scholarly journals Strategic Management of Human Resources For Global Competitive Advantage

1970 ◽  
Vol 18 (1) ◽  
pp. 1-24
Author(s):  
Abagail McWilliams ◽  
David Van Fleet ◽  
Patrick Wright
Keyword(s):  
Human Resources ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Multinational Firms ◽  
Resource Based View ◽  
Labor Pools

This article extends the literature on the role of human resources in globalcompetitiveness by focusing on the ability of transnational firms to create asustainable competitive advantage through the strategic management of theirwork force. We focus on the ability of managers to strategically draw frommultiple human resource labor pools, creating a competitive advantage fortransnational firms vis-a-vis domestic and multinational firms. A model, whichextends the resource-based view of the firm, is developed.

scholarly journals Human Resource Management and Quality Assurance System to achieve Competitive Advantage

2021 ◽  
Vol 4 (1) ◽  
Author(s):  
Salim Keffane ◽  
Hocine Bachioua ◽  
Ahmed Zerzour
Keyword(s):  
Quality Assurance ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Human Resources Management ◽  
Quality Assurance System ◽  
Assurance System

This study aims at the role of human resources management and quality assurance system to achieving the competitive advantage for the organization. Human resource management are the most important component among the organization's components, because, even an organization owns all other resources (materials, financial, technological) without the appropriate, skilled and experienced human resources, failure will be the expected result. Addressing By the Mobilis Telecom company, the study and through exploring the recruitment resources and methods that used by the company, in hiring the best employees, and the role of these methods in achieving the competitive advantage in Telecommunications sector. The findings of the study were that the company success in the recruitment process was rely on the employment agencies, firstly and on the universities, secondly. Also the company aimed on maintaining quality assurance system through recruiting method that based on Telecommunications experience and advancement in studying. In order to achieve the competitive advantage, the Company focused on innovation and creating new products and services for its clients. The statistical analysis proved that there is a strong relationship between recruitment resources used by the Company and achieving the competitive advantage, Also a relationship between the quality assurance system of the employees and the ability to gain the competitive advantage.

People Management – The Emerging Dimensions

2013 ◽  
Vol 3 (2) ◽  
Author(s):  
Preshita Neha Tudu ◽  
Pramod Pathak
Keyword(s):  
Human Resources ◽  
Competitive Advantage ◽  
Human Resource ◽  
Review Paper ◽  
Quality Service ◽  
Human Resource Professionals ◽  
Business World ◽  
Effective Utilization ◽  
Fierce Competition

The business world has become more global and competitive and organizations are looking forward to seek new means to combat fierce competition, in order to bring the organization to a bright future. Competition in the market is tough and company that can win the war is one that provides better services and products to the customer. Cut throat competition has made employers realize that employees are the only source of competitive advantage. Much attention has been directed to provide quality service and products. This can be achieved through effective utilization of the human resources. The present review paper is an attempt to critically examine how the human resources function has changed over the years in order to cope with the changing market scenario and how has role of human resource professionals being transformed.

Leveraging Workforce Diversity through Human Resource Management Initiatives

2012 ◽  
pp. 368-385 ◽  
Author(s):  
Mercedes Sánchez-Apellániz ◽  
Rafael Triguero-Sánchez
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Workforce Diversity ◽  
Optimal Management ◽  
Management Perspective

Workforce diversity and the benefits resulting from its appropriate management is a topic that must be addressed from a strategic and not an emotional perspective; and more specifically, from the Human Resources Strategic Management perspective. This chapter intends to explore the Human Resources initiatives and practices in use, analyze which of them can be employed, and which are more appropriate for an optimal management of workforce diversity, creating a competitive advantage for companies.

Collaborative Advantage Framework for HRD: Need, Issues and Interventions

1998 ◽  
Vol 2 (2) ◽  
pp. 23-28
Author(s):  
Gitika Kapoor
Keyword(s):  
Economic Development ◽  
Human Resources ◽  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Collaborative Advantage ◽  
Daunting Task ◽  
Collaborative Networking ◽  
The Status

Human Resource Development (HRD) is critical for a state’s development. The level of prosperity and economic development of state is contingent upon the status of development of its human resources. However, developing human resources is a daunting task for which active collaboration beween State and organisations is needed. The states foster HRD through collaborative networking with organisations. The role of state is outlined through three factors - Harbinger, Booster and Extension. These factors create the infrastructure necessary for HRD - ranging from basic need fulfilment to competitive advantage. The state’s role varies across the three factors. The paper discusses the nature of these factors and the interventions for each factor.

scholarly journals Pathways towards Sustainability in Organizations: Empirical Evidence on the Role of Green Human Resource Management Practices and Green Intellectual Capital

2020 ◽  
Vol 12 (8) ◽  
pp. 3228 ◽  
Author(s):  
Saqib Yaqoob Malik ◽  
Yukun Cao ◽  
Yasir Hayat Mughal ◽  
Ghulam Muhammad Kundi ◽  
Mudassir Hayat Mughal ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Intellectual Capital ◽  
Resource Based View ◽  
Business Sustainability ◽  
Green Human Resource Management ◽  
The Impact

According to the resource-based view (RBV), an organization can be viewed as a collection of human, physical and organizational resources. These resources are valuable and inimitable, and are the main source of sustainable competitive advantage and sustained higher performance. Green human resource management (GHRM) practices help organizations to obtaina competitive advantage and align business strategies with the environment. In the same way, increases in environmental awareness and strict implementation of international environmental regulations havea greater impact on business sustainability. Environmentalism and sustainability are becoming more of a concern for organizations. For this reason, green human resource managementpractices and green intellectual capital are the main elements of business sustainability. Based on the resource-based view and intellectual capital-based view theory, this study investigated the impact of GHRM practices and green intellectual capital on sustainability, using cross-sectional data. The results show that the two dimensions of GHRM practices (green recruitment and selection, and green rewards) and green intellectual capital (green human capital, green structural capital and green relational capital) have a positive effect on a firm’s sustainability. GHRM practices and green intellectual capital have a positive role in this model. Practitioners, scholars and academics all may take benefits from the findings of this study.Limited variables andemerging and developingeconomies were the scope of this study. Future studies could investigate and explore the impact of green HRM practices and the role of management and stakeholder pressureonnew areas of sustainability.

The role of human resources in processes of portuguese firms’ RD&I certification and development

2014 ◽  
Author(s):  
Sérgio Gomes ◽  
Vítor Braga ◽  
Alexandra Braga
Keyword(s):  
Human Resources ◽  
Competitive Advantage ◽  
Scientific Knowledge ◽  
Management Systems ◽  
Research Development ◽  
Innovation Activities

Innovation is seen as a competitive advantage that many companies use to ensure the continuity and success of your business.NP 4457:2007 is the Portuguese norm that supports management, based on a model of innovation backed up by interfaces and interaction between technical/scientific knowledge, its specific mechanisms and the overall society.Our paper aims to analyse innovation activities and the involvement of human resources in Portuguese firms certified by NP4457 and associated to the implementation of Research, Development, and Innovation (RD&I) management systems. We have collected the data through IPAC’s database, using a survey administered to all firms.Our results suggest the existence of a Human Resources (HR) involvement policy, customers and suppliers. The involvement of stakeholders with innovation activities results of its acceptance as a mechanism able to generate wealth, with benefits for both firms and the community.

scholarly journals THE ROLE OF HUMAN RESOURCE IN ORGANIZATIONAL PERFORMANCE IN THE AUTOMOTIVE INDUSTRY

2021 ◽  
Vol 37 (1) ◽  
pp. 19-28
Author(s):  
Endre Szabó ◽  
Katinka Bajkai-Tóth ◽  
Ildikó Rudnák ◽  
Róbert Magda
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Human Resource ◽  
Automotive Industry ◽  
Structured Interview ◽  
Training System ◽  
Preventive Action ◽  
The Impact ◽  
And Training

In the course of the research, we examined the impact of the selection and training system of a Hungarian automotive company on organizational performance, which together ensure the future development of the company. It contributes to the optimization of sales, purchasing and logistics processes, ensures customer satisfaction and the success of the company. In this fast-paced and globalized world, it is essential for companies to be aware that one of the most important factors of production is human resources themselves, whose proper selection and training are a key element in maintaining and developing economic competitiveness. Human resources play the biggest role in the operation of an economic organization. Process quality and process orientation reduce costs, increase profitability, and improve processes to always meet growing requirements. This is the basis of the quality strategy. Therefore, it consistently applies preventive quality assurance methods, learns from failures, eliminates the causes of mistakes without delays and transfers its experience to all areas of the company for preventive action. It is customer-oriented and strives for excellence in all areas, and thus makes it an obligation for everyone to aim for the highest level of customer service. Due to the special peculiarities and characteristics of the labor force, it cannot be compared to any of the production resources. Taking this as a basis, the human resource management used to be more of a functional purpose, while in recent decades human factors have become an essential source of competitiveness. The market operation and performance of an organization depends significantly on how we can select the most suitable workforce. We need to see what the strategic points that determine the role of HR are, and we are also looking for the answer in which direction the needs, expectations and professionalism given by the generational difference move the activities of human resources. The aim of the research is to get an answer to how the employees of one of the leading Hungarian players in the automotive industry perceive the importance of the selection and training of the workforce in maintaining and improving competitiveness. To this end, we used a semi-structured interview, with the help of which we evaluated the current selection and training processes in the light of competitiveness and made suggestions for the improvement and refinement of these processes.

Applicability of Six Sigma in Human Resource Management

2018 ◽  
pp. 226-244
Author(s):  
Nagaraj Shenoy
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Six Sigma ◽  
Real Problem ◽  
Best Effort ◽  
Norms And Values ◽  
Staff Function ◽  
Uniform Policy ◽  
The Right

The role of HR has become like that of a firefighter, remembered only in emergencies. Their presence is felt only in their absence. HR is seen as a reactive staff function and a cost centre. The message is clear. Despite its best effort to keep organization together with uniform policy, norms, and values, HR is compelled to prove its financial worth to the organization. HR is under constant pressure for showing their results in quantifiable and financially measurable terms. Introducing Six Sigma in processes of HRM functions seems to be a solution to this problem. However, in some of “Total Six Sigma Organizations,” the human resources department has been practically untouched by Six Sigma. The main reason being the difficulty in quantifying and measuring the financial returns of HR processes. But, some others feel that this is as easy as identifying the gaps and using the right formula. The real problem therefore lies in the perception of an individual HR professional. It takes an HR manager to think statistically and analyze how a process can be quantified.

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