Combination of human resource management methods during in times of change

2020 ◽  
pp. 144-150
Author(s):  
V.A. Morozov
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Management Strategies ◽  
Strategic Human Resource Management ◽  
Crisis Period

This article focuses on the aspects of human resource management strategies in crisis management, as well as the comparison of classical and modern ways to overcome the consequences of crises for human capital. The possible consequences of ongoing and possible crises, as well as ways to prevent and overcome them, are investigated. Personnel strategies in human resource management are disclosed. The presentation of strategic human resource management in a crisis period is given.

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

2019 ◽  
pp. 879-891
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
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.

scholarly journals Uncovering the Link between Strategic Human Resource Management and Crisis Management: Mediating Role of Organizational Resilience

2019 ◽  
Vol 1 (2) ◽  
pp. 15-27 ◽  
Author(s):  
Nisar Ahmed Channa ◽  
Syed Mir Muhammed Shah ◽  
Niaz Hussain Ghumro
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Theory And Practice ◽  
Mediating Effect ◽  
Survey Method ◽  
Research Approach ◽  
Organizational Resilience

The paper has attempted to examine a critical link between the strategic human resource management and crisis management. In this, the authors have taken a major drive to statistically test mediation and moderation simultaneously. Drawing upon the normal accident theory, the present study examined the link between strategic human resource management (SHRM) and crisis management through the mediation of organizational resilience. By adopting quantitative research approach, the data were collected from 176 HR managers of textile firms in Pakistan through survey method. The data were analysed by employing PLS-SEM technique. Results revealed that SHRM is positively linked with crisis management through the mediating effect of organizational resilience. In general, the results revealed that organizational resilience plays a key role in facilitating the relationship between SHRM and crisis management. The paper forwards notable implications for theory and practice followed by scope for future studies to enthusiastic scholars in the domain of HRM, strategic HRM and crisis management.

Corporate governance, human capital resources, and firm performance: Exploring the missing links

2020 ◽  
Vol 45 (4) ◽  
pp. 192-205 ◽  
Author(s):  
Kaouthar Lajili ◽  
Lauren Yu-Hsin Lin ◽  
Anoosheh Rostamkalaei
Keyword(s):  
Corporate Governance ◽  
Human Capital ◽  
Resource Management ◽  
Firm Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
International Governance ◽  
Governance Mechanisms ◽  
Corporate Governance Mechanisms

This study explores the associations between human capital resources, firm performance, and corporate governance mechanisms. Based on the survey results of the “50 most attractive employers” conducted by Universum Global 2010, human resource, performance, and governance data was collected for the period from 2007 to 2011. Drawing on the strategic human capital and resource management, international governance, and organizational literature, this study examines the extent to which corporate governance mechanisms moderate the relationships between firm performance and human capital resources and posits that human resource performance is positively associated with corporate governance mechanisms that support and enhance strategic human resource management policies. Panel regression analyses are conducted to test the study’s hypotheses. The results show that human capital resources are positively related to firm performance, and that some corporate governance mechanisms may negatively affect performance when interacted with human capital variables. Furthermore, human resource performance is significantly related to some governance mechanisms, with interaction effects between human capital and other organizational attributes showing differential impacts. Overall, the results support a contingency-based view of strategic human resource management in the context of large and attractive global employers and highlight the importance of governance design in supporting investments and deploying human resources and capabilities at the firm and industry levels and across national boundaries.

scholarly journals Artificial Intelligence Based Strategic Human Resource Management (AISHRM) For Industry 4.0

2020 ◽  
pp. 7-13 ◽  
Author(s):  
K R Samarasinghe ◽  
Dr. Ajith Medis
Keyword(s):  
Artificial Intelligence ◽  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Conceptual Model ◽  
Human Resource ◽  
Industry 4.0 ◽  
Business Environment ◽  
Strategic Human Resource Management ◽  
Sustainable Competitive Advantage

Industry 4.0, known as industry revolution 4.0, is going to be a business environment in which the labor market will get replaced by machines that can think like humans. Value chains of companies will get interconnected with data. Robots with artificial intelligence will be performing operations that were previously done by humans. Further, those will achieve more accuracy and efficiency in such activities. With this revolution, companies require to focus more on strategic human resource management, as human capital is going to be a much more valuable asset in industry 4.0 where organizations will be able to create sustainable competitive advantage through human capital. Artificial intelligence (AI) is going to be the fuel in industry 4.0. AI based machines will represent the majority of the labor force. This paper is to introduce AISHRM conceptual model which stands for the use of “Artificial Intelligence based Strategic Human Resource Management for industry 4.0”. This conceptual model developed based on the strategic human resource management theory of “resource-based view of a firm” or “resource advantage theory”.

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

2018 ◽  
pp. 4347-4357 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Current Trends ◽  
Strategic Goals

This article 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 article argues that promoting SHRM, organizational learning, and KM has the potential to enhance organizational performance and achieve strategic goals in modern organizations.

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