Relevant bibliographies by topics / SHRM

Academic literature on the topic 'SHRM'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "SHRM"

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Hankel, Marilyn L. "SHRM Online." Journal of Business & Finance Librarianship 5, no. 1 (September 1999): 53–59. http://dx.doi.org/10.1300/j109v05n01_07.

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Mohan, Swarna, Ryan Rizaldy, Debamitra Das, Robert J. Bauer, Annie Heroux, Michael A. Trakselis, Jeffrey D. Hildebrand, and Andrew P. VanDemark. "Structure of Shroom domain 2 reveals a three-segmented coiled-coil required for dimerization, Rock binding, and apical constriction." Molecular Biology of the Cell 23, no. 11 (June 2012): 2131–42. http://dx.doi.org/10.1091/mbc.e11-11-0937.

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Shroom (Shrm) proteins are essential regulators of cell shape and tissue morpho­logy during animal development that function by interacting directly with the coiled-coil region of Rho kinase (Rock). The Shrm–Rock interaction is sufficient to direct Rock subcellular localization and the subsequent assembly of contractile actomyosin networks in defined subcellular locales. However, it is unclear how the Shrm–Rock interaction is regulated at the molecular level. To begin investigating this issue, we present the structure of Shrm domain 2 (SD2), which mediates the interaction with Rock and is required for Shrm function. SD2 is a unique three-segmented dimer with internal symmetry, and we identify conserved residues on the surface and within the dimerization interface that are required for the Rock–Shrm interaction and Shrm activity in vivo. We further show that these residues are critical in both vertebrate and invertebrate Shroom proteins, indicating that the Shrm–Rock signaling module has been functionally and molecularly conserved. The structure and biochemical analysis of Shrm SD2 indicate that it is distinct from other Rock activators such as RhoA and establishes a new paradigm for the Rock-mediated assembly of contractile actomyosin networks.
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Obeidat, Bader, Safa Al-Sarayrah, Ali Tarhini, Rand Hani Al-Dmour, Zahran Al-Salti, and Rateb Sweis. "Cultural Influence on Strategic Human Resource Management Practices: A Jordanian Case Study." International Business Research 9, no. 10 (September 6, 2016): 94. http://dx.doi.org/10.5539/ibr.v9n10p94.

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<p>This study aims to investigate the impact of national culture on strategic human resource management (SHRM) practices on Pharmaceutical industries in Jordan. A quantitative research design using regression analysis was applied in this study and a total of 133 were obtained through a questionnaire distributed to pharmaceutical industries in Jordan. The results showed that national culture dimensions significantly affect SHRM practices and namely, masculinity, uncertainty avoidance, long term orientation, and individualism have an impact on SHRM practices. Except power distance has insignificant effect on SHRM practices. This study implies that HR managers must be aware of national culture of their country, and try to link it with SHRM practices to improve the company’s performance. Moreover, since national culture explained 20% of the variance in SHRM practices, future researches should be directed towards examining other factors affecting SHRM practices.</p>
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Bouaziz, Fatma, and Zouhour Smaoui Hachicha. "Strategic human resource management practices and organizational resilience." Journal of Management Development 37, no. 7 (August 13, 2018): 537–51. http://dx.doi.org/10.1108/jmd-11-2017-0358.

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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.
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Sagar, Kannika. "SHRM: A Research-based Overview for the Practitioner." NHRD Network Journal 12, no. 3 (July 2019): 214–24. http://dx.doi.org/10.1177/2631454119873198.

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This article introduces the reader to the ‘strategic’ nature of strategic human resource management (SHRM), focusing on research in this area to show evidence for SHRM, but firmly grounding it with examples the author has close knowledge about that can explain how different a conventional/professional HRM practices can be from a strategic HR initiative/policy. The article facilitates the reader’s understanding of the significance of SHRM and ends with discussions on the future of SHRM.
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Hu, Bo, Yin Wang, Jingjing Yu, and Yi Lu. "Solving kinematics and stiffness of a novel n(2-UPS/PS+RPS) spatial hyper-redundant manipulator." Robotica 34, no. 10 (February 11, 2015): 2386–99. http://dx.doi.org/10.1017/s026357471500003x.

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SUMMARYA novel n(2-UPS/PS+RPS) spatial hyper-redundant manipulator (SHRM) formed by an optional number of 2-UPS/PS+RPS(2-universal joint-prismatic joint-spherical joint/prismatic joint-spherical joint+revolute joint-prismatic joint-spherical joint) parallel manipulators(PMs) connected in series is proposed and analyzed in this paper. First, the forward kinematics of the 2-UPS/PS+RPS PM is derived in close form. By extending this result to the whole SHRM, the forward kinematics model of the n(2-UPS/PS+RPS) SHRM is established. Second, the compact and elegant expressions for solving the forward velocity of the n(2-UPS/PS+RPS) SHRM are derived. Third, the statics and stiffness of the n(2-UPS/PS+RPS) SHRM are analyzed systematically by considering both active forces and constrained forces existed in each 2-UPS/PS+RPS PM. Finally, an analytically solved example is given for a 4(2-UPS/PS+RPS) SHRM formed by four 2-UPS/PS+RPS PMs. The analytical results are verified by CAD software.
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Salama, Wagih, Mohamed Nor El Deen, Azzam Albakhit, and Karam Zaki. "Understanding the Connection between Sustainable Human Resource Management and the Hotel Business Outcomes: Evidence from the Green-Certified Hotels of Egypt." Sustainability 14, no. 9 (May 7, 2022): 5647. http://dx.doi.org/10.3390/su14095647.

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Sustainable human resource management (SHRM) practices are extensively believed to cause a strategic advantage for the hotel industry. However, while a growing body of evidence indicates that SHRM practices are related to superior organization-level outcomes, it is rather unclear as to how these practices could affect such outcomes and whether they result in desirable hotel outcomes. This paper aimed to examine the moderation effect of hotels’ environmental strategy (ES) on the relationship between SHRM practices and hotel business outcomes: operational performance (OP), competitive advantage (C), and corporate performance (CP). Following a positivism philosophy, a proposed hypothesised model was validated through a survey strategy. Data were obtained from 247 green-certified hotel managers based in Egypt’s top-two major cities involving green-certified hotels. Structural equation modelling was used to test the model relationships. The findings lent credence to the significant connectedness between SHRM practices and hotel business outcomes. The moderation effect of ES was positively confirmed by 83.4% of the SHRM practices, demonstrating that ES is a crucial driver of hotel business outcomes through the optimal usage of SHRM. Negatively, it was revealed that only sustainable promotion practice (16.6%) does not moderate its impact on the hotel business outcomes. This research is the first empirical study to examine the moderation effect of ES on the nexus between the SHRM and hotel business outcomes in the green-certified hotels of Egypt.
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Shaw, Jason D. "The Resource-Based View and Its Use in Strategic Human Resource Management Research: The Elegant and Inglorious." Journal of Management 47, no. 7 (February 22, 2021): 1787–95. http://dx.doi.org/10.1177/0149206321993543.

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Barney’s elaboration on the resource-based view had a major impact on research in strategic human resource management (SHRM) and beyond. In this article, I reflect on its influence and use in SHRM research and analyze the strengths and limitations of the original work. I also review various spinoffs and expansions of the original work as well as trends in empirical SHRM research.
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Wright, Patrick M., Benjamin B. Dunford, and Scott A. Snell. "Human resources and the resource based view of the firm." Journal of Management 27, no. 6 (December 2001): 701–21. http://dx.doi.org/10.1177/014920630102700607.

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The resource-based view (RBV) of the firm has influenced the field of strategic human resource management (SHRM) in a number of ways. This paper explores the impact of the RBV on the theoretical and empirical development of SHRM. It explores how the fields of strategy and SHRM are beginning to converge around a number of issues, and proposes a number of implications of this convergence.
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Vomberg, Arnd, and Christian Homburg. "How Does Brand Equity Affect SHRM?" Academy of Management Proceedings 2016, no. 1 (January 2016): 16873. http://dx.doi.org/10.5465/ambpp.2016.16873abstract.

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Dissertations / Theses on the topic "SHRM"

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Lee, Yeonu. "A distinctive SHRM approach in the Korean hotel industry." Thesis, Sheffield Hallam University, 2014. http://shura.shu.ac.uk/19949/.

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Most studies on Strategic Human Resource Management (SHRM) have been conducted in Western countries rather than Asian ones (Gould-Williams & Mohamed, 2010); As a result, the debate about the drivers of 'best practice' and 'best fit' have tended to reflect the circumstances of Western countries (Gould-Williams & Mohamed, 2010; Tzafrir, 2006). Therefore this study explores how the theoretical SHRM frameworks interact within the specific Korean context. The study examines how HR practices are enacted in Korea, what the internal and external factors are which influence the Korean hotel industry, and what impact the HR practices have on employees and trade unions. The study is conducted within the deluxe hotel sector (including deluxe and super deluxe hotels) as while these hotels have only a 23% of share of the market, they accounted for 72.9% of all revenue from the hotel industry (Korea Culture & Tourism Institute, 2010). Focusing on the further development of this segment is therefore important to the overall economic success of the South Korean hotel industry. The overall aim is to develop a suitable SHRM framework which is based on best fit quality enhancing HRM, which is also sensitive to Korean culture, Korean legislation and considers the role of trade unions in Korean deluxe hotels. To accomplish this, the study draws from a range of literature on quality enhancing business strategy, distinctive Korean culture, Korean legislation, and trade unions. This thesis argues that Korean deluxe hotels adopt best fit practices, which are related to their quality enhancing business strategy, but also Korean deluxe hotels respond to external drivers such as Korean legislation, strong trade unions, and Korean culture. The study follows a pragmatic approach, which uses mixed methods to explore an SHRM framework with the views of management, employees, and trade unions in a single study. This study gathered data from four sources: 11 HR managers by interview; 11 trade union representatives at hotels by interview; 2 trade union representatives at a company level by interview; questionnaire surveys with 14 HR managers; and a questionnaire survey with 502 employees. Hence differing sources are brought together to understand how different actors feel about their hotel's HR practices and whether areas of conflict exist between management and employees. This study contributes new findings to the research literature. It brings new perspectives in understanding how a combination of 'best fit' and 'best practice' operates simultaneously in Korean deluxe hotels. It shows how Confucianism also plays a predominant role in the understanding of Korean culture, more than suggested in Hofstede's original four dimensions of culture (Kim & Park, 2003). This study has also offered new contributions to the theoretical development of'aesthetic labour' (Warhurst & Nickson, 2007), which is extended to include the new concept of 'cosmetic employment'. The study also shows the significance of 'Chaebol' hotels, a very distinctive company structure in Korea. This study further contributes to our understanding of the role trade unions in Korea in influencing more paternalistic management practices, pay negotiations, and improving employees' welfare and welfare facilities. This study has developed a new SHRM model by embedding a combination of best fit and best practice, which shows that the specific drivers and type of HR practices relate to employee outcomes. It is argued that this can be more internationally applicable than other traditional SHRM models.
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Beckman, Ida-Maria, Emma Bäckström, Anton Emanuelsson, and Erik Sandblom. "När gruppen ökar värdet av FAMM : Så kan gruppdynamik öka prestationsförmågan i en organisation." Thesis, Örebro universitet, Restaurang- och hotellhögskolan, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-33308.

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En väl fungerande grupp kan vara oerhört attraktivt att se på men det verkligt intressanta är att förstå hur gruppen tar sig till det stadiet där de fungerar tillsammans som en enhet och presterar bra. För att tillämpa metoder att nå dit finns tillvägagångssätt som Strategic Human Resource Management (SHRM) och en allmän strävan efter att erhålla en perfekt gruppdynamik. Studien ämnade undersöka om samspelet mellan SHRM och gruppdynamik ökar produktiviteten i en organisation inom hotell- och restaurangbranschen. Studien grundades på fem vetenskapliga artiklar som granskades, analyserades och sammanfattades. Analysen av artiklarna redovisades i resultatdelen i uppsatsen. Där behandlades bland annat studier om SHRM och att sammanhållning visat sig ha en positiv effekt på grupprestation. Från resultatet fördes en diskussion om huruvida det var gynnsamt för en organisation inom hotell- och restaurangbranschen att dra nytta av lärandet om hur individer fungerar ihop för att organisationen bättre ska kunna applicera detta för att tillgodose gästens behov och önskemål. Därefter presenterades slutsatsen att samspelet mellan SHRM och gruppdynamik kan öka produktiviteten på ett hotell eller i en restaurang.
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Dacke, Christoffer, and Robin Staberg. "Länken mellan personalnyckeltal och HR-strategier : Ett viktigt verktyg i arbetsprocessen." Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-18631.

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HR och personalfrågor är två ämnen som växt sig starkare de senaste åren och diskuteras än idag hur organisationer kan få ut det bästa ur sina mänskliga resurser och även organisationen i enlighet med organisationens strategier. Centralt i arbetet kring personalnyckeltal och strategier finns HR som både aktör och rådgivare. Studien utgick från att det finns en länk mellan personalnyckeltal och HR-strategier som HR arbetar med, då tidigare studier och empirin hade bekräftat länken. Men förklaringen om vad som finns i länken och hur det fungerar är det som saknades i tidigare studier, vilket blev studiens syfte att fylla.För att studien skulle kunna behandla det empiriska material som samlats in så användes en teoretisk referensram innehållande nyckeltal, Strategisk Human Resource Management, kommunikation och organisatoriskt lärande. Vi valde ett kvalitativt tillvägagångssätt då studien ämnade förstå ett fenomen. De olika respondenterna som deltog jobbar med personalnyckeltal och HR-frågor i privat och offentlig sektor.Den insamlade empirin ställdes sedan mot den teoretiska referensramen i analysen för diskussion, som i sin tur ledde fram till ett slutresultat. Under analysen upptäcktes likheter mellan tidigare studier och empirin, där det fanns en länk mellan personalnyckeltal och HR-strategier. Dock sågs empirin som drivande i frågan om hur länken ser ut och hur den användes. Studiens slutsats grundades i det empiriska materialet, styrkt av den teoretiska referensramen som ger grund till de påståenden som togs upp i empirin. Vilket resulterade i skapandet av en modell för att förklara länkens innehåll och hur den används.
HR and personnel management are two topics that have grown stronger in recent years and are still debating how organizations can get the most out of their human resources and also the organization in accordance with the organization's strategies. At the heart of the work with personnel key figures and strategies is HR as both an actor and a consultant. The study was based on the assumption that there is a link between personnel key figures and HR strategies that HR is working on, as previous studies and empirical evidence have confirmed the link. But the explanation of what is in the link and how it works is what is missing in previous studies, which the purpose of the study is meant to fill.In order for the study to process the empirical material collected, a theoretical frame of reference was used containing key figures, Strategic Human Resource Management, communication, and organizational learning. We chose a qualitative approach as the study aimed to understand a phenomenon. The various respondents who participated worked with staff key figures and HR issues in the private and public sectors on a daily basis. The collected empiricism was then compared to the theoretical frame of reference in the analysis for discussion, which in turn led to a final result. During the analysis similarities between previous studies and the empiricism was discovered, where there was a link between personnel key figures and HR strategies. However, empiricism was seen as driving the question of how the link presents itself and how it is used. The study's conclusion was based on the empirical material, supported by the theoretical frame of reference which provided the basis for the claims that were raised in the empirical data. Which resulted in the creation of a model to explain the content of the link and how it´s used.
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Johnston, Louise C. "The relevance of strategic human resource management (SHRM) for the growing small business." University of Western Australia. Graduate School of Management, 2008. http://theses.library.uwa.edu.au/adt-WU2008.0111.

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[Truncated abstract] The commercial developments of the late 20th and early 21st centuries have come to signify profound and far-reaching change in the way that goods and services are designed, produced, marketed and delivered to customers in the world's international and domestic markets. In order to respond to a more intensively competitive trading environment that demands ever-increasing levels of product quality, customer service, organisational efficiency and business performance, the management of business entities has undergone fundamental alteration in form and content. It is within this context that two traditionally disparate business disciplines have emerged to play an important role in the new economic commercial order, that of small business management and that of Strategic Human Resource Management (SHRM). Historically eclipsed by the large and powerful mass-producing corporations, the small business sector has been more recently viewed as playing an increasingly prominent part in the creation of national and regional prosperity within the developed countries. The unprecedented interest in smaller firms and the desire to see them fulfill their economic and social potential have resulted in legislative reform and widespread initiatives by governments and other institutions designed to support and protect the smaller operators in their commercial endeavours. Similarly, in the post-industrial knowledge economy people have risen in prominence over other organisational resources as a key source of competitive commercial advantage. The role of intellectual capital in securing business success has fuelled the development of management technology and methods designed to enhance the contribution of human resources to business performance. Heralded by many as the defining managerial approach for enterprises that wish to build sustainable competitive advantage in the markets of today and the future, SHRM has come to the fore as a means to re-evaluate the importance of human contribution to business outcomes and guide management practice in leveraging the latent potential of a company's human assets. ... In general, the management of business strategy was found to possess low levels of structure and formality, effectively merging into the collective activities associated with owning and operating a small business. Similarly, when compared with the key elements of a strategic human resource management framework constructed specifically for this study, the data indicated that the strategic management of people is prevalent in smaller firms but that this again represents only partial adoption of normative models as commonly promoted for the larger business management context. It was concluded that the theoretical principles and concepts of SHRM demonstrate relevance for small companies on account of the status of the contemporary external commercial environment in which they must compete as well as the range of managerial benefits associated with strategic methodology and practice. However, currently there exist no suitable models of practice with supporting guidelines that respond to the unique contextual and operational needs and experiences typical of smaller firm owner-managers.
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Taylor, Joyce. "An analysis of the adoption of the initiative Investors in People in Northern Ireland." Thesis, University of Ulster, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.365944.

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Haglund, Julia, and Cecilia Ljungberg. "Human Resource Management i småföretag : En kvalitativ studie om småföretags organisering, aktiviteter och utmaningar av det (strategiska) HRM-arbetet." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-105468.

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The purpose of this study was to make an inventory of how small businesses work with HRM. The study is based on a qualitative research strategy with a deductive research approach. Data collection was conducted through five interviews with managers or HRM practitioners in small businesses. The results of the study show that small businesses work with HRM even though most do not have a specific HRM-manager. How HRM work is organized and carried out is adapted to needs, operations and business strategy. We can distinguish common working methods for HRM in small companies, but we can also state that the working methods differ to some extent between the companies. Clear common denominators are that well-being, participation and family feeling permeate the companies' HRM strategies and how they work with different HRM methods. While some parts of HRM work are more strategic, large parts are of a more informal nature. Our results also show that small businesses can gain benefits by adopting more strategic approaches.
Syfte: Syftet med studien är att inventera på vilka sätt småföretag arbetar med HRM.  Metod: Studien utgår från en kvalitativ forskningsstrategi med en deduktiv forskningsansats. Datainsamlingen har erhållits via fem semistrukturerade intervjuer med HRM-ansvariga från småföretag.  Teori: Studiens teoretiska referensram består av det resursbaserade synsättet, eftersom det är ett synsätt vilket ligger till grund för teorier om HRM. Det följs av en redogörelse för teorier om HRM och dess strategiska utveckling SHRM. För att presentera mer ingående vad tidigare forskning föreslår kring hur organisationer kan arbeta effektivt med HRM, presenteras AMO-modellen följt av identifierade ur HRM-litteraturen, viktiga HRM-metoder. Löpande redogörs för tidigare forskning i småföretag.  Empiri och analys: Respondenter från fem intervjuade småföretag har fått berätta om företagens HRM-arbete. Frågor som ställts har utgått från den teoretiska referensramen och behandlat HRM-arbetets organisering, aktiviteter och utmaningar. Genom att analysera empirin har studiens resultat framkommit.  Resultat: Studiens resultat visar att småföretag arbetar med HRM trots att de flesta saknar specifik HRM-ansvarig. Hur HRM-arbetet organiseras och utövas anpassas efter behov, verksamhet och affärsstrategi. Vi kan urskilja gemensamma arbetssätt för HRM i småföretag, men kan även konstatera att arbetssätten till viss del skiljer sig åt mellan företagen. Tydliga gemensamma nämnare är dock att trivsel, delaktighet och familjekänsla genomsyrar företagens HRM-strategier och hur de arbetar med olika HRM-metoder. Medan vissa delar av HRM-arbetet är mer strategiskt, är stora delar av mer informell karaktär. Resultatet visar att småföretag kan erhålla fördelar genom att anta mer strategiska tillvägagångssätt.
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Pantzar, Kristoffer, and Jimmie Podgorniak. "How to inspire Chinese employees to become more innovative? : a study of HRM practices in Swedish companies operating in China." Thesis, Högskolan Kristianstad, Sektionen för hälsa och samhälle, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-9679.

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Since China opened up to the outside world in 1978, a tremendous economic development took place. China is today still a fast growing economy. With a huge population that makes up for an enormous market along with relatively low labor costs, China is very attractive for foreign companies. When foreign companies expand and establish in China, many aspects must be taken into consideration. Aspects like cultural differences must be considered by the foreign managers as well as how to manage the Chinese employees in human relations. Having innovative employees are beneficial to any company. However, the way to influence employees to be innovative can differ from one culture to another. There is little research done on Swedish companies operating in China and how they influence their Chinese employees to be innovative. The aim of this thesis is to provide some insight into this matter. The thesis takes a deductive approach, and the investigation is performed quantitatively by a survey. The survey is answered by the Chinese employees that are currently working in Swedish companies where they are to rank the presence of several Strategic Human Resource Management practices. Also, their perceptions on Chinese cultural aspects are investigated. The results from this thesis will point out the most successful practices in influencing the Chinese employees’ innovativeness, but also the cultural factors that can obstruct innovativeness. This research may be of value for Swedish companies, as well for Swedish managers hoping to establish themselves in China.
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Gavrilova, Aguilar Mariya. "Examination of the Alignment between the SHRM Competency Model and Undergraduate Syllabi of Human Resources and Management Degree Programs in Texas." Thesis, University of North Texas, 2016. https://digital.library.unt.edu/ark:/67531/metadc849740/.

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The purpose of this study was to provide a snapshot of current Human Resources (HR) and Management curricula of four-year public universities in Texas in 2016 and evaluate their alignment with the competencies of the SHRM Competency Model®. This study used a mixed methods approach and analyzed course syllabi for a purposeful sample of 21 public universities in Texas. The course objectives referenced explicitly and/or implicitly all nine competencies. Three courses encompassed all nine competencies, and 84% of all programs demonstrated alignment with the competencies. “Business Acumen”, “Critical Evaluation”, “Communication” and “Relationship Management” were the most frequently referenced competencies in course syllabi. “Consultation” appeared the least frequently. This comprehensive analysis revealed that there is alignment between course curricula of public universities in Texas and competency expectations of graduates wishing to pursue a career in Human Resources. Recommendations applied to four areas including scholarship, university administration, professional associations, and practitioners.
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Farah, Assaad. "The role of human, social and organizational capital in the interconnections between knowledge workers' perception in HR practices and, their organizational commitment and job satisfaction." Thesis, University of Bath, 2011. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.541248.

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Elm, Dana, and Rebecca Grindeland. "Strategic Human Resource Management : en kvalitativ studie om organisationens förmåga att behålla nyckelmedarbetare." Thesis, Högskolan Väst, Avd för företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-11146.

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Under de senaste decennierna har HRs roll förändrats inom organisationerna. Från att vara enlägre administrativ funktion har HR ökat i betydelse och anses idag vara en strategisk resurs,vilket har lett till att begreppet SHRM myntats. Inom SHRM återfinns rekrytering, hanteringav humankapitalet och bevarande aktiviteter. Fokus bör ligga på bevarandet av nyckelmedarbetaresom är viktiga för organisationens konkurrenskraft på arbetsmarknaden när det idag tillstor del är arbetstagarens marknad. Syftet med vår studie är att undersöka hur organisationeranvänder HR-funktionen för att locka nyckelmedarbetare att stanna kvar, med fokus på framgångsfaktorer för ett lyckat strategiskt HR-arbete, samt dess påverkan på det psykologiska kontraktet. Vi har använt oss utav kvalitativa intervjuer med tre informanter som ingår i en organisations ledningsgrupp. Materialet har sammanställts och analyserats genom en tolkande ansats där vi med stöd av tidigare forskning identifierat relevanta begrepp som undersökts empiriskt. De slutsatser som vi kan dra om SHRM som arbetssätt är att det krävs kunskap och insikt hos ledningen om vad för potential HR-funktionen har att bidra med till organisationen för att kunna implementera SHRM som arbetssätt. Angående bevarande åtgärder för att behålla nyckelmedarbetare bör organisationer först och främst tillkännage att nyckelmedarbetare finns för att de ska kunna motiveras till att vilja arbeta med bevarande aktiviteter för att behålla dessa. Vi kan även dra slutsatsen att det psykologiska kontraktet bortprioriteras när personalomsättning har blivit en naturlig del av organisationens vardag.
Great changes have occurred in HR over the last few decades. From being a lower, administrativefunction, HR has developed to a strategic resource in, operating in the higher levels of the organization, which has lead to the development of SHRM. Within the field of SHRM we can find recruitment, management of human capital and activities to decrease turnover. Attention should be paid to retain key employees whom are of great importance for creating a competitive advantage for the organization on the labor market. The purpose of this study is to investigate how organizations use the HR-function to increase retention among key employees; focusing on success factors for a strategic HR-work and its effect on the psychological contract. We've used qualitative interviews containing three informants that represent an organizations operational management team. The material has been assembled and analyzed through an interpreting approach where we, supported by theories and previous research, have identified relevant terms that have been investigated empirically. A conclusion regarding SHRM, as a practice, is that it demands a high level of knowledge and insight within the operational management team regarding the diversity of HR and how it can contribute to the organization in order to be implemented within the organization. Regarding activities to decrease turnover to keep key employees, organizations primarily need to signify the existence of key employees to even consider wanting to work with these kinds of activities. Furthermore, we have identified the lack of priority that the psychological contract gets if turnover has become a natural part of the everyday life within the organization.
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Books on the topic "SHRM"

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Society for Human Resource Management (U.S.). SHRM 2000 FMLA survey. Alexandria, Va. (1800 Duke St., Alexandria 22314-3499): Society for Human Resource Management, 2000.

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Cohen, Debra, and Letty Kluttz. SHRM undergraduate HR curriculum study. Edited by Society for Human Resource Management (U.S.). Alexandria, VA: Society for Human Resource Management, 2003.

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Collison, Jessica. SHRM/CareerJournal.com job recovery survey. Alexandria, VA: Society for Human Resource Management, 2003.

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Esen, Evren. SHRM human resource outsourcing survey report. Alexandria, VA: Society for Human Resource Management, 2004.

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Collison, Jessica. SHRM March 2003 current events survey. Alexandria, VA]: Society for Human Resource Management, 2003.

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Lockwood, Nancy. SHRM assurance of learning assessment: Preparation guidebook. Alexandria, VA: Society for Human Resource Management, 2011.

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Society for Human Resource Management (U.S.) and Bureau of National Affairs (Washington, D.C.), eds. Cumulative author & subject index: SHRM-BNA series. Washington, D.C: Bureau of National Affairs, 1992.

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Claus, Lisbeth M. SHRM/SHRM Global Forum's the maturing profession of human resources in the United States of America survey report. Alexandria, VA: SHRM, 2004.

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Gere, Deb. 2002 recruiter budget/cost survey: SHRM/recruitment marketplace. Alexandria, VA: Society for Human Resource Management, 2002.

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SHRM Symposium on the Future of Strategic HR (2005 Washington, D.C.). The SHRM Symposium on the Future of Strategic HR. [Alexandrid, Va: Society for Human Resource Management, 2005.

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Book chapters on the topic "SHRM"

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Malik, Ashish. "Institutional Theory and SHRM." In Springer Texts in Business and Economics, 43–51. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-13-0399-9_5.

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Holbeche, Linda. "The changing context for SHRM." In Aligning Human Resources and Business Strategy, 59–85. 3rd ed. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003219996-4.

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Malik, Ashish. "Special Topics in SHRM & ER." In Springer Texts in Business and Economics, 141–54. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-13-0399-9_14.

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Malik, Ashish. "Strategic Choice and SHRM & ER." In Springer Texts in Business and Economics, 53–62. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-13-0399-9_6.

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Bassett-Jones, Nigel. "SHRM and the Management of Change." In Strategic Human Resource Management, 99–124. London: Routledge, 2023. http://dx.doi.org/10.4324/9781315630557-8.

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Bassett-Jones, Nigel. "SHRM and the Management of Innovation." In Strategic Human Resource Management, 86–98. London: Routledge, 2023. http://dx.doi.org/10.4324/9781315630557-7.

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Malik, Ashish. "SHRM & ER: The Resource-Based View." In Springer Texts in Business and Economics, 35–42. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-13-0399-9_4.

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Cunningham, J. Barton. "Using a SHRM Balanced Scorecard as a Strategic Framework." In Strategic Human Resource Management in the Public Arena, 25–46. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-43241-4_2.

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Bassett-Jones, Nigel. "A Critical Evaluation of the Systems Perspective, When Applied to SHRM." In Strategic Human Resource Management, 61–74. London: Routledge, 2023. http://dx.doi.org/10.4324/9781315630557-5.

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Salvans Blanch, Montserrat, Anna Maria Gil-Lafuente, M. Luisa Sole Moro, and Sefa Boria-Reverter. "The Fit Between Corporate Entrepreneurship and Innovation in the Organizational Performance Through SHRM." In Computational and Decision Methods in Economics and Business, 121–43. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-93787-4_7.

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Conference papers on the topic "SHRM"

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"Which Comes First e-HRM or SHRM?" In 2nd International Workshop on Human Resource Information Systems. SciTePress - Science and and Technology Publications, 2008. http://dx.doi.org/10.5220/0001731600400050.

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Jingliang, Ran, and Long Chengchun. "Research on the theoretical model of SHRM system." In 2011 International Conference on E-Business and E-Government (ICEE). IEEE, 2011. http://dx.doi.org/10.1109/icebeg.2011.5882441.

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Liu, XiangYang, and Qifei He. "A Study about the Fit between SHRM and Business Strategy." In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5998013.

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Zahid Raza Rizvi, Syed, Khusro P. Malik GPHR, Farooq Akbar, Aftab H. Malik, and Syed Kazim Raza Naqvi. "Implementation of SHRM IA process model on Chinese assignees in Pakistan." In EM2010). IEEE, 2010. http://dx.doi.org/10.1109/icieem.2010.5646579.

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Gaižauskienė, Laura, and Živilė Tunčikienė. "Mutuality, empowerment and fit in creative knowledge work performance." In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.057.

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Abstract:
Purpose – the purpose of the article is to reveal the role of the three dimensions – mutuality, empowerment and fit – in organizational performance and productivity with the main emphasis on creative knowledge work. The scientific problem could be expressed in the goal to identify the relationships between these elements and elicite research gaps to be filled. Research methodology – the methodology of the article used consists of scientific literature review, analyses and synthezes, structural equation modelling. Findings – in the part of the literature review the theoretical models are presented as the base and grounding for the creation of an empirical model. Research limitations – the main limitation of this research is the exclusion of risks and hazards in the workplaces as the focus is on the main positive factors which influence the performance. Avoiding negative dimensions limits prevention of emerging forces which usually require recourses. By investigating risk elements may give a more accurate view to the whole picture in organizations. Practical implications – the practical implication of the research results may identify the areas in SHRM policies which could require new or improved practices. Originality/Value – there are very limited number of researches which combine human resource and knowledge management, so the main novelty of this study is to answer one questions specific to one discipline by using findings of the other field
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Edwards, Stephen A., and Olivier Tardieu. "SHIM." In the 5th ACM international conference. New York, New York, USA: ACM Press, 2005. http://dx.doi.org/10.1145/1086228.1086277.

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Ye, Qing, Liang Cheng, Mooi Choo Chuah, and Brian D. Davison. "SHIM." In the 2007 international conference. New York, New York, USA: ACM Press, 2007. http://dx.doi.org/10.1145/1280940.1280977.

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"Message from Shri Shri Vishwavallabha Theertha Shripaadaru." In 2020 IEEE International Conference on Distributed Computing, VLSI, Electrical Circuits and Robotics (DISCOVER). IEEE, 2020. http://dx.doi.org/10.1109/discover50404.2020.9278120.

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Vasudevan, Nalini, and Stephen A. Edwards. "Celling SHIM." In the 2009 ACM symposium. New York, New York, USA: ACM Press, 2009. http://dx.doi.org/10.1145/1529282.1529649.

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Wu, Jing, and H. T. Mouftah. "Integrated Shim Layer." In Optical Fiber Communication Conference. Washington, D.C.: OSA, 2001. http://dx.doi.org/10.1364/ofc.2001.wdd1.

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Reports on the topic "SHRM"

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Sumner, T. SAS4A/SASSYS-1 Validation with the EBR-II Tests SHRT-17 and SHRT-45R. Office of Scientific and Technical Information (OSTI), April 2022. http://dx.doi.org/10.2172/1867361.

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Sumner, Tyler S., and Thomas Y. C. Wei. Benchmark specifications and data requirements for EBR-II shutdown heat removal tests SHRT-17 and SHRT-45R. Office of Scientific and Technical Information (OSTI), May 2012. http://dx.doi.org/10.2172/1432465.

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Politzer, Peter, and Fakher Abu-Awwad. Some Approximate Kohn-Sham Molecular Energy Formulas. Fort Belvoir, VA: Defense Technical Information Center, April 1998. http://dx.doi.org/10.21236/ada343015.

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Hanson A. H., Brown N., and D. J. Diamond. Effect of Shim Arm Depletion in the NBSR. Office of Scientific and Technical Information (OSTI), February 2013. http://dx.doi.org/10.2172/1079873.

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Doerry, Armin. Beam spoiling a reflector antenna with conducting shim. Office of Scientific and Technical Information (OSTI), December 2012. http://dx.doi.org/10.2172/1088051.

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Nordmark, E., and M. Bagnulo. Shim6: Level 3 Multihoming Shim Protocol for IPv6. RFC Editor, June 2009. http://dx.doi.org/10.17487/rfc5533.

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Komu, M., M. Bagnulo, and K. Slavov. Sockets Application Program Interface (API) for Multihoming Shim. Edited by S. Sugimoto. RFC Editor, July 2011. http://dx.doi.org/10.17487/rfc6316.

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Englert, Christoph R., John M. Harlander, Jeffrey C. Owrutsky, and J. T. Bays. SHIM-Free Breadboard Instrument Design, Integration, and First Measurements. Fort Belvoir, VA: Defense Technical Information Center, November 2005. http://dx.doi.org/10.21236/ada441898.

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Stevens, Ralph Robert. Modeling adhesive debonding using the shim layer modeling approach. Office of Scientific and Technical Information (OSTI), October 2019. http://dx.doi.org/10.2172/1571581.

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Zagrai, Andrei N. Embedded Ultrasonics for SHM of Space Applications. Fort Belvoir, VA: Defense Technical Information Center, July 2012. http://dx.doi.org/10.21236/ada566383.

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