Quantitative Analysis of Strategic Human Resource Management and Organizational Learning

2022 ◽  
pp. 59-85
Author(s):  
Chin Han Wuen ◽  
Fahmi Ibrahim ◽  
Kabiru Jinjiri Ringim
Keyword(s):  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Competitive Strategy ◽  
Research Study ◽  
Strategic Human Resource Management ◽  
Business Organizations ◽  
Organizational Ability

It is crucial for business organizations to maintain sustainability within the globalized market environment. However, the organizational ability of micro, small, and medium enterprises (MSMEs) is inadequate to generate sustainable competitive advantage. Moreover, strategic management theories are developed based on large business organizations which cannot be fully applied in MSMEs. From this knowledge gap, this research study addressed the core question of “Does strategic human resource management (SHRM) and organizational learning impact the sustainability of service-based MSMEs in Brunei Darussalam, with competitive strategy as mediator?” From a questionnaire survey of 275 service-based MSMEs, this research study confirmed SHRM and organizational learning to yield significant impact on organizational performance of service-based MSMEs. These results are partial significantly mediated by competitive strategy. From these findings, this research study extended the knowledge on resource-based view, contingency theory, and organizational alignment theory within the MSME context.

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.

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.

scholarly journals Measuring Mediating Effects of Intrapreneurship Mindset and Skills on Organizational Performance and Growth: An Empirical Investigation on Indigenous Organizations in Sri Lanka

2021 ◽  
Vol 6 (1) ◽  
pp. p140
Author(s):  
Dhameeth, G.S. ◽  
Diaz, L. ◽  
Pieries, W.N.J
Keyword(s):  
Resource Management ◽  
Sri Lanka ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Corporate Culture ◽  
Risk Taking ◽  
Strategic Human Resource Management ◽  
Business Organizations ◽  
Indigenous Organizations

A well-crafted human resource strategy to nurture a corporate culture that helps cultivate risk-taking intrapreneurs is conducive for the success of the indigenous corporation in Sri Lanka. However, compared to multinational organizations, the implementation and measurement of employee’s risk-taking readiness in indigenous enterprises, especially when introducing new business ventures, is lacking. Hence, this study aims to investigate how the intrapreneurial mindset and skills of employees in indigenous organizations are nurtured to influence organizational performance and growth. An online survey was administered using a random sample of 322 respondents selected from various indigenous business organizations registered at the Department of Registration of Companies, Sri Lanka. Data suggests that strategic human resource management activities at indigenous business organizations in Sri Lanka influence organizational performance and intrapreneurial skills and mindset. The findings make an important contribution to the existing body of literature by bridging the gap, establishing the importance of strategic human resource management. One of the limitations this study encountered was the number of elements selected to investigate in the overall HR process. This study has significant practical implications for senior managers and human resource managers in designing policies for indigenous organizations in Sri Lanka.

Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance

2015 ◽  
pp. 164-193 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Sustainable Competitive Advantage ◽  
Management Capability ◽  
Knowledge Management Capability

This chapter introduces the framework and the practical concepts of Human Resource Management (HRM), organizational learning, Knowledge Management Capability (KMC), and organizational performance. This chapter also explains the role of HRM, organizational learning, and KMC on organizational performance. The developed framework presents the relationship among the constructs (i.e., HRM, organizational learning, KMC, and organizational performance) and contributes toward a better understanding of the specific mechanisms through which HRM, organizational learning, and KMC positively influence organizational performance. HRM effectively acts as a trigger toward effective organizational learning and KMC processes, thus creating a valuable organizational performance. Organizational performance that can usually help to perform a task in an integrated manner is a source of sustainable competitive advantage. Understanding the role of HRM, organizational learning, KMC, and organizational performance through the framework will significantly enhance the organizational performance and achieve business goals in the modern business world.

Going Beyond the SHRM Paradigm: Examining Four Approaches to Governing Employees

2015 ◽  
Vol 44 (4) ◽  
pp. 1598-1619 ◽  
Author(s):  
Zhong-Xing Su ◽  
Patrick M. Wright ◽  
Michael D. Ulrich
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Organizational Theory ◽  
Strategic Human Resource Management ◽  
Chinese Context ◽  
Positive Effects ◽  
Hybrid Governance ◽  
Alternative Approaches

Drawing from strategic human resource management and organizational theory, this article develops an integrated typology of employee governance. This typology is based on the dimensions of eliciting employees’ commitment to the organization (commitment-eliciting) and achieving employees’ compliance to rules (compliance-achieving), which yields four approaches to governing employees: disciplined governance, bonded governance, hybrid governance, and unstructured governance. Results from 337 firms show that the hybrid governance approach is linked with significantly higher organizational performance than alternative approaches in the Chinese context. In addition, both commitment-based practices and compliance-based practices are positively related to organizational performance, and their interaction produces additional positive effects.

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.

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