Strategic Human Resource Management in the 21st-Century Organizational Landscape

2022 ◽  
pp. 296-323
Author(s):  
Cristina Raluca Gh. Popescu ◽  
Grigorios L. Kyriakopoulos
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
21St Century ◽  
Explanatory Power ◽  
Strategic Human Resource Management ◽  
Organizational Level ◽  
Unlimited Growth

These days, employability and sustainability in the Romanian marketplace are seriously challenged by the general economic development conditions, the continuously rising living standards, and the unfortunate imbalance and irregularities in the policies of labor markets. These defining factors mirror in this current research that focuses on describing the importance, implications, and specificities of human resource management (HRM) and strategic human resource management in the 21st-century organizational landscape, while seeking to pinpoint the considerable and valuable benefits brought by human and intellectual capital as drivers for performance management at the organizational level. The results of the study themselves possess the explanatory power of showing that human resources are the main assets of the organization, which decisively determines the potential for present and future line of action, since human resources have unlimited growth and development potential, even though they are regarded as extremely rare, highly valuable, yet difficult to insure or replace.

Reinventing Public Personnel Administration as Strategic Human Resource Management

1993 ◽  
Vol 22 (4) ◽  
pp. 565-578 ◽  
Author(s):  
Donald Klingner
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Force ◽  
Strategic Human Resource Management ◽  
Public And Private ◽  
Asset Development ◽  
Position Management ◽  
Personnel Administration

Strategic human resource management (SHRM) is an enhancement in the effectiveness of personnel management which has developed out of pressures for change in the way organizations manage human resources. It consists of common elements found in a variety of public and private employers: recognition that human resources are critical; a shift from position management to work and employees; more innovation; asset development and cost control; and a transition from EEO/AA compliance to work force diversity.

scholarly journals MENADŽMENT I PLANIRANJE LJUDSKIH RESURSA / MANAGEMENT AND PLANING HUMAN RESOURCES

2016 ◽  
Vol 11 (1) ◽  
Author(s):  
Biljana Panić ◽  
Jana Cvijić ◽  
Nada Petrović
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Strategy ◽  
Practical Knowledge ◽  
Human Resources Management ◽  
Organizational Level ◽  
Resources Management

The importance study shows is based on the possibility of a company that through proper human resources management strategy achieved an increase in effectiveness and efficiency, and therefore the productivity of business in the conditions of high competition. Strategic management of human resources is an important part of the sphere of management, and is based on a theoretical - practical knowledge in the field of work psychology. Human resource management can significantly influence the behavior of employees, their attitudes and success. People, their skills, knowledge and information are the characteristic of the each organization and can not be copied. It must be borne in mind that human resource management can fail if the pursuit organitzacija hire the wrong people, or if they are not motivated enough to their employed. Human resources management strategy needs to be aligned with the company’s strategy. Basic objectives and methods of human resource management needs to ensure the success of the company. Human resources management strategy has an important operational and managerial function carried out by managers of human reusrse. Management Strategy managers are determined by the quality of employees and their potential. The objectives of human resources management in the organization is directly related to the individual indicators work and results achieved by the employees. From the quality of motivation and stimulation of employees rise to its productivity, loyalty and quality of work. At the organizational level, human resource management strategy should be aimed at increasing the level of average productivity, improving quality, improving working conditions. Planing human resources is achieved competitive strategy of the organization. All of that contribute the most to employees and their productive possibility.

Research on the Human Resources Performance Management Based on the Strategic Direction Data Mode Analysis

2014 ◽  
Vol 687-691 ◽  
pp. 4560-4563 ◽  
Author(s):  
Qiu Juan Zhu ◽  
Guo Hui Su
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Mode Analysis ◽  
Strategic Direction ◽  
Human Resource Management Practices

Strategic human resource management theory, strategic choice on the basis of the enterprise, to take appropriate human resource management practices, to better achieve Organizational performance. By analyzing real human resource management Different modes of practice, combined with the specific activities of the US-Japan Human Resource Management companies, proposed supportive human resource management practices can help companies achieve strategic goals of innovation.

scholarly journals HUMAN RESOURCES: STRATEGIC MANAGEMENT ASPECTS

2010 ◽  
Vol 8 (1) ◽  
pp. 51-65 ◽  
Author(s):  
Eugenijus Chlivickas ◽  
Palmira Papšienė ◽  
Arnas Papšys
Keyword(s):  
Operating System ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Global Market ◽  
Strategic Human Resource Management ◽  
Active Part ◽  
New Approach

The following processes pose challenges for the organization: self-establishment in the market economy, restructuring, globalization, development of techniques and technology, formation of information society, development of a knowledge economy, change of the society economic situation and democratic processes. In the organization which is constantly changing a new approach to the organization is formed. It is viewed as an operating system where company employees, i.e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organizational goals. In the constantly changing organization a new approach to the organization is formed. It is viewed as an operating system where company employees, i. e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organization objectives. Human resource management process cannot be separated from the strategy. Strategic human resource management is a part of strategic management concept in the organization. Theoretical provisions for the management of human resources, presented in the academic literature, confirm the influence of this functional area of management on the overall organization performance results. For the organization, which is operating in the global market, it is essential to manage existing or potential labor resources effectively. One of the main staff evaluation criteria is the effectiveness of personnel management. New tendencies encourage closer association of human resource management with organization strategy. “Four-C” model competence, commitment, compliance and cost efficiency is helpful in assessing the effectiveness of organization human resources policies conformity with its strategy.

scholarly journals CONCEPTUAL BASES OF STRATEGIC HUMAN RESOURCE MANAGEMENT

2020 ◽  
Author(s):  
Rahim Sadigov ◽  
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Economic Activities ◽  
Resources Management ◽  
Industrial Enterprises ◽  
Labor Resources

The main purpose of the research paper is to study the strategic management of human resources in industrial enterprises, career development and stimulation in the activity. Labor resources are active elements in the production of goods, the creation of material wealth and the provision of services to society. Human resources are important ones in all areas of the national economy. Human resources act as a creative component in the organization and management using their mental, spiritual and psychological capabilities. Human resources study and analyze technical, technological possibilities and financial sources, make management decisions as a leading resource in any organization. Research methodology is related in personnel policy and the comprehensive study of strategic human resource management. Human resource management in industrial enterprises is the main subsystem management system. This issue affects on the development of the enterprise, increasing the quality of products, economic efficiency and profits. The importance of the research paper - is to apply the results in the management of industrial enterprises. Human resource management contributes to sustainable operation in enterprises and organizations. The scientific novelty of the research is the definition of a successful personnel policy in the enterprise. Thus, the article identifies strategic goals in human resource management, and develops a corporate concept in this area. The article discusses the application of new technologies for career development. The application of innovations and methods in the implementation of management functions is the basis for motivating the workforce in an organization. All functions and management methods are applied in the process of strategic management of human resources. Management methods are social in nature, as well as ensure the direct development of employees, labor resources and actively influence on the outcome. Management methods lead to the expansion of financial and economic activities of the enterprise, the development of economic activities, the growth of labor resources. Management methods allow to increase competitiveness, as well as to attract partners, suppliers, customers and others. In this regard, our research can be commended in terms of the application of innovation in management.

Islamic Human Resource Management and Turnover Intention among Employees of an Islamic Religious Council

2021 ◽  
Vol 6 (1) ◽  
pp. 56-64
Author(s):  
Muhamad Khalil Omar ◽  
Nor Aidillah Jamhari ◽  
Yusmazida Mohd Yusoff
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Turnover Intention ◽  
Human Resources Management ◽  
Jel Classification ◽  
Resources Management ◽  
The Relationship

Objective - Turnover has become a worldwide problem that has puzzled organizations, researchers and experts for years. This study is focused on practices of iHRM that consist of Islamic Staffing, Islamic human resources management, Islamic performance management and Islamic compensation and turnover intention among employees at Islamic Religious Council. This study has 3 research objectives. Firstly, to identify the level of the iHRM. Secondly, to identify the level of turnover intention. Thirdly, to investigate the relationship between iHRM and turnover intention. Methodology/Technique - 300 questionnaires were distributed to all employees at one of Islamic Religious Council in Malaysia as sample for this study and a stratified random sampling method was used. Findings - The research concludes that the level of iHRM and turnover intention is high. The relationship between iHRM and turnover intention also has a positive effect. Novelty - This research is one of few studies to examine the relationship between iHRM and turnover intention. Type of Paper: Empirical. JEL Classification: E24, M12. Keywords: Turnover Intention; Islamic Human Resources Management (iHRM); Islamic Staffing; Islamic Human Resources Management (iHRD); Islamic Performance Management; Islamic Compensation Reference to this paper should be made as follows: Omar, M.K; Jamhari, N.A; Yusoff, Y.M. (2021). Islamic Human Resource Management and Turnover Intention among Employees of an Islamic Religious Council, Journal of Management and Marketing Review, 6(1) 56 – 64. https://doi.org/10.35609/jmmr.2021.6.1(6)

Rethinking the strategic management of human resources: lessons learned from Covid-19 and the way forward in building resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dorothea Roumpi
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Lessons Learned ◽  
Organizational Resilience ◽  
Content Type ◽  
The Way

Purpose Numerous empirical studies and meta-analyses have offered ample evidence for the relationship between the strategic management of human resources and a variety of important organizational outcomes, such as individual- and firm-level performance. The outbreak of the COVID-19 pandemic, however, steered the discussion away from the traditional performance-related outcomes of the strategic human resource management and brought to the fore the importance of resilience. The purpose of this paper is to identify areas in which strategic human resource management can help organizations to become more resilient. Design/methodology/approach On the basis of a brief overview of the different phases of the COVID-19 pandemic and its impact on the management of human resources, this conceptual paper uses the Ability-Motivation-Opportunity framework as the backbone for the development of suggestions for the strategic management of employees to create and maintain organizational resilience. Findings A series of actionable suggestions regarding the way forward in building organizational resilience through the effective and ethical management of employees are presented and discussed. Specifically, the importance of using flexibility-oriented human resource management systems is highlighted. This “flexibility-orientation” involves all functions of human resource management, such as selection, training and compensation. Originality/value The proposed suggestions can benefit organizations by offering actionable recommendations regarding the management of human resources by taking stock of lessons learned during the COVID-19 pandemic.

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.

scholarly journals The Impact of Modern Models on Strategic Human Resources Management on Promoting Organizational Agility for Institutions, Analytical and Descriptive Study: أثر النماذج الحديثة لإدارة الموارد البشرية الاستراتيجية على تعزيز الرشاقة التنظيمية للمؤسسات: دراسة تحليلية وصفية

2020 ◽  
Vol 4 (11) ◽  
Author(s):  
Maha Mohammad Al- Rakhis, Fatima Mohammad Al- Rakhis
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Strategic Human Resource Management ◽  
Organizational Agility ◽  
Resources Management ◽  
Strategic Human Resources ◽  
The Impact

The study aimed to identify the impact of modern models of strategic human resource management on enhancing organizational agility for institutions, and by relying on the descriptive analytical approach to the previous literature in this field through four hypotheses that were discussed, it was clear from the results of the study that there is a relationship between modern models of strategic human resource management on Strengthening organizational agility and validating the four assumptions, the study recommended preparing and implementing a human resources strategy based on the dimensions of the four models, aligning and amending human resource management policies in a manner that achieves facilitation and facilitation of wages Categories according to staff in the performance of the strategic models of human resources management, development work harmoniously with the organizational agility environment.

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