essential to develop an employee’s resilience. This research contributed to the body of knowledge by bringing new concepts together. The main contribution was testing the role of individual resilient behavior between strategic human resource management practices and resilient organizational behavior.

Proceedings of the 2017 International Conference on Humanities Science, Management and Education Technology (HSMET 2017) ◽

Research on the Impact of Strategic Human Resource Management on Enterprise Performance

10.2991/hsmet-17.2017.23 ◽

2017 ◽

Author(s):

Hongli Zhao

Keyword(s):

Resource Management ◽

Human Resource ◽

Enterprise Performance ◽

The Impact

Advanced Methodologies and Technologies in Business Operations and Management - Advances in Logistics, Operations, and Management Science ◽

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

10.4018/978-1-5225-7362-3.ch066 ◽

2019 ◽

pp. 879-891

Author(s):

Kijpokin Kasemsap

Keyword(s):

Human Capital ◽

Knowledge Management ◽

Resource Management ◽

Organizational Learning ◽

Organizational Performance ◽

Human Resource ◽

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.

Electronic Document Management: A Human Resource Management Case Study

SA Journal of Human Resource Management ◽

10.4102/sajhrm.v2i1.29 ◽

2004 ◽

Vol 2 (1) ◽

Author(s):

Thomas Groenewald

Keyword(s):

Resource Management ◽

Human Resource ◽

Document Management ◽

Electronic Document ◽

Electronic Document Management ◽

Management Case Study ◽

The Impact ◽

Three Phases

This case study serve as exemplar regarding what can go wrong with the implementation of an electronic document management system. Knowledge agility and knowledge as capital, is outlined against the backdrop of the information society and knowledge economy. The importance of electronic document management and control is sketched thereafter. The literature review is concluded with the impact of human resource management on knowledge agility, which includes references to the learning organisation and complexity theory. The intervention methodology, comprising three phases, follows next. The results of the three phases are presented thereafter. Partial success has been achieved with improving the human efficacy of electronic document management, however the client opted to discontinue the system in use. Opsomming Die gevalle studie dien as voorbeeld van wat kan verkeerd loop met die implementering van ’n elektroniese dokumentbestuur sisteem. Teen die agtergrond van die inligtingsgemeenskap en kennishuishouding word kennissoepelheid en kennis as kapitaal bespreek. Die literatuurstudie word afgesluit met die inpak van menslikehulpbronbestuur op kennissoepelheid, wat ook die verwysings na die leerorganisasie en kompleksietydsteorie insluit. Die metodologie van die intervensie, wat uit drie fases bestaan, volg daarna. Die resultate van die drie fases word vervolgens aangebied. Slegs gedeelte welslae is behaal met die verbetering van die menslike doeltreffendheid ten opsigte van elektroniese dokumentbestuur. Die klient besluit egter om nie voort te gaan om die huidige sisteem te gebruik nie.