scholarly journals HR Managers’ Views on SHRM and Its Role in Influencing Organizational Performance

2019 ◽  
Vol 9 (4) ◽  
pp. 221
Author(s):  
Mariam Bassem ◽  
Tarek A. El Badawy ◽  
Mariam M. Magdy
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Sustainable Competitive Advantage ◽  
Human Resource Managers ◽  
Structured Interviews ◽  
National Organizations ◽  
Hr Managers

The resource-based view argues for the importance of creating a sustainable competitive advantage for organizations to survive and thrive. Through their people, organizations can create a strong diverse and immobile workforce. In this study, we explored the significance of strategic human resource management in Egyptian national organizations. We sought after the views of human resource managers on the activities organizations support to link their human resource management activities to long-term strategies and objectives. The qualitative semi-structured interviews highlighted common activities among the visited organizations. The findings demonstrated that strategic human resource management is still in its infancy stage. Egyptian organizations are losing dynamism because of the poor management of their people.

Assessing the Mediating Effect of Internal Communication on Strategic Human Resource Management and Perceived Performance: An Intersectoral Comparison

2021 ◽  
pp. 0734371X2199418
Author(s):  
Jiwon Suh ◽  
Paul Battaglio
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Communication Channels ◽  
Internal Communication ◽  
Strategic Human Resource Management ◽  
Mediating Effect ◽  
Human Resource Managers ◽  
For Profit

Using five waves of Korean Workplace Panel Survey (KWPS) data, we examine the mediating effects of internal communication channels on the relationship between strategic human resource management and organizational performance. Comparing public, nonprofit, and for-profit organizations, we demonstrate significant sector differences in communication. Our analyses show that only for-profit firms have been able to tap into the advantages of internal communication channels in an effort to improve the alignment between strategic human resource management and perceptions of organizational performance. From the findings, we suggest that public and nonprofit human resource managers may have a number of structural, cultural, and knowledge barriers to effective communication.

scholarly journals Importance of Human Resource Management in 21st Century: A Theoretical Perspective

2014 ◽  
Vol 3 (3) ◽  
pp. 87 ◽  
Author(s):  
Hassan Danial Aslam ◽  
Mehmood Aslam ◽  
Naeem Ali ◽  
Badar Habib
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
21St Century ◽  
Management Practice ◽  
Theoretical Perspective ◽  
Human Resource Managers ◽  
Management Discipline ◽  
Hr Managers

Human Resource Management discipline extracted its roots from organizational psychology discipline and proved to be an important practice for managing organizations. The role of this practice has emerged to be strategic with passage to time. Today the role of human resource management departments has become inevitable for 21st century modern businesses. This article focuses upon role of human resource management practice in 21st century. This theoretical paper is aiming the importance of human resource managers, HR practices and its influencing factors. In addition to that, this article also elaborates the upcoming challenges which are faced by 21st century HR managers. Author has conducted HR literature analysis in order to present emerging issues, challenges and practices of human resource management discipline in context of 21st century. 

A comparative analysis of best human resource management practices in the hotel sector of Samoa and Tonga

2014 ◽  
Vol 43 (5) ◽  
pp. 798-815 ◽  
Author(s):  
Suwastika Naidu ◽  
Anand Chand
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Response Rate ◽  
Strategic Human Resource Management ◽  
Human Resource Managers ◽  
Content Type ◽  
Hrm Practices ◽  
Hotel Sector

Purpose – The purpose of this paper is to comparatively analyse the best human resource management (HRM) practices in the hotel sector of Samoa and Tonga. Design/methodology/approach – This study examined best HRM practices used by the hotel sector of Samoa and Tonga by using self-administered questionnaires. Self-administered questionnaires were distributed to 73 hotels in Samoa and 66 hotels in Tonga. Out of the 73 self-administered questionnaires that were distributed in Samoa, 58 usable questionnaires were returned resulting in a response rate of 79 per cent. In the case of Tonga, out of the 66 self-administered questionnaires were distributed, 51 usable questionnaires were returned resulting in a response rate of 77 per cent. Findings – The findings of this study show that there are 28 best HRM practices in Samoa and 15 best HRM practices in Tonga. This study also found that best HRM practices differ based on differences in internal and external environmental factors present in different geographical areas. The findings of this paper support the assumptions of the Contextual Paradigm of HRM and strategic human resource management. Research limitations/implications – This study is based on a single sector of Samoa and Tonga. A single sector study limits the generalisations that can be made across different sectors in Samoa and Tonga. Practical implications – Human resource managers should incorporate cultural, political, legal, economic and social factors in HRM practices. Originality/value – None of the existing studies have examined best HRM practices used by the hotel sector of Samoa and Tonga. This study is a pioneering study that comparatively analyses the best HRM practices used by the hotel sector of Samoa and Tonga.

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.

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.

scholarly journals Human Resource Strategic to Maintain Waste Management in Organization

2018 ◽  
Vol 7 (3.20) ◽  
pp. 119
Author(s):  
Fadillah Ismail ◽  
Ainul Mardhiyah Nor Aziz ◽  
Wan Md. Syukri Wan Mohamad Ali ◽  
Halimah Mohd Yusof
Keyword(s):  
Resource Management ◽  
Waste Management ◽  
Human Resource Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Professional Conduct ◽  
Sustainable Competitive Advantage ◽  
The Relationship

The time constraint to concentrate on human resource management and lack of knowledge for the key strategic management of human resource would constrain the expand of the needs for its execution. The objective or motivation behind this study is to investigate the relationship and practice of strategic human resource management, the awareness of the exploration on strategic human resource management improves and professional conduct on waste management in organization. This investigation enhances to the logical group of research to fill the gap that as of now exists in organization. Waste management is chosen as the concentration of this investigation in relationship between strategic human resource management and sustainable competitive advantage. Thus, this research is important to manager’s level and academia for benefit table to business settings further enhancement.  

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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