scholarly journals Strategic Human Resource Management in International Organizations

2017 ◽  
Vol 11 (5) ◽  
pp. 1
Author(s):  
Chompu Nuangjamnong ◽  
Stanislaw Paul MAJ
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
International Organizations ◽  
Positive Impact ◽  
Initial Study ◽  
Strategic Human Resource Management ◽  
Strategic Human Resources ◽  
Wide Range ◽  
Competitive Economy

This an initial study of Strategic Human Resources in Human Resource Management. This is important because in a globally competitive economy company longevity depends upon its more important aspect – their staff. This is principally governed by resource management principles and policies. This paper presents the results of a wide range of companies in different industries and with different ownership models using statistical methods. The results clearly show human resource practices have a positive impact on organisations.

Current Situation of Human Resource Management in Tobacco Enterprises from the Perspective of Strategic Human Resource Management

2021 ◽  
Vol 7 (4) ◽  
pp. 749-755
Author(s):  
Zhenlin Dong
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Entrepreneurial Orientation ◽  
Tobacco Industry ◽  
Positive Impact ◽  
Two Dimensions ◽  
Strategic Human Resource Management ◽  
Human Resource Strategy ◽  
The Impact

Objectives: In order to promote the optimization of talent structure in tobacco industry, this paper studies the current situation of human resource management in tobacco enterprises from the perspective of strategic human resource management. Methods: This study is divided into two stages: the first stage is literature research. The main purpose is to study the effect of different human resource management orientations on performance. The second stage is empirical research, which mainly focuses on the impact of government policies on entrepreneurial orientation, the impact of human resources strategies on entrepreneurial orientation, and the relationship between entrepreneurial orientation and performance. A total of 161 valid questionnaires were collected from the tobacco industry. Results: Among the three types of human resource strategies, cumulative innovation and action leadership are significantly positively correlated at the level of 0.01, but the correlation with risk-taking is not significant. There is a significant positive correlation between assisted innovation and action leadership at the level of 0.01, but there is no significant correlation with the dimension of risk-taking. The two dimensions of innovation and action leadership in human resource orientation have a positive impact on the two dimensions of financial performance and growth performance respectively. Conclusion: The cumulative human resource strategy in the human resource strategy has a positive impact on the two dimensions of innovation and action leadership of the tobacco industry.

scholarly journals The Impact of Modern Models on Strategic Human Resources Management on Promoting Organizational Agility for Institutions, Analytical and Descriptive Study: أثر النماذج الحديثة لإدارة الموارد البشرية الاستراتيجية على تعزيز الرشاقة التنظيمية للمؤسسات: دراسة تحليلية وصفية

2020 ◽  
Vol 4 (11) ◽  
Author(s):  
Maha Mohammad Al- Rakhis, Fatima Mohammad Al- Rakhis
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Strategic Human Resource Management ◽  
Organizational Agility ◽  
Resources Management ◽  
Strategic Human Resources ◽  
The Impact

The study aimed to identify the impact of modern models of strategic human resource management on enhancing organizational agility for institutions, and by relying on the descriptive analytical approach to the previous literature in this field through four hypotheses that were discussed, it was clear from the results of the study that there is a relationship between modern models of strategic human resource management on Strengthening organizational agility and validating the four assumptions, the study recommended preparing and implementing a human resources strategy based on the dimensions of the four models, aligning and amending human resource management policies in a manner that achieves facilitation and facilitation of wages Categories according to staff in the performance of the strategic models of human resources management, development work harmoniously with the organizational agility environment.

scholarly journals The Link between Operations Strategy and Human Resource Management for NGOs Working in Unstable Environments

2009 ◽  
Vol 4 (3) ◽  
Author(s):  
Ahmed Hassin
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Strategic Human Resource Management ◽  
Operations Strategy ◽  
Operational Environment ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management

This article discusses the link between operations strategy and strategic human resources management for non-government organisations. Human resources are a great asset for NGO to plan and implement their operations strategies. The article shows how HRM should be proactive and responsive to any changes in the operational environment. Strategic human resource management could lead to organisation’s competitive advantage. It also enables more effective stakeholder interaction and leads to better efficiencies in implementation of operations strategy. Strategic HRM can create multi-skilled staff, who can easily be tuned to implement various activities. IT and HR are intrinsically linked in execution of operations strategy. The example given from Iraq about NGO staff operating in unstable context shows how HRM should be proactive and responsive to meet operations targets.

scholarly journals Study on the Impact of Strategic Human Resource Management on Enterprise Performance

2018 ◽  
Vol 8 (3) ◽  
pp. 60
Author(s):  
Jie Ding ◽  
Xiangyu Xiangyu Cai
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Performance ◽  
Positive Impact ◽  
Strategic Human Resource Management ◽  
Enterprise Performance ◽  
Core Competitiveness ◽  
The Core Competitiveness ◽  
The Impact

With the development of economy, the competition among enterprises is becoming more and more intense in China. Human resources as the core competitiveness of enterprises are very important to the performance of enterprises. This article mainly discusses the impact of strategic human resource management on enterprise performance. The article has four parts including introduction, literature review, materials and methods and result and discussion. In this article, there are two hypotheses. The first one is the career development and employee training programs have the positive impact of improvement of strategic human resource management on business performance; the other one is performance based wage has the positive impact of improvement of strategic human resource management on business performance. After data analysis, these two hypotheses are verified.

Strategic human resource management and its impact on performance – do Chinese organizations adopt appropriate HRM policies?

2018 ◽  
Vol 9 (2) ◽  
pp. 62-76 ◽  
Author(s):  
Klaas Szierbowski-Seibel
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Positive Impact ◽  
Empirical Studies ◽  
Strategic Human Resource Management ◽  
Content Type ◽  
The Usa ◽  
Mimetic Isomorphism

Purpose This paper aims to separately consider studies from the three major economies, the USA, Europe and China, to illustrate differences and similarities. A comparison of these three clusters allows the author to conclude that the US human resource management (HRM) model was adopted by European and, subsequently, Chinese organizations through the mechanism of mimetic isomorphism. In addition, the majority of studies have confirmed that certain HR procedures have a positive impact on organizational performance. Design/methodology/approach The essay reviews and reappraises existing empirical studies in the field of HRM and organizational performance. Findings As European organizations adopted HRM configurations and the notion that HR should play a more strategic role from US organizations, the review suggests that Chinese organizations are now imitating US and European HRM. In all summarized studies, there is robust empirical evidence that the HR function is able to directly add value and improve organizational performance. Originality/value The study compares Chinese to Western HR functions and examines the effectiveness of strategic HRM by evaluating the existing research. At a minimum, in response to the title of the manuscript and the question, “do Chinese organizations adopt appropriate HRM policies?”, the general answer is yes. Given the mechanism of mimetic isomorphism, it can be assumed that Chinese organizations adopt the most efficient HR configurations from Western organizations. The summarized studies also support the prediction that subsidiaries of Western multinational organizations accelerate the development of the Chinese HR functions.

scholarly journals Strategic human resource management practices and human capital development: The role of employee commitment

2021 ◽  
Vol 19 (2) ◽  
pp. 157-169
Author(s):  
Main Naser Alolayyan ◽  
Mohammad Sharif Alyahya ◽  
Dana Ahmad Omari
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Positive Impact ◽  
Employee Commitment ◽  
Strategic Human Resource Management ◽  
Mediating Effect ◽  
Human Capital Development ◽  
Capital Development

This paper studied the influence of strategic human resource management on human capital development through the mediation of employee commitment. A descriptive cross-sectional study design was used to collect data from 514 participants (medical staff) from five hospitals in northern Jordan. The hospitals involved were from different sectors, including governmental, private, and university hospitals. Several analysis methods were used in the study: Confirmatory Factor Analysis (CFA), discriminant validity, and composite reliability. Direct and indirect hypothesis testing was also utilized using Structural Equation Modeling (SEM). The study showed that the practice of strategic human resource management had a direct positive impact on employee commitment; the practice of strategic human resource management had a direct positive impact on human capital development; the impact of employee commitment on human capital development was positive and direct; employee commitment has a partial mediating effect between both of them. Accordingly, HR managers in hospitals should move from “softer” responsibilities and traditional HR activities to a more strategic level (i.e., developmental strategy), where HR strategies are aligned and reinforce the hospital’s vision and mission and link organizational strategy to HR strategies. Healthcare managers should invest more in human capital through formal education and training. AcknowledgmentsThe Deanship of Research at Jordan University of Science and Technology (JUST) in Jordan is acknowledged by authors for providing facilities through the research No. 488/2020 and research environment to accomplish the goals of this work. The authors thank Professor Fareed Nusair at the Department of Health Management & Policy, the Faculty of Medicine.

Combination of human resource management methods during in times of change

2020 ◽  
pp. 144-150
Author(s):  
V.A. Morozov
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Management Strategies ◽  
Strategic Human Resource Management ◽  
Crisis Period

This article focuses on the aspects of human resource management strategies in crisis management, as well as the comparison of classical and modern ways to overcome the consequences of crises for human capital. The possible consequences of ongoing and possible crises, as well as ways to prevent and overcome them, are investigated. Personnel strategies in human resource management are disclosed. The presentation of strategic human resource management in a crisis period is given.

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