scholarly journals The specific elements of strategic human resources management for competitive business development

2019 ◽  
Vol 70 (06) ◽  
pp. 579-586
Author(s):  
MARIAN NASTASE ◽  
NICOLAE BIBU ◽  
ANCA-IOANA MUNTEANU ◽  
ILEANA MIRCIOI (VALIMAREANU) ◽  
MARGARETA STELA FLORESCU

The current business environment, characterized by a high degree of uncertainty and unpredictability, has led to a sharp increase in competitiveness. The key to the success of any organization in the current period lies in its human resources, the only ones capable of identifying unique and creative solutions to face the threats existing in the environment and to seize existing opportunities. Emphasis should be placed on transforming them and the Human Resources Department into true strategic partners of organizations and on implementing a strategic human resources management. The present paper aims to identify the extent to which, at the level of the organizations from the Western Region of Romania, such elements have been adopted that will contribute to their competitive development. The textile industry is an important sector that has powerful impact over the economic and social development of a region or country. Its long term development depends not only on the business characteristics, but especially on the strategic decisions and approaches, with direct results in terms of profitability, jobs creation and integration with other economic sectors. Therefore, in our research we introduced in the sample companies from this dynamic field. The results of the study showed that the tendency of appreciation of their existence in organizations is wide spread. In the same time, it was confirmed that the existence of a strategic human resources management in organizations is conditioned by the strategic use of human resources practices, in the long term, in order to contribute to the achievement of the general business objectives. Also, in order for the human resources strategy to bring its contribution to the realization of the general business strategy, there is a need for human resources activities that are aligned with the company’s objectives. Without claiming that the study carried out is an exhaustive one, we consider that the information presented are unique and can be useful for those interested.

2011 ◽  
Vol 31 (3) ◽  
pp. 248-269 ◽  
Author(s):  
Chao Guo ◽  
William A. Brown ◽  
Robert F. Ashcraft ◽  
Carlton F. Yoshioka ◽  
Hsiang-Kai Dennis Dong

2002 ◽  
Vol 31 (1) ◽  
pp. 95-110 ◽  
Author(s):  
Jonathan Tompkins

The concept of strategic human resources management (SHRM) holds considerable promise for improving government performance. However, to realize this promise, it is necessary to invest the concept with clear meaning. This article explores unresolved issues regarding the meaning of SHRM and its relevance to public organizations. Arguing that the value of the concept is undermined by tying it too closely to strategic planning, the article offers an expanded, two-pronged understanding of SHRM. The personnel office, in addition to helping the agency implement strategic initiatives, also carries out an integrated personnel program guided by a coherent theory about what it should be doing and why.


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