Strategic Human Resource Management

2022 ◽  
pp. 1-16
Author(s):  
Zainab Hamid ◽  
Muhammad Muzamil ◽  
Shawkat Ahmad Shah
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Theoretical Background ◽  
Strategic Human Resource Management ◽  
Work Place ◽  
Human Relations ◽  
Organizational Policies ◽  
Effective Manner ◽  
Policies And Programs

Human resource management has become an integral part of management with the basic aim of maintaining better human relations at work place through the application and evaluation of organizational policies and programs so as to utilize human resources in an optimized and effective manner. In this context, this chapter focuses keenly on the various domains centering around human resource management. Initially a detailed theoretical background regarding this construct has been presented followed by highlighting the components and objectives of strategizing human resource management. Lastly, the models and perspectives pertaining to strategic human resource management have also been discussed considering their application and relevance in modern-day organizations.

Strategic Human Resource Management

2020 ◽  
pp. 260-275
Author(s):  
Zainab Hamid ◽  
Muhammad Muzamil ◽  
Shawkat Ahmad Shah
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Theoretical Background ◽  
Strategic Human Resource Management ◽  
Work Place ◽  
Human Relations ◽  
Organizational Policies ◽  
Effective Manner ◽  
Policies And Programs

Human resource management has become an integral part of management with the basic aim of maintaining better human relations at work place through the application and evaluation of organizational policies and programs so as to utilize human resources in an optimized and effective manner. In this context, this chapter focuses keenly on the various domains centering around human resource management. Initially a detailed theoretical background regarding this construct has been presented followed by highlighting the components and objectives of strategizing human resource management. Lastly, the models and perspectives pertaining to strategic human resource management have also been discussed considering their application and relevance in modern-day organizations.

Evaluasi Pengembangan Sumber Daya Manusia: Sebuah Review

2017 ◽  
Vol 23 (1) ◽  
pp. 52-63
Author(s):  
Titik Nurbiyati
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Development Program ◽  
Productivity Improvement ◽  
Participant Satisfaction ◽  
Effective Manner ◽  
Human Labor ◽  
Use Of Knowledge

Human resource management (HRM) is a recognition of the importance of human labor as vital resources that contribute to the goals of the organization, and utilization of multiple functions and activities to ensure that they are used effectively and fairly for the benefit of individuals, organizations, and society. Now human resource management has a unique and timely opportunity to improve productivity. Eventhough, productivity improvement does not means only increase the output. In addition, the evaluation of program responsibles and meets the special needs of employees with efficient cost. It is a very effective manner that very important, as organizations are tempted to cut costs and improve quality in their company. Without evaluation, it is very difficult to demonstrate that the development is the reason for the improvement. Human Resources Development can maintain and support productivity, as well as company isolate of lack of expertise of the human resources for the current job and future. The results are used in evaluating development programs include participant satisfaction with the training and development program development, learning knowledge or skills, the use of knowledge and skills on the job, and the results such as sale, productivity, or the prevention of accidents. Evaluation can also compare costs against benefits that receive development (return on investment).

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.

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

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 ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
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.

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