scholarly journals Influence of Organizational Culture, Sustainable Competitive Advantages, and Employees’ Commitment on Strategic Human Resources Management in the Banking Sector of Saudi Arabia

2022 ◽  
Vol 13 (1) ◽  
pp. 13
Author(s):  
Nadra F. Tawfig ◽  
Suzilawati Kamarudi
Keyword(s):  
Organizational Culture ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Banking Sector ◽  
Strategic Human Resource Management ◽  
Competitive Advantages ◽  
Human Resource Management Practices ◽  
Sustainable Competitive Advantages

The rising trend of “strategic human resource management practices” is significantly leading the way to enhance the performance and competitive advantages of the banking sector. Thus, the banking sector in developing countries still using traditional HRM practices to sustain the competitive advantages and to achieve the business goals. The current study investigates the influence of organizational culture, employees’ commitment, and sustainable competitive advantages on the strategic human resource management practices in the banking sector of Saudi Arabia. We applied a resource-based view to achieve the research objectives. “Structural equation modelling-partial least square” (SEM-PLS) technique were applied to investigate the relationship among constructs under study. A cross-sectional method was applied to collect data from 181 employees working in different banks in Saudi Arabia. We found organizational culture significantly influence employees’ commitment and sustainable competitive advantages. Hence, employees’ commitment does not influence strategic human resource management practices; merely, sustaining competitive advantages significantly influence strategic human resource management practices. Additionally, employees’ commitment not mediates the relationship between organizational culture and strategic human resource practices. Thereby, sustainable competitive advantages mediate the relationship between organizational culture and strategic human resource management practices. Finally, the present study will help the banking sector to unearth the best implication of strategic human resource management practices as they can sustain the competitive advantages and achieve the business goals.

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.

Strategic human resource management practices and organizational resilience

2018 ◽  
Vol 37 (7) ◽  
pp. 537-551 ◽  
Author(s):  
Fatma Bouaziz ◽  
Zouhour Smaoui Hachicha
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Quantitative Methods ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Organizational Resilience ◽  
Content Type ◽  
Top Managers ◽  
Human Resource Management Practices

Purpose The purpose of this paper is to investigate the relationship between strategic human resource management (SHRM) practices and organizational resilience in a Tunisian democratic transition context. It is hypothesized that five SHRM practices influence three organizational resilience dimensions. Design/methodology/approach The research design is based on a deductive approach. The relations were checked over two periods by using quantitative methods. Questionnaires were addressed to top managers of resilient Tunisian companies. The hypotheses were verified after. Findings Results showed that SHRM practices affect the resilience dimensions. Analysis showed that SHRM practices enhance the robustness of firms, especially in the second period, and significantly influence agility and integrity. Practical implications Managers can use these findings to develop targeted actions in HRM to enhance a specific resilience dimension. They can make better decisions based on knowledge surrounding the precise effects of SHRM practices on resilience dimensions. Originality/value The authors highlighted the role of SHRM in developing organizational resilience. Gaps were noticed in the organizational resilience literature. This research is among the rare studies that have investigated the linkage between SHRM practices and organizational resilience. By using quantitative methods and adopting a longitudinal perspective for analyzing data, it leads to better identify the evolution of the influence of SHRM practices on each resilience dimension over time.

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 The Relationship between Human Resource Management (HRM) Practices, Total Quality Management (TQM) Practices and Competitive Advantages

2018 ◽  
Vol 12 (11) ◽  
pp. 17 ◽  
Author(s):  
Bader Obeidat ◽  
Hadeel Fareed Tawalbeh ◽  
Ra’ed Masa’deh
Keyword(s):  
Resource Management ◽  
Quality Management ◽  
Total Quality Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Competitive Advantages ◽  
Total Quality ◽  
Human Resource Management Practices ◽  
The Relationship

This study aimed to investigate the relationship between human resource management (HRM) practices, total quality management (TQM) practices and competitive advantages in Telecommunication organizations in Jordan. A self-administrated questionnaire was designed and distributed over a sample of telecommunication employees of 400 employees. The percentage of filled questionnaires is 80% (320 questionnaires). The research hypotheses were tested by using multiple regressions. The study concluded that there is a relationship between human resource management practices and total quality management practices. It was also concluded that there is a relationship between total quality management practices and competitive advantage. Finally, there is a relationship between human resource management practices and competitive advantage. A number of recommendations emerged in light of the findings, is that the telecommunication organization are advised to focus more on the human resource management activities and total quality management activities that improve the utilization of competitive advantages.

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