Trends and Issues in Strategic Human Resources Management

The key function of human resources will continue to play a key role in the process of firms' future planning. The chapter has highlighted, discussed, and explored key activities at the strategic levels of human resource management and planning including introductory comments and definitions of current understanding of HRM, the flexible firm, HRM planning and its benefits, HRM planning at the strategic levels, the role of individuals within their wider teams and organisations, and the development of technological advancement and its reflection in the planning process for HRM leading to further embedding of virtual aspects and activities. Furthermore, the chapter also included current practices of outsourcing and different key stages of workforce planning. The chapter aimed to enhance application by providing several practical discussions and case studies reflecting current trends in HRM at a strategic level.

Approaches and Practices in Strategic Human Resources Management

This chapter is planned and designed to explore strategic human resources (SHR), key terms, activities, and requirements in organisations. Using various activities and case studies to support the lines of discussion throughout, the chapter is developed for students, professionals, managers, researchers that already have prior knowledge and experience in the field of HR or other associated fields and positions such as being a line manager for a small or large team, or even running own small firm where the aspects of HRM are highly essential and vital for the development and growth of the firm. The chapter is providing identification, exploration, and in-depth discussion of key strategic aspects of HRM such as the following: forecasting external supply, job analysis and workforce profiling, job descriptions and person specifications, competencies, job families (market groups), and redundancy. Furthermore, the chapter is supported by key case studies and identification of current trends to enhance the understanding of key changes and developments in the field.

Digitalization of Human Resources

Recent decades brought about astonishing technologies that affected organizations in several ways. With the latest developments, organizations earned the capabilities to carry out their functions more efficiently and rapidly. Having several tasks affecting both interior and exterior customers, human resources departments also benefited from these technological developments. Owing to the digital revolution, e-HR emerged as a new way of practicing HRM activities with the latest web-based and computer-based tools and applications. These applications eased the work of HR professionals and served them the opportunity to focus on their core work, namely strategic human resources activities rather than procedural paperwork of the department. With a holistic and integrative approach, this digital transformation in HRM has been dispersed among all services in human resources including recruitment, career management, training and development, performance management, and compensation.

Strategic Human Resources Management

The chapter aims to identify the level of human resources management strategies in the Arab business organizations in Iraq and Jordan as a model in an attempt to bridge the shortage of descriptive and comparative Arabic studies. In order to achieve the goal of this chapter, it is structured to cover the following sections: 1) introduction and intellectual background to subject, 2) literature review, 3) the human and organizational characteristics of the Arab business organizations in Iraq and Jordan, and 4) The reality of human resource management strategies in the Arab organizations in Iraq and Jordan and their future directions.

A Study of Interracial Differences in Turnover Intentions: The Mitigating Role of Pro-Diversity and Justice-Oriented Management

Enhancing racial justice, equity, diversity, and inclusion are the core values of public administration and critical to the functions of public-sector strategic human resources management. However, very limited empirical research has delved into the interracial differences in public sector employees’ turnover intentions and its mitigating factors. Using the 2006–2017 Federal Employee Viewpoint Survey data, the present study aims to contribute toward filling this gap in the literature. The theoretical arguments and empirical findings of this study show that when compared with White employees, Federal Black, Indigenous, and Employees of Color (BIEOC) are significantly more likely to intend to leave their current organizations. However, the likelihood of turnover intentions of Federal employees, particularly, BIEOC can be reduced through institutional interventions anchored in pro-diversity management (e.g., commitment to fostering a racially representative workforce), distributive justice in employment outcomes (e.g., in pay and promotions) and procedural justice in organizational processes (e.g., anti-discrimination practices).

Strategic Human Resources Information System and Workers’ Adaptive Performance of Deposit Money Banks in South-South Nigeria

The purpose of this paper was to ascertain the nature of the relationship between strategic human resources information system and workers’ adaptive performance in deposit money banks in South-South Nigeria. The research design adopted for the study was the correlational design. The population was comprised of 120 management staff from 5 tier-1 deposit money banks in the South-South region of Nigeria. Data were generated using the questionnaire. The Spearman’s rank order correlation was adopted in assessing the correlation between strategic human resources information system and measures of workers’ adaptive performance – adaptive learning, creativity and worker flexibility. Findings show that strategic human resources information system contributes significantly towards adaptive learning, creativity and worker flexibility. It was therefore concluded that organizational actions and decisions that anchor on and utilize strategic human resources information system drives and enhances outcomes of adaptive learning, creativity and worker flexibility, thus leading to workers’ adaptive performance within deposit money banks in the South-South region of Nigeria.

The comparative analysis of FMCG enterprises' vision, mission, and core values focusing on strategic human resources

Purpose: This study focused on a comparative analysis of the FMCG enterprises' vision, mission, and core values focusing on strategic human resources. Research methodology: This study is qualitative, and altogether twenty-three FMCG company's websites have been used for analyzing the company's mission, vision, and core values. Results: Among the twenty-three companies, only seven (Bombay Sweets and Co. Ltd., Arla, Akij Group, Ispahani Foods Limited, Golden Harvest Agro Industries Limited, Walton Group, and City Group) have no focus on strategic human resources in their mission, vision and core values. Sixteen companies have a concern about strategic human resources in vision, mission, and core values. Limitations: This study only includes results from the FMCG of Bangladesh rather than including other industries like telecommunication, MNCs, and other areas. Again, this study is limited by including only a few FMCGs. Contribution: This study results contribute to strategic human focus in the vision, mission, and core values of FMCG enterprises of Bangladesh through a comparative analysis also emphasizes strategic human focus in the employees' development.

Employee Environmental Capability and Its Relationship with Corporate Culture

Due to rapid industrial developments and the effects of the economic revolution such as high production rates and non-ecofriendly supply systems, environmental pollution has been observed in recent years and environmental issues are increasingly becoming a concern on the planet. For this reason, there is little doubt that business organizations have been forced more and more to implement green business strategies for stakeholders, facing the necessity to improve their employees’ environmental performance. Using 461 US employees in the environmental related industries, we found empirical evidence between employees’ green performance, organizational culture and adaptability capability. Finally, the present study suggests two main corporate elements for green policy makers in eco-friendly organizations that the alignment of firm environmental strategy with strategic human resources (HR) should include (1) an organizational culture that supports employee green practices and (2) employee adaptability competency that enables workers to respond to the evolving environmental challenges as main component of analysis.

Strategic Entrepreneurship: Integrating Entrepreneurial and Strategic Management Perspectives, a Case Study at Pesantren Tebuireng Jombang, East Java

This study examines Pesantren (Islamic boarding schools) as institutions of education and religion, especially during the global and digital era. A central question concerns how Pesantren position themselves as traditional religious schools or follow the process of modernization, for example by enhancing their curriculum and changing their governance. This depends on the management model and leadership applied by the kyai (religious leader) in Pesantren in response to the changing era. In general, the leadership of Pesantren still adopt a centralized and hierarchical pattern placing the kyai as their central figure. A kyai with charismatic attainment organizes the Pesantren using his skills and knowledge. Research on the role of entrepreneurial and strategic leadership of kyais in Pesantren has been fragmented. This paper therefore examines the significance of the entrepreneurial leadership role of Kyai Salahudin Wahid in cultivating the transformational and entrepreneurial leadership spirit of Pesantren Tebuireng Jombang. The conceptual framework is focused on the development of a strategic human resources management framework which is then extended into the context of Pesantren, entrepreneurial leadership, and a strategic management perspective. Keywords: Strategic Entrepreneurship, Entrepreneurial Leadership, Pesantren, Kyai

The Effect of Strategic Service Quality Management and Strategic Human Resources Planning & Budgeting on the Effectiveness of Organizational Performance Mediated by Work Climate at the Main Base of the Indonesian Navy III Jakarta

<p><em>The purpose of this study was to analyze the direct effect of Strategic Service Quality Management on Good Work Climate; Strategic Human Resources Planning &amp; Budgeting on Work Climate; Strategic Service Quality Management on Organizational Effectiveness Performance; Strategic Human Resources Planning &amp; Budgeting on Organizational Performance Effectiveness; Work Climate on Organizational Performance; indirect influence of Strategic Service Quality Management on Organizational Performance Effectiveness mediated by Work Climate and Strategic Planning Human Resources &amp; Budgeting on Organizational Performance Effectiveness mediated by Work Climate.</em><em> </em><em>The population in this study were employees of </em><em>Lantamal </em><em>III Jakarta</em><em> with a population sample of </em><em>172</em><em> respondents.</em><em> </em><em>The findings of this study are that there is an influence of strategic service quality management and strategic planning of human resources &amp; budgeting on the effectiveness of organizational performance mediated by the good work climate and the seven hypotheses proposed are all proven to be accepted. Good Work Climate plays a very important role as mediation in improving Strategic Service Quality Management and Strategic Human Resources Planning &amp; Budgeting on Organizational Performance Effectiveness.</em><em></em></p>