scholarly journals Achieving Strategic Fit/Integration between Business Strategies and Human Resource Management (HRM) Strategies in the Banking Sector: An Assessment of the Commercial Banks in Malawi

2014 ◽  
Vol 1 (4) ◽  
pp. 143-159 ◽  
Author(s):  
Lordwell C.T. Nkhwangwa
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Business Strategy ◽  
Commercial Banks ◽  
Banking Sector ◽  
Business Environment ◽  
Business Strategies ◽  
Strategic Fit

As the business environment becomes volatile and competitive and as more bank services and financial institutions battle for recognition in the market, numerous strategies are needed by business firms for dealing with such fierce competition. For the banks to win the much anticipated competition, the business strategies they employ have to be strategically integrated with human resource management strategies. A strategic fit between business strategy and human resource management strategy helps in retaining and motivating employees translating into high organizational performance and competitive advantage for the firm.  This paper studied how the commercial banks in Malawi are strategically achieving a fit between business strategies and H.R.M strategies. The findings of the study indicate a correlation and a strong fit between business strategies and HRM strategies in the commercial banks in Malawi. The fit is achieved through an integrated process where HRM strategy is an integral part of the business strategy, alongside other functional strategiesDOI: http://dx.doi.org/10.3126/ijssm.v1i4.11022 Int. J. Soc. Sci. Manage. Vol-1, issue-4: 143-159 

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.

Changing Face of Human Resource Management: A Strategic Partner in Business

2009 ◽  
Vol 34 (4) ◽  
pp. 563-581 ◽  
Author(s):  
P. C. Bahuguna ◽  
P. Kumari ◽  
S. K. Srivastava
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Strategy ◽  
Business Environment ◽  
Strategic Human Resource Management ◽  
Historical Background ◽  
Strategic Fit ◽  
Hr Practices ◽  
Strategic Hrm

Various approaches and models of strategic human resource management have been developed within the framework of strategic HRM. 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 that are relevant to the strategic HRM in the changing scenario of business environment. The present paper has been divided into six parts. In the first and second part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed respectively. In the third part we have highlighted the changing role of human resource management. In the fourth part the historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have been presented. In the fifth part the relationship of strategic human resource management and business performance has been reviewed and 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.

Strategic Human Resource Management & Organizational Performance

2010 ◽  
pp. 150-165
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.

Are we ready?

2018 ◽  
Vol 8 (3) ◽  
pp. 1-17
Author(s):  
Archana Shrivastava ◽  
Asha Naik
Keyword(s):  
Organizational Change ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Strategy ◽  
Organizational Transformation ◽  
Business Environment ◽  
Subject Area ◽  
Content Type ◽  
Internal Capacity

Subject area Human Resource Management and Business Strategy. Study level/applicability Postgraduate. Case overview The case provides a holistic perspective of organizational transformation, management of change impact on employees and leader behavior. The challenge at Govind Milk and Milk Products Pvt. Ltd. a mid-size company, in the dairy industry was to transform itself into a pan India and global company from a regional organization. The case study outlines how the organization took on the transformation journey under a strong leadership and managed change by focusing on creating a brand, implementing technology and creating a culture of meritocracy. Having made the successful transition from being a family run business to a professionally managed company and having built significant internal capacity the big question is – Can the company strive and thrive in the VUCA business environment? Expected learning outcomes To highlight the process and management of organizational change. To highlight the role of leadership in the process of organizational change. To understand how the environmental factors or the VUCA environment impacts the performance of an organization. To highlight internal capacity building as a strategy to deal with the VUCA environment. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS: 6: Human Resource Management.

scholarly journals HUMAN RESOURCE MANAGEMENT PRACTICES AND NIGERIAN BANKS’ PERFORMANCE

2020 ◽  
Vol 2 (1) ◽  
pp. 124-140
Author(s):  
Ali Ibrahim ALASAN ◽  
Julius Paul EYANUKU
Keyword(s):  
Regression Analysis ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Commercial Banks ◽  
Management Practices ◽  
Training And Development ◽  
Human Resource Management Practices ◽  
Recruitment And Selection

The importance of human resource management practices has gained acceptance and wide recognition in a cross-cultural context. Several studies, examining the procedures and practices of human resource management (HRM) and its implementation aspects have emerged, and been applied in different contexts. Achieving better employee performance has been a significant focus for both private and public organisations. Hence there is need to investigate how human resource (HR) practices impact upon organizational performance. This research focuses on three HRM variables, that is, training and development, recruitment and selection and remuneration, and the impact on organizational performance. Using a survey method, data was collected from 257 employees working in commercial banks, Ikorodu. This study analysed the data using descriptive statistics like the mean, median, maximum and standard deviation toanalyse the characteristics of the variables. On the other hand, the hypotheses were tested using regression analysis. We further carry out normality test before performing regression analysis on each of the variables as shown in the following model specification, which tallies with our Research Questions, Research Objectives and Research Hypotheses. The findings revealed that training and development is positively related to organizational performance in commercial banks in Nigeria, the study concludes that, Training and Development will grants the employee’s more insight and control over their jobs. Similarly, in the case of Recruitment and Selection and organizational performance, the study concludes that, employees with good motivational package have more confidence in their capabilities, thus remaining more committed to their organisations. This in-turn boosts organizational performance. Conversely, the study reported a statistical insignificant relationship between Remuneration and organizational performance in commercial banks in Nigeria

scholarly journals Strategic human resource management and organizational performance: Testing a typology of fit

1999 ◽  
Vol 25 (3) ◽  
Author(s):  
A. S. Engelbrecht ◽  
R. G. Erasmus ◽  
N. Sivasubramaniam
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
South African ◽  
Human Resource ◽  
Business Strategy ◽  
Performance Testing ◽  
Strategic Human Resource Management ◽  
And Performance ◽  
Hr Strategy

To be utilized effectively and to have a positive effect on the multitude of complex challenges facing South African organizations, human resources (HR) have to be managed in a strategically correct manner. This study investigated the performance implications of two types of fit in strategic human resource management (SHRM). The results indicated that an organizations HR strategy had a moderating effect on the relationship between business strategy and performance. Furthermore, the survey indicated that organizations could be classified according to clusters of internally consistent HR practices, with some performance differences across the clusters. Finally, evidences for the validity of the proposed typology of fit were found, thus making a contribution to theory- building in the field of SHRM. Opsomming Ten einde menslike hulpbronne (MH) effektief te benut, asook die vele komplekse uitdagings waarmee Suid-Afrikaanse organisasies worstel die hoof te kan bied, moet menslike hulpbronne op 'n strategies korrekte wyse bestuur word. In hierdie studio is die prestasie-implikasies van twee tipes passing in strategiese menslike hulpbronbestuur (SMHB) ondersoek. Die resultate toon dat n organisasie se MH-strategie 'n modererende invloed op die verband tussen besigheidstrategie en prestasie uitoefen. Die ondersoek dui verder daarop dat organisasies in bondels van intern konsekwente MH aktiwiteite geklassifiseer kan word, met onderlinge verskille in orgamsatoriese prestasie tussen die bondels. Laastens is bewyse vir die geldigheid van die voorgestelde tipologie van passing gevind, waardeur 'n bydrae tot teoriebou in die veld van SMHB gemaak is.

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.

scholarly journals Impact of Strategic Human Resource Management Practices on Performance: Study on Employees in the Sri Lankan Banking Sector

2021 ◽  
Vol 2 (3) ◽  
Author(s):  
Manthreege Wasantha Kalyani
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Employee Retention ◽  
Banking Sector ◽  
Strategic Human Resource Management ◽  
Sri Lankan ◽  
Organisational Performance ◽  
Service Oriented

This work explores the effect of strategic human resource management (SHRM) activities on organizational performance, mediated by employee retention in the Sri Lankan banking sector. The data consisted of 238 workers using a selfgoverning survey and analyzed using structural equation modeling.The results suggest that the three SHRM practices of capacity enhancement, skill enhancement and motivation enhancement have a significant indirect impact on organizational performance. The relationship between SHRM activities and organizational success is often influenced by employee retention. This study provides SHRM specialists in the banking sector with a useful guide on which SHRM practices are significant to employee retention and organisational performance and hence, should be given consideration. SHRM theory has been largely developed in traditional functional manufacturing organisations but not in service-oriented organisations. This study fills the gap by examining the causal relationship between the SHRM practices and organisational performance through the mediating effect of employee retention in a service-oriented industry, i.e. the banking sector. A model that incorporates SHRM strategies is being used in the study to provide a realistic image of its relationship with employee retention and organizational performance.

scholarly journals SUSTAINABLE HUMAN RESOURCE MANAGEMENT AND GENERATIONS OF EMPLOYEES IN INDUSTRIAL ENTERPRISES

2021 ◽  
Vol 8 (1) ◽  
pp. 45-53
Author(s):  
Augustín Stareček ◽  
Zdenka Gyurák Babeľová ◽  
Helena Makyšová ◽  
Dagmar Cagáňová
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Work Performance ◽  
Business Environment ◽  
Organizational Goals ◽  
Industrial Enterprises ◽  
Significant Relationships ◽  
Production Employees

Sustainable human resource management is one of the distinguished approaches for ensuring the organizational performance of an organization in today's turbulent business environment. Human resource management ensures the achievement of the organizational goals through practices of managing human resources. Sustainable human resource management thereby ensures the development and maintenance of the potential of all employees in the organization. The main goal of this paper is to present the results of research in the field of human resource management with respect to different generations of employees in industrial enterprises operating in the Slovakia. The research sample consisted of n = 1 471 respondents (employees of industrial enterprises). The most important results of the prezented research is the finding that employees of industrial enterprises consider work performance, which influences their remuneration, to be important. The research showed that there are statisticaly significant relationships between employees at managerial and production positions and the perceived importance of work performance when determining the income of managers and production employees (rs = 0.274 and rs = 0.363).

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