Strategic human resource management and performance outcomes

2019 ◽  
pp. 15-26
Author(s):  
John Storey ◽  
Patrick M. Wright ◽  
Dave Ulrich
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Performance Outcomes ◽  
Strategic Human Resource Management ◽  
And Performance

Human Resource Management and Performance in the Hospitality Industry

2015 ◽  
pp. 1-20
Author(s):  
Anastasia A. Katou
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Hospitality Industry ◽  
Black Box ◽  
Strategic Human Resource Management ◽  
Empirical Literature ◽  
Methodological Issues ◽  
Methodological Problems ◽  
And Performance

The purpose of this chapter is to review methodological issues highlighted in the empirical literature in the field of strategic human resource management that may be applied to the hospitality industry, and to propose possible solutions to overcome methodological problems. The chapter makes use of a general HRM-performance linkage framework that refers to the ‘black box' in strategic human resource management, and is based on the three HRM perspectives (universalistic, contingency, configurational).

Influencing public sector performance: studying the impact of ability-, motivation- and opportunity-enhancing human resources practices on various performance outcomes in the public sector

2015 ◽  
Vol 83 (4) ◽  
pp. 717-737 ◽  
Author(s):  
Brenda Vermeeren
Keyword(s):  
Resource Management ◽  
Public Sector ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Performance Outcomes ◽  
Management Performance ◽  
The Public ◽  
And Performance ◽  
Insight Into

Background In response to recent calls in the literature to decompose both the human resources system and performance, this study has examined the effects of ability-, motivation- and opportunity-enhancing human resources practices on the effectiveness, efficiency and fairness of public organizations, with job satisfaction considered as a mediating variable. Aim Insights from Human Resource Management and performance research, mostly conducted in the private sector, have been combined with public management literature in order to gain insight into the Human Resource Management–performance relationship in the public sector. Method Regression analysis with a bootstrapping method was used to test the mediating effects. Results The analysis showed that the three human resources components heterogeneously impact upon the three performance outcomes. Further, the results showed that ability-enhancing and opportunity-enhancing human resources practices are more strongly related to performance outcomes than motivation-enhancing human resources practices. Conclusion Decomposing Human Resource Management and performance provides greater insight into the Human Resource Management–performance relationship. Points for practitioners The results show that investing in Human Resource Management positively influences performance outcomes. Moreover, our results show that various aspects of public performance require different human resources approaches. Investing in ability-enhancing human resources practices seems to be particularly relevant if one wants to enhance effectiveness. All the human resources practices, but especially ability-enhancing ones, are relevant to enhancing efficiency. However, investing in motivation-enhancing human resources practices seems to make little sense if one is seeking to enhance fairness.

scholarly journals Strategic Human Resource Management Practices and Performance of Employees in the Ministry of Health, Nairobi City County, Kenya

2017 ◽  
Vol 5 (12) ◽  
pp. 211-227
Author(s):  
NYAMBANE ARIRI NYAMBANE ◽  
Stephen M. A. Muathe
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Career Management ◽  
Ministry Of Health ◽  
Human Resource Management Practices ◽  
And Performance

Performance of employees in the Ministry of Health, Nairobi City County has been dismal. There have been instances of inability amongst employees to meet deadlines, low efficiency, and dismal productivity. The objectives of the study included; assessing the influence of recruitment, career management, reward and performance appraisal practices on performance of employees in the Ministry of Health. The study was guided by the strategic management and performance theories. The study adopted mixed methods approach and thus applied descriptive research design. The target population comprised of 15 Departmental Heads and 425 employees all totaling to 440. Using the Central Limit Theorem, 132 respondents, that is, 30.0% of 440, was selected. Stratified sampling was applied to create five strata based on the number of departments in the Ministry of Health Nairobi. Heads of department will be selected using purposive sampling whereas 25 employees will be selected from each department using simple random sampling to avoid bias. This procedure enabled the researcher to realize a sample of 5 heads of departments and 127 employees. The questionnaire was used to collect data from employees whereas interviews with heads of departments. Qualitative data were analyzed thematically along the objectives and presented in narrative forms whereas quantitative data were analyzed descriptively using frequencies and percentages and inferentially analyzed using ANOVA Test Analysis with the help of SPSS Version 23. The study established that, at the Ministry of Health in Nairobi County, employees’ efficiency, productivity and ability to meet deadlines are low. It is also evident that strategic human resource management practices such as recruitment, career management, reward and performance appraisal practices have not been fully exhausted. Thus, the study recommends that the Ministry of Health should endeavor to train their employees in order to improve the organizational performance. The Ministry of Health should provide employees opportunity to make decisions on how to go about their tasks, seeking employees’ input in managerial decisions, delegating to them tasks that they can handle, equipping them with skills required by their jobs, setting achievable targets and incorporating employees in fair evaluation of performance, salary increase and fair administration of rewards. Job performance should be considered in determining the compensation of employee’s performance.

scholarly journals Strategic human resource management and organizational performance: Testing a typology of fit

1999 ◽  
Vol 25 (3) ◽  
Author(s):  
A. S. Engelbrecht ◽  
R. G. Erasmus ◽  
N. Sivasubramaniam
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
South African ◽  
Human Resource ◽  
Business Strategy ◽  
Performance Testing ◽  
Strategic Human Resource Management ◽  
And Performance ◽  
Hr Strategy

To be utilized effectively and to have a positive effect on the multitude of complex challenges facing South African organizations, human resources (HR) have to be managed in a strategically correct manner. This study investigated the performance implications of two types of fit in strategic human resource management (SHRM). The results indicated that an organizations HR strategy had a moderating effect on the relationship between business strategy and performance. Furthermore, the survey indicated that organizations could be classified according to clusters of internally consistent HR practices, with some performance differences across the clusters. Finally, evidences for the validity of the proposed typology of fit were found, thus making a contribution to theory- building in the field of SHRM. Opsomming Ten einde menslike hulpbronne (MH) effektief te benut, asook die vele komplekse uitdagings waarmee Suid-Afrikaanse organisasies worstel die hoof te kan bied, moet menslike hulpbronne op 'n strategies korrekte wyse bestuur word. In hierdie studio is die prestasie-implikasies van twee tipes passing in strategiese menslike hulpbronbestuur (SMHB) ondersoek. Die resultate toon dat n organisasie se MH-strategie 'n modererende invloed op die verband tussen besigheidstrategie en prestasie uitoefen. Die ondersoek dui verder daarop dat organisasies in bondels van intern konsekwente MH aktiwiteite geklassifiseer kan word, met onderlinge verskille in orgamsatoriese prestasie tussen die bondels. Laastens is bewyse vir die geldigheid van die voorgestelde tipologie van passing gevind, waardeur 'n bydrae tot teoriebou in die veld van SMHB gemaak is.

Human Resource Management and Performance in the Hospitality Industry

2016 ◽  
pp. 1980-1999
Author(s):  
Anastasia A. Katou
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Hospitality Industry ◽  
Black Box ◽  
Strategic Human Resource Management ◽  
Empirical Literature ◽  
Methodological Issues ◽  
Methodological Problems ◽  
And Performance

The purpose of this chapter is to review methodological issues highlighted in the empirical literature in the field of strategic human resource management that may be applied to the hospitality industry, and to propose possible solutions to overcome methodological problems. The chapter makes use of a general HRM-performance linkage framework that refers to the ‘black box' in strategic human resource management, and is based on the three HRM perspectives (universalistic, contingency, configurational).

scholarly journals Study of the Relationship between Strategic Human Resource Management and Firm Performance (Case Study: Iran Khodro Company)

2016 ◽  
Vol 11 (3) ◽  
pp. 38 ◽  
Author(s):  
Matin Jannatian
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Survey Method ◽  
Statistical Population ◽  
And Performance ◽  
And Control ◽  
The Relationship

Strategic human resource management is related to strategic and sustainable management and control of the most valuable assets of firm that are staffs working in it helping the company to achieve its goals. The purpose of this paper is to study the relationship between strategic human resource management and performance of Iran Khodro Company. Statistical population of this study includes all staff (54000 members) of Iran Khodro Company that 384 members were chosen out of them using Morgan table. A questionnaire with 28 items was used through survey method to collect data. To test hypotheses, Pearson test was used through SPSS-19 software. According to the obtained results of study, there is a positive relationship between dimensions of human resource management and performance of Iran Khodro Company.

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