Trends and Issues in Strategic Human Resources Management

Workforce Planning ◽

Technological Advancement ◽

Future Planning ◽

Current Trends ◽

The key function of human resources will continue to play a key role in the process of firms' future planning. The chapter has highlighted, discussed, and explored key activities at the strategic levels of human resource management and planning including introductory comments and definitions of current understanding of HRM, the flexible firm, HRM planning and its benefits, HRM planning at the strategic levels, the role of individuals within their wider teams and organisations, and the development of technological advancement and its reflection in the planning process for HRM leading to further embedding of virtual aspects and activities. Furthermore, the chapter also included current practices of outsourcing and different key stages of workforce planning. The chapter aimed to enhance application by providing several practical discussions and case studies reflecting current trends in HRM at a strategic level.

Approaches and Practices in Strategic Human Resources Management

10.4018/978-1-6684-3873-2.ch092 ◽

2022 ◽

pp. 1823-1842

Author(s):

Abraham Pius ◽

Husam Helmi Alharahsheh ◽

Saikou Sanyang

Keyword(s):

Human Resources ◽

Case Studies ◽

Job Analysis ◽

Job Descriptions ◽

Current Trends ◽

Strategic Human Resources Management ◽

Line Manager ◽

Key Terms

This chapter is planned and designed to explore strategic human resources (SHR), key terms, activities, and requirements in organisations. Using various activities and case studies to support the lines of discussion throughout, the chapter is developed for students, professionals, managers, researchers that already have prior knowledge and experience in the field of HR or other associated fields and positions such as being a line manager for a small or large team, or even running own small firm where the aspects of HRM are highly essential and vital for the development and growth of the firm. The chapter is providing identification, exploration, and in-depth discussion of key strategic aspects of HRM such as the following: forecasting external supply, job analysis and workforce profiling, job descriptions and person specifications, competencies, job families (market groups), and redundancy. Furthermore, the chapter is supported by key case studies and identification of current trends to enhance the understanding of key changes and developments in the field.

Advances in Business Information Systems and Analytics - Trends and Issues in International Planning for Businesses ◽

Approaches and Practices in Strategic Human Resources Management

10.4018/978-1-7998-2547-0.ch003 ◽

2020 ◽

pp. 42-66

Author(s):

Abraham Pius ◽

Husam Helmi Alharahsheh ◽

Saikou Sanyang

Keyword(s):

Human Resources ◽

Case Studies ◽

Job Analysis ◽

Job Descriptions ◽

Current Trends ◽

Strategic Human Resources Management ◽

Line Manager ◽

Key Terms

This chapter is planned and designed to explore strategic human resources (SHR), key terms, activities, and requirements in organisations. Using various activities and case studies to support the lines of discussion throughout, the chapter is developed for students, professionals, managers, researchers that already have prior knowledge and experience in the field of HR or other associated fields and positions such as being a line manager for a small or large team, or even running own small firm where the aspects of HRM are highly essential and vital for the development and growth of the firm. The chapter is providing identification, exploration, and in-depth discussion of key strategic aspects of HRM such as the following: forecasting external supply, job analysis and workforce profiling, job descriptions and person specifications, competencies, job families (market groups), and redundancy. Furthermore, the chapter is supported by key case studies and identification of current trends to enhance the understanding of key changes and developments in the field.

The Mediation Role of Organizational Commitment in the Relationship between Strategic Human Resources Management and Individual Performance

Psychology and Education Journal ◽

10.17762/pae.v58i1.1976 ◽

2021 ◽

Vol 58 (1) ◽

pp. 5737-5747

Author(s):

Polat YÜCEKAYA, Rabia ÖZPEYNİRCİ

Keyword(s):

Organizational Commitment ◽

Human Resources ◽

Individual Performance ◽

Resources Management ◽

Mediating Role ◽

Strategic Human Resources Management ◽

The Relationship

The aim of this research is to examine the mediating role of organizational commitment in the relationship between strategic human resource management and individual performance. For this purpose, data were collected from SME businesses operating in Aksaray through convenience sampling method in the period covering February-March 2019. The questionnaire prepared to collect data consists of four parts. The first part of the questionnaire includes questions about the demographic characteristics of the survey participants. The second part of the questionnaire is about the strategic human resources management scale. In the second part of the questionnaire, a scale consisting of 9 statements, which was developed by Huselid (1995) and rearranged by Batram et al. (2007), was used. For the organizational commitment scale in the third part of the questionnaire, the scale consisting of 7 statements developed by Katsikea et al. (2011) was used. For the individual performance scale in the last part of the questionnaire, a scale consisting of 6 statements developed by Green et al. (2006) was used. The collected data were analyzed with the help of SPSS and SmartPLS statistics program, and the data were analyzed by frequency, reliability analysis, confirmatory factor analysis and structural equation modeling. According to the results of this study, it was determined that organizational commitment has a full mediating role in the relationship between strategic human resources management and individual performance. As strategic human resources management increases the organizational commitment of the employees, it has been concluded that it also positively affects their individual performance.

Work Life Balance and Its Impact as a Strategic Human Resources Management Policy in Private Sector Organisations in Equatorial Guinea

SSRN Electronic Journal ◽

10.2139/ssrn.3698924 ◽

2020 ◽

Author(s):

NTOKO NTONGA RENE

Keyword(s):

Human Resources ◽

Private Sector ◽

Work Life ◽

Management Policy ◽

Equatorial Guinea ◽

Life Balance ◽

Resources Management ◽

Strategic Human Resources Management in Nonprofit Organizations

Review of Public Personnel Administration ◽

10.1177/0734371x11402878 ◽

2011 ◽

Vol 31 (3) ◽

pp. 248-269 ◽

Cited By ~ 44

Author(s):

Chao Guo ◽

William A. Brown ◽

Robert F. Ashcraft ◽

Carlton F. Yoshioka ◽

Hsiang-Kai Dennis Dong

Keyword(s):

Human Resources ◽

Nonprofit Organizations ◽

Resources Management ◽

Strategic Entrepreneurship: Integrating Entrepreneurial and Strategic Management Perspectives, a Case Study at Pesantren Tebuireng Jombang, East Java

KnE Social Sciences ◽

10.18502/kss.v5i8.9364 ◽

2021 ◽

Author(s):

A Fakhri Arifyanto ◽

Ubud Salim ◽

Sudjatno . ◽

Rofiaty .

Keyword(s):

Strategic Management ◽

Leadership Role ◽

Religious Leader ◽

Entrepreneurial Leadership ◽

Strategic Entrepreneurship ◽

Digital Era ◽

This study examines Pesantren (Islamic boarding schools) as institutions of education and religion, especially during the global and digital era. A central question concerns how Pesantren position themselves as traditional religious schools or follow the process of modernization, for example by enhancing their curriculum and changing their governance. This depends on the management model and leadership applied by the kyai (religious leader) in Pesantren in response to the changing era. In general, the leadership of Pesantren still adopt a centralized and hierarchical pattern placing the kyai as their central figure. A kyai with charismatic attainment organizes the Pesantren using his skills and knowledge. Research on the role of entrepreneurial and strategic leadership of kyais in Pesantren has been fragmented. This paper therefore examines the significance of the entrepreneurial leadership role of Kyai Salahudin Wahid in cultivating the transformational and entrepreneurial leadership spirit of Pesantren Tebuireng Jombang. The conceptual framework is focused on the development of a strategic human resources management framework which is then extended into the context of Pesantren, entrepreneurial leadership, and a strategic management perspective. Keywords: Strategic Entrepreneurship, Entrepreneurial Leadership, Pesantren, Kyai