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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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SHEPPECK, MICHAEL A. "SHRM Configurations and Perceived Organizational Performance." Academy of Management Proceedings 1998, no. 1 (August 1998): E1—E24. http://dx.doi.org/10.5465/apbpp.1998.27666995.
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Inayati, Titik. "STRATEGI MANAJEMEN SDM, ORIENTASI PASAR, DAN KINERJA UKM." Jurnal Organisasi dan Manajemen 14, no. 2 (September 30, 2018): 120–31. http://dx.doi.org/10.33830/jom.v14i2.157.2018.
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This study aims to analyze Strategic Human Resource Management (SHRM) and market orientation towards business performance with innovation as an intervening variable for SMEs. This study uses primary and secondary data with descriptive quantitative methods. Analysis using the Anova test. The study population was all leather shoe SMEs in Mojokerto with a sample size of 34 SME shoe products in Mojokerto, East Java Province. Techniques for selecting samples with certain criteria. The results showed that SHRM and market orientation had a significant positive effect on business performance with innovation as an intervening variable. Intervening innovation variables are not the only mediating SHRM relationships and market orientation on business performance, there are other mediating variables.
Penelitian ini bertujuan untuk menganalisis Strategic Human Resource Managemen (SHRM) dan orientasi pasar terhadap kinerja usaha dengan inovasi sebagai variabel intervening pada UKM. Penelitian menggunakan data primer dan sekunder dengan metode kuantitatif deskriptif. Analisis menggunakan uji Anova. Populasi penelitian seluruh UKM sepatu kulit di Mojokerto dengan ukuran sampel 34 UKM produk sepatu di Mojokerto, Provinsi Jawa Timur. Teknik memilih sampel dengan kriteria tertentu. Hasil penelitian menunjukkan bahwa SHRM dan orientasi pasar memiliki pengaruh positif signifikan terhadap kinerja usaha dengan inovasi sebagai variabel intervening. Variabel intervening inovasi bukan satu-satunya pemediasi hubungan SHRM dan orientasi pasar terhadap kinerja usaha, terdapat faktor variabel pemediasi lainnya.
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Noor Al-Jedaiah, Mohamad, and Rokaya Albdareen. "The effect of strategic human resources management (SHRM) on organizational excellence." Problems and Perspectives in Management 18, no. 4 (November 11, 2020): 49–58. http://dx.doi.org/10.21511/ppm.18(4).2020.05.
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Human resources at different levels are the executives of organizational tasks toward excellence. Missing the track of human resources will leave the organization behind. The objective of this research is to investigate the effect of SHRM components on organizational excellence. The study was applied to industrial organizations in Industrial City in Northern Jordan. A quantitative approach was used to accomplish the objectives. A questionnaire was used to collect data. The questionnaire was composed of three parts: the first part designed to collect demographic data, the second part designed to collect information about SHRM (recruitment, training, development, and career development), the last part designed to collect information about organizational excellence. A simple random sample of 120 organizations’ managers was studied. The results showed that the data collection tool was reliable. The results showed that training was of high concern by managers to reach excellence, followed by organizational development, then career development, and the least evaluation was for recruitment. The SHRM components affect the components of organizational excellence (customer satisfaction, technology deployment, product quality, and competitiveness) (p &lt; 0.05). Recruitment was the highest contributor to organizational excellence related to technology deployment, product quality, and competitiveness, but customer satisfaction was affected by development and career development. The study recommended that the organization connect the SHRM strategy with the other organization activities that lead to excellence with the recruitment process’s concentration as it affects the products of the organizations.
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Zhao, Yapu, Wenhong Zhang, Depeng Liu, Fenghua Bao, and Longwei Tian. "Service implementation in manufacturing firms." Management Decision 55, no. 4 (May 15, 2017): 648–61. http://dx.doi.org/10.1108/md-12-2015-0605.
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Purpose Given the importance of frontline employees in implementing the service strategy, the purpose of this paper is to examine whether service-orientated human resource management (SHRM) practices are important organizational antecedents to help manufacturing firms gain the benefit of the service strategy. Furthermore, the paper also explores whether SHRM practices promote manufacturing firms’ performance through demand-side search. Design/methodology/approach This study employs survey methodology to examine a research model that explores whether and how SHRM practices influence manufacturing firms’ performance through demand-side search. Data from 151 high-tech manufacturing firms in a science park of China are analyzed to test the research model. Findings This study finds that SHRM practices can enhance manufacturing firms’ performance, and demand-side search plays a mediating role in this relationship. Research limitations/implications Depending on a single science park in China to provide cross-sectional subjective data for the core variables and the choice of firms limits the capacity to generalize the findings. Practical implications These findings suggest that during transition to service business model, manufacturing firms should design supported organizational systems, especially SHRM practices, and commit to demand-side search as an efficient means to gain the benefit of the service strategy. Originality/value The study highlights the crucial role of SHRM practices in the implementation of the service strategy, as well as the mediating role of demand-side search. These results provide some new insights to explain the inconsistent findings in the servitization literature.
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Ray Chaudhuri, Manodip, and Shweta Mukherjee. "Exploring the Aura of Strategic HRM for Organizational Dexterity." Asian Journal of Managerial Science 11, no. 2 (October 28, 2022): 7–11. http://dx.doi.org/10.51983/ajms-2022.11.2.3238.
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Strategic Human Resource Management (SHRM) covers the entire HR strategies used by organizations and attempts to quantify their influence on the performance of the organization. SHRM is a process for evolving and executing HR strategies that are associated with business plans and help the organization attain its objectives. This paper will explore the impression of SHRM in organization skillset and the link between strategic human resource management practices and organizational performance while using the resource-based view (RBV) approach in organizations. Existing research has highlighted or recommended that organizations use either a comprehensive and integrated approach or the best fit strategy to acquire a strategic advantage. The significance of SHRM for businesses will be discussed in this paper. The purpose of this paper is to inform people by providing an insight into the different components connected with Personnel Management and SHRM. It was possible to find many studies on these topics, and the most relevant ones were taken into consideration. To avoid the accumulation of too much data, redundancy, and irrelevance to present activities, the period of the 1990s has been taken into consideration. The method of collecting data is secondary, hence, the majority of the literature was sourced from internet databases and reputable Indian and international books and publications.
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Roehl, Maximilian Tim. "The impact of SHRM on the psychological contract of employees." Personnel Review 48, no. 6 (September 2, 2019): 1580–95. http://dx.doi.org/10.1108/pr-02-2018-0063.
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Purpose The purpose of this paper is to provide a holistic and systematic conceptualization of the impact of strategic human resource management (SHRM) on the psychological contract. Specifically, this paper aims to explore how the alignment of HR-systems and organizational communication influences the congruence and breach of the psychological contract. Design/methodology/approach The paper applies the signaling theory as a lens to develop a typology of four “ideal types” of SHRM configurations, each characterized by differences in the alignment of the HR-system and communication quality. Based on this typology, the influence of these different SHRM configurations on the congruence and breach of the psychological contract is being proposed. Findings The typology shows that the alignment of HR-systems and communication quality impact differently on the formation and breach of the psychological contract. It highlights that employees require both, highly aligned HR-systems and a high-quality communication to form congruent contract perceptions. Originality/value The configurational arguments embedded in the typology allow the conceptualization of the interrelationships between the alignment of HR-systems, organizational communication and the congruence and breach of the psychological contract. The propositions derived from the typology can guide research on SHRM as an antecedent of the psychological contract and shed light on the role of the psychological contract as a linking mechanism between SHRM and the employees’ reactions.
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Gomes, Daniel Roque, Neuza Ribeiro, and Maria João Santos. "“Searching for Gold” with Sustainable Human Resources Management and Internal Communication: Evaluating the Mediating Role of Employer Attractiveness for Explaining Turnover Intention and Performance." Administrative Sciences 13, no. 1 (January 16, 2023): 24. http://dx.doi.org/10.3390/admsci13010024.
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Objective: The main objective of this study is to evaluate the impact of sustainable human resources management (SHRM) and internal communication (IC) on turnover intention (TI) and employee performance (PER) while assessing the mediating role of organizational attractiveness (AT) over these relationships. In this sense, this study intends to evaluate the effect of SHRM and IC on employee PER and TI, with AT acting as the mediator in a joint model of analysis. Methodology: To achieve the aforementioned purposes, a cross-sectional quantitative study was prepared using the Structural Equation Model (SEM). In total, 177 individuals participated in the study. Regarding gender, 62.4% were female. Participants came from all districts of Portugal and were aged from 21 years old to over 55 years old. Results: The main results show that both SHRM and IC are significantly correlated with AT, PER, and TI. Additionally, AT has a total mediation effect in the relationship between SHRM, PER, and TI and also between IC, PER, and TI. Practical implications: These results seem to support the need for organizations to invest in combined strategies and practices that aim to intertwine SHRM and IC towards the benefit of the worker. Both areas have been shown to have solid effects over PER and TI, as well as on the development of favorable worker perceptions that identify the organization as a good place to work. Practitioners should look at both SHRM and IC as valid ways of stimulating the quality of the worker–organization relationship. Incorporating these areas into common strategic planning and consecutive practices seems advisable regarding workers’ performance and employee retention.
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Kumar, Anil, Preeti Bhaskar, Simon Peter Nadeem, Mrinal Tyagi, and Jose Arturo Garza-Reyes. "Sustainability Adoption through Sustainable Human Resource Management: A Systematic Literature Review and Conceptual Framework." International Journal of Mathematical, Engineering and Management Sciences 5, no. 6 (December 1, 2020): 1014–31. http://dx.doi.org/10.33889/ijmems.2020.5.6.078.
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Sustainability is a key aspiration of most businesses as they face pressure from regulatory authorities as well as consumer demand for sustainable products. Sustainability discussion often revolves around the areas of raw materials, product and process design and innovation. However, the role of human resources is least discussed in this regard. This research utilises a systematic literature review approach to explores the concept of Sustainable Human Resource Management (SHRM) and identifies the indicators, drivers, barriers, and benefits of SHRM adoption. Based on the findings, an integrated conceptual framework that can be utilised by organisations for developing a long-lasting sustainability adoption through SHRM is proposed.
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Tompkins, Jonathan. "Strategic Human Resources Management in Government: Unresolved Issues." Public Personnel Management 31, no. 1 (March 2002): 95–110. http://dx.doi.org/10.1177/009102600203100109.
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The concept of strategic human resources management (SHRM) holds considerable promise for improving government performance. However, to realize this promise, it is necessary to invest the concept with clear meaning. This article explores unresolved issues regarding the meaning of SHRM and its relevance to public organizations. Arguing that the value of the concept is undermined by tying it too closely to strategic planning, the article offers an expanded, two-pronged understanding of SHRM. The personnel office, in addition to helping the agency implement strategic initiatives, also carries out an integrated personnel program guided by a coherent theory about what it should be doing and why.
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Harrison, Teresa, and Joshua D. Bazzy. "Aligning organizational culture and strategic human resource management." Journal of Management Development 36, no. 10 (November 13, 2017): 1260–69. http://dx.doi.org/10.1108/jmd-12-2016-0335.
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Purpose As strategic human resource management (SHRM) continues to grow as an important issue for organizations, it is imperative to examine all factors that contribute to the success and failure of the organization’s human resources (HR) and strategy implementation. The purpose of this paper is to demonstrate that organizational culture should be an integral factor when considering SHRM. The authors also present a model for the strategy-culture-SHRM linkage and propositions to guide future research. Design/methodology/approach The authors present a conceptual model proposing organizational culture as a moderator of the relationship between an organization’s strategy and SHRM. Findings In addition to the conceptual model, the authors present a number of testable propositions for determining how firm performance and effectiveness may depend on the linkage between strategy and the utilization of HR as a competitive advantage. Originality/value Currently, there is a lack of research regarding the conceptualization of organizational culture as a moderator between an organization’s strategy and SHRM. We discuss the importance of the alignment of HR both as a source of competitive advantage and an influence on an organization’s strategy. The authors integrate the current research to create arguments for testable propositions and future research directions. The authors also argue that misalignments may occur which may prove detrimental to the organization.
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Saks, Alan, and Jamie A. Gruman. "Making organizations more effective through organizational socialization." Journal of Organizational Effectiveness: People and Performance 1, no. 3 (September 2, 2014): 261–80. http://dx.doi.org/10.1108/joepp-07-2014-0036.
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Purpose – The purpose of this paper is to consider the potential effects of organizational socialization on organizational-level outcomes and to demonstrate that organizational socialization is an important human resource (HR) practice that should be included in research on strategic human resource management (SHRM) and should be part of a high-performance work system (HPWS). Design/methodology/approach – This paper reviews the research on SHRM and applies SHRM theory and the ability-motivation-opportunity model to explain how organizational socialization can influence organizational outcomes. The implications of psychological resource theories for newcomer adjustment and socialization are described and socialization resources theory is used to explain how organizational socialization can influence different indicators of newcomer adjustment. Findings – An integration of SHRM theory and organizational socialization research indicates that organizational socialization can influence organizational outcomes (operational and financial) through newcomer adjustment (human capital, motivation, social capital, and psychological capital variables) and traditional socialization/HR outcomes such as job satisfaction, organizational commitment, job performance and reduced turnover. Practical implications – In this paper the authors describe the socialization resources that organizations can use to facilitate newcomer adjustment to achieve newcomer and organizational outcomes. Originality/value – This is one of the first papers to integrate the organizational socialization literature with SHRM theory and to explain how organizational socialization can influence organizational outcomes.
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Fahim, Marwa Gaber Ahmed. "Strategic human resource management and public employee retention." Review of Economics and Political Science 3, no. 2 (July 31, 2018): 20–39. http://dx.doi.org/10.1108/reps-07-2018-002.
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Purpose The purpose of this research is to explore the dynamics of using strategic human resource management (SHRM) practices in the public sector. More specifically, this paper tries to point out some main aspects of SHRM, which strongly influence the decision of employees to stay. The empirical study here tends to reveal greater insights into the SHRM-retention relationship and its validation at the National Bank of Egypt (NBE). Design/methodology/approach This research is co-relational in nature with cause and effect approach. The design of the study is both descriptive in the theoretical part and quantitative in the applied one. Theoretically, this paper adopted the analytical approach to define the main concepts, aside from an empirical study to investigate correlations in practice. Findings This paper concludes that the employment of best HRM practices is deemed a remarkable strategic tool in the retention of core public employees. Also, the results of analysis provide evidence that SHRM contributes to employee retention at NBE. Practical implications The findings and recommendations of this research can practically guide management to devise effective policies to improve employee retention using appropriate SHRM activities, particularly in the Egyptian public organizations. Originality/value This research has valuable implications for both theory and practice, as it offers several contributions to literature in the field of study, as well as the practical contribution.
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Fauziah, Nike Mutiara, and Andri Wahyu Prasetyo. "STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM) DI KEMENPAN-RB REPUBLIK INDONESIA." POPULIKA 8, no. 1 (January 21, 2020): 40–52. http://dx.doi.org/10.37631/populika.v8i1.135.
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This study focuses on change management towards Strategic Human Resource Management (SHRM) in the Ministry of Administrative and Bureaucratic Reform of the Republic of Indonesia (KemenPAN-RB). Considering on idea of change HR management towards SHRM which could not be implemented, and various issues related to human resource management in KemenPAN-RB. This study uses a qualitative method with postpositivis approach. The object of this research is the Ministry of Administrative and Bureaucratic Reform of The Republic of Indonesia as a unit of analysis. The data analysis technique in this research was conducted by triangulation of source. The results show the human resource management in KemenPAN-RB still Partial Human Resource Management in managing human resources, because of human resource management are still not integrated which causes various problems in aspects of competency management, recruitment and selection, human resource development, performance appraisal, career management and total reward system. The idea of change towards SHRM could not be implemented due to various influence factors. There are some factors influenced implementing of SHRM according to the result of author analysis taken from various interviews has been conducted those are Mindset factor, Organizational, Leadership, Sharing Knowledge, Infrastructure and HR Competency.
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Becker, Brian E., and Mark A. Huselid. "SHRM and job design: Narrowing the divide." Journal of Organizational Behavior 31, no. 2-3 (January 22, 2010): 379–88. http://dx.doi.org/10.1002/job.640.
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Forman, David C., and Debra J. Cohen. "The SHRM learning system?A brief history." Human Resource Management 38, no. 2 (1999): 155–60. http://dx.doi.org/10.1002/(sici)1099-050x(199922)38:2<155::aid-hrm12>3.0.co;2-a.
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Al Adresi, Alaeldeen, and Mohd Ridzuan Darun. "Determining relationship between strategic human resource management practices and organizational commitment." International Journal of Engineering Business Management 9 (January 1, 2017): 184797901773166. http://dx.doi.org/10.1177/1847979017731669.
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Due to high involvement of human resource management (HRM), it has been a challenge for the organization to manage the external turbulence like war or government policy changes. This makes the HRM department play a crucial role to manage their employees together with the welfare of the organization. The main purpose of the article is to investigate the relationship between strategic HRM (SHRM) practices and organizational commitment (OC). Hypothesis was developed considering seven key SHRM practices and OC and subsequently testing based on data from 52 oil and gas companies in Libya. The findings using structural equation modeling revealed that employees are more committed to the organization when they get best SHRM. Internal career ladders on job training and pay for performance were the key SHRM practices identified that influence employee’s commitment toward the organization. Further, it was shown that the employees are more concerned of their job security and dynamic working environment. Employees with the help of organizational support will be able to contribute to enhance OC.
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Daley, Dennis, Michael L. Vasu, and Meredith Blackwell Weinstein. "Strategic Human Resource Management: Perceptions among North Carolina County Social Service Professionals." Public Personnel Management 31, no. 3 (September 2002): 359–75. http://dx.doi.org/10.1177/009102600203100308.
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Strategic human resource management (SHRM) enhances productivity and the effectiveness of organizations. Research shows that when organizations employ such personnel practices as internal career ladders, formal training systems, results-oriented performance appraisal, employment security, employee voice/participation, broadly defined jobs, and performance-based compensation, they are more able to achieve their goals and objectives. Using a survey of North Carolina county social service professionals, this study examines (1) the extent to which strategic human resource management is perceived, (2) the relationship of these SHRM practices to demographic variables such as age, ethnic status, sex, education, supervisory status and tenure, and county population, and (3) the relationship between SHRM and outcome assessments for welfare reform (unemployment change and organizational report card measures). While SHRM practices are perceived to be present in North Carolina counties, they clearly are not a predominant feature. Weak demographic influences, especially in terms of population and supervisory status and tenure, are evident. Especially disturbing are the influences those demographic influences have on employment security. Few relationships are found (and those only weak) involving outcome assessments.
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Alfawaire, Fieras, and Tarik Atan. "The Effect of Strategic Human Resource and Knowledge Management on Sustainable Competitive Advantages at Jordanian Universities: The Mediating Role of Organizational Innovation." Sustainability 13, no. 15 (July 28, 2021): 8445. http://dx.doi.org/10.3390/su13158445.
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The higher education sector faces considerable competition around the world. Accordingly, universities need to make more efforts to increase their competitive advantages. This study aimed to empirically investigate the effect of organizational innovation (OI), knowledge management (KM), and strategic human resource management (SHRM), with a dependent variable of sustainable competitive advantages (SCAs), at Jordanian Universities. For this aim, a specially designed questionnaire has been distributed to study a convenience sample of 400 academic and administrative staff at Jordanian private and public universities, to obtain the required quantitative data. The study’s hypotheses were verified by Baron and Kenny’s mediation regression approach using the software Statistical Package for the Social Sciences (SPSS). The results of the study demonstrate that there is a significant positive relationship between the following pairs of variables: KM and SCA; SHRM and SCA; SHRM and OI; KM and OI; and OI and SCA, whereas OI was found to have a partial and indirect significant mediation impact on the direct relationship between KM and SHRM and universities (organizations) gaining SCAs. Finally, it was concluded that more attention needs to be paid to the OI aspect in organizations and to integrate it with KM and SHRM in a way that promotes SCAs. In addition, we propose that similar studies should be conducted in industries other than education or the education sector in different countries in a way that obtains generalized and representative results.
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Radvila, Gintautas, and Violeta Šilingienė. "Designing Remuneration Systems of Organizations for Sustainable HRM: The Core Characteristics of an Emerging Field." International Journal of Human Resource Studies 10, no. 2 (May 25, 2020): 252. http://dx.doi.org/10.5296/ijhrs.v10i2.17086.
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Successful business trends in the 21st century cover new factors where economic viability and sustainability should address not only the economic criterion, but also the human managerial one. This leads to the creation of effective sustainable work systems including remuneration systems as a part of sustainable human resource management. The basic research object of sustainable work systems is work intensity, which covers many possible approaches including remuneration systems of organizations. Effective remuneration systems enhance the performance and contribution of employees by controlling labor cost, motivating employees and involving them in organizational processes. Nevertheless, there is a lack of evidence for the sustainability of both theoretical and empirical research of remuneration systems. This article pursues validating theoretical concepts related to sustainable human resource management (SHRM) and remuneration systems by empirical disclosure of the expression of SHRM principles in the characteristics of remuneration systems. The purpose of this paper is to reveal the characteristics of remuneration systems of organizations in real SHRM in enterprises in Lithuania. In order to achieve this, a qualitative study was conducted using semi-structured interviews with 21 corporate HR managers. The study empirically substantiated the relationship between the principles of sustainable human resource management and remuneration characteristics. Results disclosed that as many as 10 of the 12 SHRM principles allow to identify the remuneration system as a sustainable work system. All the identified characteristics of the remuneration system reveal various principles of SHRM through different features and indicators. Furthermore, it confirms the economic, social and environmental nature of sustainable remuneration systems.
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McClurg, Lucy A. "Development And Evolution Of An Interactive HRM Course: A Case Study." College Teaching Methods & Styles Journal (CTMS) 1, no. 1 (July 21, 2011): 25. http://dx.doi.org/10.19030/ctms.v1i1.5216.
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A course in Human Resource consulting (Human Resources Field Research) was designed and implemented at a university in cooperation with the Society for Human Resource Management (SHRM). Students work with local business executives, SHRM representatives, and the class instructor to complete projects for the client business firms. Trial and error of practices in the class led to evolution of the course to its present state.
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Hinteregger, Christoph, Urs Baldegger, and Susanne Durst. "Exploring the Link Between Strategic Human Resource Management, Organizational Culture, and Corporate Entrepreneurship." management revue 33, no. 2 (2022): 135–60. http://dx.doi.org/10.5771/0935-9915-2022-2-135.
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Today's dynamic and highly volatile environment underlines the relevance of corporate entrepreneurship in all types of organizations to respond to current and forthcoming forces in a sustainable way. While extant research has identified several factors that impact corporate entrepreneurship, our understanding of how corporate entrepreneurship is impacted by strategic human resource management (SHRM) is underdeveloped. Drawing upon a dataset from 185 HR managers in Eastern Switzerland, Liechtenstein, and Western Austria, this study replicates the study of Wei et al. (2008) and examines the role of organizational culture in the SHRM adoption and implementation process and transfers their research design into the context of corporate entrepreneurship. The results indicate that SHRM impacts the implementation of organizational culture and that different HRM systems affect the implementation of different types of organizational culture.
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Saini, Shweta. "Sustainable Human Resource Management: A Conceptual Framework." ECS Transactions 107, no. 1 (April 24, 2022): 6455–63. http://dx.doi.org/10.1149/10701.6455ecst.
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Organizations now a days strive for sustainability to follow regulations, fulfill customer requirements for sustainable products and to remain competitive in the market. Sustainability is an approach creating long term value for the organization by focusing on social, economic and environmental aspects. The concept of sustainability is incorporated in various sectors such as manufacturing, consumer goods, and food etc., however limited studies are conducted by focusing human resources. Using a systematic literature review technique, this study discusses the research work on sustainable human resource management (SHRM). Based on the findings, a conceptual framework is proposed for effective implementation of sustainable human resource management practices. The framework highlights 19 factors that constitute the three pillars of SHRM i.e. economy, society and environment. The findings will be beneficial for academicians and practitioners interested in exploring SHRM implementation issues and challenges at the workplace.
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Li, Pingshu, Dhuha Abdulsalam, Saehee Kang, Rebecca M. Paluch, and DJ Steffensen. "Presentations of 2018 SHRM Foundation Dissertation Award Winners." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 18901. http://dx.doi.org/10.5465/ambpp.2019.18901symposium.
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Wright, Patrick M., and Gary C. McMahan. "Theoretical Perspectives for Strategic Human Resource Management." Journal of Management 18, no. 2 (June 1992): 295–320. http://dx.doi.org/10.1177/014920639201800205.
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Critics have argued that the field of human resource management (HRM) lacks a coherent theoreticalframework. This article attempts to further the theoretical development of SHRM through discussing six theoretical models (behavioral perspective, cybernetic models, agencyltransaction cost theory, resource-based view of the firm, power/resource dependence models, and institutional theory) that are usefulfor understanding both strategic and non-strategic determinants of HR practices. Finally, the implications of a stronger theoretical approach to SHRM research and practice are discussed.
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Channa, Nisar Ahmed, Syed Mir Muhammed Shah, and Niaz Hussain Ghumro. "Uncovering the Link between Strategic Human Resource Management and Crisis Management: Mediating Role of Organizational Resilience." Annals of Contemporary Developments in Management & HR 1, no. 2 (August 1, 2019): 15–27. http://dx.doi.org/10.33166/acdmhr.2019.02.003.
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The paper has attempted to examine a critical link between the strategic human resource management and crisis management. In this, the authors have taken a major drive to statistically test mediation and moderation simultaneously. Drawing upon the normal accident theory, the present study examined the link between strategic human resource management (SHRM) and crisis management through the mediation of organizational resilience. By adopting quantitative research approach, the data were collected from 176 HR managers of textile firms in Pakistan through survey method. The data were analysed by employing PLS-SEM technique. Results revealed that SHRM is positively linked with crisis management through the mediating effect of organizational resilience. In general, the results revealed that organizational resilience plays a key role in facilitating the relationship between SHRM and crisis management. The paper forwards notable implications for theory and practice followed by scope for future studies to enthusiastic scholars in the domain of HRM, strategic HRM and crisis management.
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Zehir, Cemal, and Dogan Basar. "The Relation between Learning Orientation and Variables of Firm Performance with Strategic Human Resources Management Applications in the Islamic Banks in Turkey." International Business Research 9, no. 3 (February 25, 2016): 40. http://dx.doi.org/10.5539/ibr.v9n3p40.
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<p>This study is aimed to research the relation between learning orientation and variables of firm performance with Strategic Human Resources Management (SHRM) Applications in the participation banks in Turkey. Labor force planning, education-development, assessing performance, reward system, and withholding employee are used as SHRM Applications. Firm performance is selected as only variable. It has been surveyed on participation banks in Turkey. Results inside the Strategic Human Resources Applications; it was detected that labor force planning is meaningfully impacting on labor force productivity and sales. On the other hand, labor force planning has no correlation with employee turnover rate which is one of the variable of organizational performance. Indeed, employee turnover rate is inversely correlated with sales of the company is detected.</p><p>This study is aimed to explore the impact of Strategic Human Resource Management Applications (SHRMA) on learning orientation and firm performance under the conditions of intensive competitive business world where we live today. The variables of the study are Strategic Human Resource Applications, learning orientation, and firm performance. In the analysis, high constative relations of these variables were discussed with a reductant approach. When all the factors are fixed except the variables learn orientation, SHRMA and firm performance, the results of the correlation analyses gives us that the learning orientation, has a significant one to one effect on SHRMA and Firm Performance factors. Moreover, the results of the analyses that SHRMA has a complete mediator variable effect on the relation between Learning Orientation and Firm Performance. This results state a high arity between the variables that we procured via the corresponding structure equation model.</p><p> </p>
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Das, Roshni, and Amitabh Deo Kodwani. "Strategic human resource management: a power based critique." Benchmarking: An International Journal 25, no. 4 (May 8, 2018): 1213–31. http://dx.doi.org/10.1108/bij-09-2016-0143.
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Purpose By undertaking a detailed review of the Strategic Human Resource Management (SHRM) discourse, the purpose of this paper is to uncover and explicate the power differentials embedded in the social structure of organizations and suggests ways to reconcile them. Design/methodology/approach Methods used are thematic review, content analysis, and inductive theorizing, with Foucault’s archaeological and genealogical analysis style as the overarching framework. Findings At the methodological level, the authors demonstrate the application of Foucault’s twin methods: archaeological and genealogical analysis. At the substantive level, the authors have two contributions. First, the authors critique and analyze the various themes of power that emerge from the SHRM discourse as well as the hybridized overlaps of SHRM with other organization studies topics of interest such as organizational learning, network studies, control and postmodernism. Second, the authors propose a “Power” theory based nomothetic, typological synthesis for crafting the business-facing human resource (HR) function. The power lens manifests as the meta-theory to guide a much required streamlining of constructs and “value laden” synthesis of the literature. Research limitations/implications The potential of critical theory in crafting situated and context-sensitive research propositions is demonstrated. Practical implications Organizational strategists and HR managers can utilize the proposed typology to better understand their current ideological positions and decide future aspired images. Originality/value This is a conversation between two paradigms, SHRM and power theory, that are epistemologically at two opposite poles.
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Kaudela-Baum, Stephanie, and Nada Endrissat. "Practicing Human Resource Strategy: Understanding the Relational Dynamics in Strategic HR Work by Means of a Narrative Approach." German Journal of Human Resource Management: Zeitschrift für Personalforschung 23, no. 2 (May 2009): 125–46. http://dx.doi.org/10.1177/239700220902300203.
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This article presents the results of a qualitative research project aimed at examining how Human Resource (HR) practitioners interpret HR strategy and strategic change. We will illustrate how they develop HR strategy by relying on a system of shared practices which, in turn, constitute the underlying relational dynamics. We argue that HR strategy is embedded in a (rhetorical) network of middle and top managers from HR departments and corresponding operational departments. This implies that HR strategy happens in a social process, more precisely in practices-in-use. Drawing on a systemic constructionist framework, the article discusses the nature of practices-in-use and presents findings from an inductive analysis of a qualitative HR study. The qualitative nature enabled us to shed light on previously neglected aspects of the field of strategic human resource management (SHRM). We will outline our research approach and method in detail and discuss its suitability for studying SHRM issues. The article concludes by proposing a new understanding of SHRM that will hopefully prove to be fruitful both in theory and practice.
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Massokolo, Rolly Hergode. "Effects of Human Resource Practices on the Performance of Vodacom-Drc Limited and Safaricom Limited." Journal of Human Resource &Leadership 6, no. 3 (October 3, 2022): 107–25. http://dx.doi.org/10.53819/81018102t4077.
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Human Resource practitioners and academics believe that Strategic Human Resource Management (SHRM) alongside Strategic Human Resource Practices (SHRP) have direct and positive impact on organizational performance. This belief is thought to be rather conventional as numerous studies across the globe on SHRM and SHRP on organizational performance have shown minimal results due to unknown factors. The purpose of this study determines the effects of training practices on organizational performance at Vodacom DRC Limited; to examine the influence of performance management practices on organizational performance at Vodacom DRC Limited; to examine the effect of recruitment and selection practices on organizational performance at VODACOM DRC Limited; lastly to determine the influence of employee relations practices on organizational performance at VODACOM DRC Limited. The research findings were based on two theories namely; employers search theory and human relations theory. The study used a survey research design as research design to investigate the selected strategic human resource practices and their effects on performance in which Vodacom-DRC Limited and Safaricom Plc was surveyed. The population sampled comprised of 385 respondents from the companies. The study findings presented used statistical procedure or models which includes tables, graphs, and percentages. In analyzing primary data, SPSS was used intensively. Data was finally computed to describe the characteristics of the variables in the study and also established the nature and magnitude of the relationships between the independent and dependent variables. The study findings revealed the influence that SHRP had on organizational performance and how it played its role in providing strategies related to human resource processes to enhance organizational performance. Future studies recommend the use of effective human resource management practices as the way to improve the overall output of employees and organizational performance. Keywords: Human resource practices, Training practices, Performance management practices, Recruitment and selection practices, Employee relations practices, Performance
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Michel, Eric J., Nitya Chawla, Xing Liu, Shoshana Schwartz, and Yu Yu. "Presentations from the 2019 SHRM Foundation Dissertation Award Winners." Academy of Management Proceedings 2020, no. 1 (August 2020): 10099. http://dx.doi.org/10.5465/ambpp.2020.10099symposium.
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Garcia-Carbonell, Natalia, Fernando Martin-Alcazar, and Gonzalo Sanchez-Gardey. "Is double fit a sufficient condition for SHRM success?" International Journal of Organizational Analysis 23, no. 2 (May 11, 2015): 264–84. http://dx.doi.org/10.1108/ijoa-01-2013-0638.
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Purpose – This paper aims to discuss the association between human resource management and performance from a process perspective, differentiating intended and implemented vertical and horizontal fit. Although researchers have examined deeply the relationship between these constructs, extant literature demonstrates inconclusive results. Previous studies have stressed the strategic importance of vertical and horizontal fit from a prescriptive view. Nevertheless, a deeper understanding, focused on management processes, is needed. Design/methodology/approach – This paper reviews and integrates two streams of strategic human resources management (SHRM) literature: the fit perspective, drawing on Martín-Alcázar et al.’s (2005) model, and the system strength approach, proposed by Bowen and Ostroff (2004). Findings – The conceptual analysis developed in this paper concludes that HRM system strength mediates the effects of an aligned strategy on performance. In this sense, the paper argues that success in implementation of the HRM strategy depends on employees’ perceptions about the system of policies and practices through which it is carried out. Additionally, organizational communication is considered as the mechanism to create a shared HRM meaning to translate to employees. Practical implications – Drawing on the theoretical discussions in the paper, the following implications for HRM practice are identified: the usefulness of the system strength construct as a tool to measure employees’ perceptions and anticipate potential problems at the implementation stage, the importance of organizational communication mechanisms, the relevance of formal and informal connections between HR managers and top executives and the need for specific training to promote HR managers’ communicational skills. Originality/value – This study examines the relationship between HRM and organizational performance by presenting a new model that integrates HRM strategy formulation and implementation, proposes employee perceptions concerning HRM are mediators of HRM strategy and firm performance, highlights the role of organizational communication in creating and managing shared HR messages and introduces system strength as an instrument to assess vertical and horizontal fit during implementation.
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Krulis-Randa, Jan S. "Strategic human resource management (SHRM) in Europe after 1992." International Journal of Human Resource Management 1, no. 2 (September 1990): 131–40. http://dx.doi.org/10.1080/09585199000000044.
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Farndale, Elaine, and Jaap Paauwe. "SHRM and context: why firms want to be as different as legitimately possible." Journal of Organizational Effectiveness: People and Performance 5, no. 3 (September 3, 2018): 202–10. http://dx.doi.org/10.1108/joepp-04-2018-0021.
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Purpose The purpose of this paper is to raise awareness that despite many calls for attention to a firm’s context in considering consequences for human resource management (HRM) and performance, research progress to date has been limited at best, although promising signs of change are emerging. Moreover, what has been defined as “performance” is coming under increasing scrutiny, with a more holistic concept emerging that balances both a firm’s financial performance and employee well-being. The question remains whether this is a mutual gains or conflicting outcomes situation for the firm vis-á-vis the employee. Design/methodology/approach This paper presents a framework that facilitates a broader context-centric analysis of the HRM and performance relationship. In so doing, the authors posit that context should no longer merely be an obligatory control variable in a research design, but instead should be explicitly incorporated in both theory development and empirical model testing. Findings The Contextual SHRM Framework demonstrates how key organizational actors can balance competitive, heritage and institutional mechanisms to create an appropriate strategic HRM (SHRM) system capable of delivering organizational outcomes that balance financial and employee well-being outcomes, which in the long run impact societal well-being that, in turn, recreates the firm’s operating context. At the heart of the framework is an iterative process between context and the SHRM system, achieving an appropriate level of dynamic fit across the various components. Practical implications In addition to empirical research, the framework has to date been widely used in executive development training, serving as a force field analysis tool allowing simultaneous consideration of the external and internal elements of a firm’s context, key organizational actors and SHRM system outcomes. HR professionals applying the framework to their organization can add value by demonstrating the clear linkage between the business strategy, the HRM system and the firm’s operating context. Originality/value This paper is designed to encourage new directions in future research and practice. The Contextual SHRM Framework is presented as a novel tool to facilitate advancement of the HRM and performance field of study.
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Adresi, Alaeldeen Al, and Mohd Ridzuan Darun. "Investigating mediating effect of perceived organizational support between SHRM practices and employee trust." International Journal of Engineering Business Management 9 (January 1, 2017): 184797901770113. http://dx.doi.org/10.1177/1847979017701131.
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This article examines the relationship between strategic human resource management (SHRM) practices, perceived organizational support (POS) and employee trust. Due to uncertainty in the business environment, the Libyan oil and gas companies have been unable to focus on their internal organizational strengths and weaknesses. It has been a challenge for the organizations to deal with their internal capabilities. Therefore, the proposed framework and its findings are expected to improve our understanding of the importance of human resources (HRs) to deal with an environment that is fraught with uncertainties. Some analysis of the work in this article was conducted and presented in 2015. This article is a part of large project and a quantitative survey approach was used, followed by a sample frame consisting of the Libyan oil and gas sector companies that employ at least 50 employees. Structural equation modelling techniques were used to analyse the data. The results indicate that oil and gas companies pursuing best SHRM practices along with POS achieve enhanced trust of employees. This provides better understanding about the importance of SHRM practices to assist HR practitioners to support and manage employees, subsequently leading to sustainable performance.
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Inagaki, Satoshi, Masamitsu Shimazawa, Koji Hamaguchi, Wataru Otsu, Tomoaki Araki, Yuji Sasaki, Yosuke Numata, Hideshi Tsusaki, and Hideaki Hara. "Anti-vascular Endothelial Growth Factor Antibody Limits the Vascular Leakage and Decreases Subretinal Fibrosis in a Cynomolgus Monkey Choroidal Neovascularization Model." Current Neurovascular Research 17, no. 4 (December 14, 2020): 420–28. http://dx.doi.org/10.2174/1567202617666200523163636.
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Objective: This study was conducted to evaluate the effects of anti-vascular endothelial growth factor (VEGF) antibody (bevacizumab) on vascular leakage and fibrosis in a monkey choroidal neovascularization (CNV) model. The relationship between fibrotic tissue and subretinal hyper-reflective material (SHRM), in optical coherence tomography (OCT) images, was also investigated. Methods: Experimental CNV was induced in male cynomolgus monkeys by laser photocoagulation. Intravitreal injection of bevacizumab at 0.5 mg/eye/dosing was initiated 2 weeks before or after laser irradiation and thereafter, conducted intermittently at 2- or 3-week intervals. Fluorescein fundus angiography (FA) and OCT imaging were conducted weekly from 2 to 7 weeks after laser irradiation. CNV leakage was evaluated by an established grading method using FA images. To assess the fibrosis and scarring, Masson’s trichrome specimens of each CNV lesion were prepared, and morphometric analysis was conducted using an image analysis software. Results: The effects of bevacizumab on vascular leakage were shown using an established evaluation method. Morphometric analysis of Masson’s trichrome-stained (MT) specimens revealed that collagen fiber synthesis was suppressed by bevacizumab pre-treatment (-29.2%) or post-treatment (-19.2%). SHRM was detected in OCT images in a monkey CNV model, and a significant correlation between the SHRM area in the OCT images and the collagen fiber area in the MT specimens was noted. Conclusion: In the established cynomolgus monkey CNV model, bevacizumab prevented blood leakage but could not completely suppress fibrosis. SHRM in the OCT images reflected retinal fibrous tissue in a laser-induced CNV monkey model. This model might be useful for elucidating the pathology and development therapy for neovascularization or fibrosis.
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Castro, Marcus Vinicius de Miranda, Mariana Lopes de Araújo, Andréia Miguens Ribeiro, Gisela Demo, and Pedro Paulo Murce Meneses. "Implementation of strategic human resource management practices: a review of the national scientific production and new research paths." Revista de Gestão 27, no. 3 (May 15, 2020): 229–46. http://dx.doi.org/10.1108/rege-10-2018-0102.
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PurposeThe strategic human resource management (SHRM) emerged in the middle of the 1980s and is currently seen as a relevant research and practical field in the area of business administration (Kaufman, 2015). Its academic relevance has been receiving international attention due to the importance of the strategic performance of human resource management (HRM) (Jackson, Schuler, & Jiang, 2014). It is possible to define SHRM as a vertical connection between HRM practices and international strategy and horizontally as the congruence among the several human resource practices (Wright & McMahan, 1992).Design/methodology/approachTaking into consideration the emerging research gaps in the area, the necessity to bring to attention the implementation of policies and strategic practices of human resource management became prominent. Our study characterizes the national scenario regarding this specific research theme. For such, we developed a bibliometric review of national journals in the area of business administration with level Qualis B2 [1] or above, described the institutionalization of the research in Brazil and established a sociogram with research relationship networks in the country.FindingsBetween 1997 and 2017, only 19 articles on the implementation of SHRM were published in the 32 journals researched. The characterization of the studies indicates a predominance of qualitative articles, which adopt as methodological approach the case study, and most of them use interviews and content analysis as techniques of data collection and analysis, respectively. The use of such investigation tools is in line with the nature of the phenomenon studied. The scenario indicates that the implementation of SHRM is still a developing theme in Brazil.Research limitations/implicationsThere is a lack of studies that combine the use of qualitative and quantitative approaches and focus on public organizations. Besides, the results indicate the need to diversify the methodological approaches used. Regarding the institutionalization of research in Brazil, it is possible to notice the growth of research groups investigating SHRM, even though their only focus does not rely on implementation. The academic production regarding the theme is regionally located in the state of São Paulo, even though academic production is also to be found in a decentralized way in the country, with rare networks.Practical implicationsThis way, the main contribution of this article is the accomplishment of the first bibliometric review regarding the implementation of SHRM in Brazil, showing the scientific community that the theme still presents a gap to be explored in national studies and showing human resource professionals and the society that the transformational switch of human management to organizational outcomes – despite prolific in the academia – still has not been realized in practice.Social implicationsIn the articles analyzed, the most common finding was that the effective implementation of SHRM and strategic practices of HR, such as the competency management, still deserves attention of the academia through the accomplishment of deeper qualitative studies that exhibit not only interfering factors but also the initiatives that must be adopted by the organization to favor the implementation process.Originality/valueThe interventions occurred in an organization can or cannot stem from an articulated HR strategy. Some policies can be implemented without a previous explicit planning, and other planned strategies may never even be effectively implemented (Truss & Gratton, 1994). As reported by Kaufman (2015), some critical success factors to a large-scale organizational change – which is necessary for the effective adoption of strategic HR models – are the commitment of leaderships and a carefully planned and managed implementation. For such, it is necessary to manage programmed organizational changes properly and to act promptly on the cultural pressure perceived by all levels of the organization (Guest, 1987). Such premises are associated with the SHRM perspective proposed by Wright and Snell (1998), in which the authors claim that the main role of HR is to implement organizational strategies. Lengnick-Hall et al. (2009) present a research agenda that highlights the need to give more emphasis on issues related to the implementation of strategic human resource management, specifically regarding the vertical and horizontal alignment of HR systems.
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Khawaja, Khurram Jawad, Sarwer Azhar, and Attique Arshad. "Examining Strategic human resource management and organizational effectiveness in Pakistani organizations." International Journal of Human Resource Studies 4, no. 3 (August 20, 2014): 214. http://dx.doi.org/10.5296/ijhrs.v4i3.5992.
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PurposeSHRM is facing potential theoretical challenge in terms of unveiling “black box” mystery lies between logical and strategic application of SHRM and its impact on organizational effectiveness. To explore the gap between HR contribution and competitive advantage gained by the organizations, a viable mediating framework is needed in SHRM.Design/Methodology/ApproachIn the awake of rising world interest in SHRM, this paper aimed to analyze the scholarly works on SHRM those offer to stimulate mechanisms and configurations through which SHRM can serve to improve organizational effectiveness. Outcome of the debate is likely to use in future empirical research.FindingsOrganization needs to distinguish itself in performance and strategy from the other organizations. Improvement in resources helps the organizations to gain competitive advantage. Resource-based view of the firm used as a lens for this study explains that difference in business’s performance is dependent upon resources owned by the business. This study attempts to offer a framework that proposes a strategy to distinguish itself in performance. HRM management set up in an organization gets influenced by HR system, and practices prevalent in the organization, workforce skills, employee level of competence, employee commitment and engagement. An organization cannot remain aloof from the repercussions of extraneous conditions such as political, economic, sociological, technological, legal and environment.Limitations and Future Research DirectionsThis conceptual study is limited to state and status of strategic HRM activities in Pakistani organizations. Future study may conduct empirical research by including employee perceptions as unit of analysis at the province level.Practical Implications The study is of great value to Pakistani organizations to excel on organizational effectiveness to optimize financial performance. This study offers a practical and rudimentary framework to implement desired strategic human resource management to gain organizational effectiveness.Key wordsSHRM, organizational effectiveness, Pakistan, framework
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Mansour, Nizar, Emna Gara, and Chiha Gaha. "Getting inside the black box." Personnel Review 43, no. 4 (May 27, 2014): 490–514. http://dx.doi.org/10.1108/pr-03-2013-0052.
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Purpose – The purpose of this paper is to explore, and eventually unlocking, the “black box” problem by addressing the potential mediating role of human capital and organizational commitment in the relationship between high performance work systems (HPWS) and perceived firm performance in the Tunisian financial industry. Design/methodology/approach – Based on the strategic human resource management (SHRM) theory, the authors developed a model that links HPWS to perceived organizational performance through human capital and employee organizational commitment. Data collected from 351 respondents was considered. Multiple regression analysis was then used to assess the research hypotheses. Findings – Data collected from 351 respondents suggest that HPWS positively affect perceived firm performance through first, enhancing the firms’ human capital; and second, developing positive organizational commitment attitude among employees. In addition, a direct relationship between HPWS and firm performance was found. Research limitations/implications – The research focussed on the perceived performance of the organization rather than financial measures. Also, because data were collected from a sample of Tunisian financial companies, results of this study are not generalizable. Originality/value – More than two decades after the earliest contributions, the SHRM scholars believe that the “black box” problem is still accurate and, therefore, needs to be addressed in an effective way. At a general and broad level, the authors believe this study contributes to the SHRM literature by successfully addressing two critical “black box” elements, i.e. human capital and organizational commitment. Also, since there is a lack in such research in Tunisia, an icon country of the Arab spring, this paper provides theoretical basis for future research and managerial implications for Tunisian business leaders and HR managers. Finally, this research is extending the current empirical SHRM literature by addressing the critical role of HRM in the largely understudied field of financial services industry.
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Chopra, Rajiv. "Strategic Human Resource Management and its Impact on Organisational Performance." Global Journal of Enterprise Information System 9, no. 3 (September 27, 2017): 89. http://dx.doi.org/10.18311/gjeis/2017/16057.
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<p>In Today’s volatile environment, organizations are facing emerging challenges in the form of Competitive advantage. Human resources are the assets for an organisation. These assets play a major role towards enhancing the performance of a company. HRM Practices facilitate the development of completeness among the company employees that are specific to an organisation. Strategic HRM focuses on the setting up of a causal link between the overall strategic objectives of an organisation and its HR strategy and its implementation. This research concludes that there exists a positive relationship between good HR practices and business performance. The understanding of casual linkage between the SHRM practices and organisational performance of business enables the HR managers to design programmes that would lead to better operational results. It also helps the organisation to perform better and achieve higher goals. In this paper, the concept that human resources are an important source of competitive advantages has been emphasised. Thereafter, SHRM is defined. Specific examples from academic researchers have been considered to emphasise the influence of SHRM practices on the performance of an organisation. The conclusion reached is that the way an organisation manages, and sustains its human resources has a remarkable relationship with its performance and achievements.</p>
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Anwar, Syaiful, and Erna Herlina. "THE IMPACT OF STRATEGIC HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE." Jurnal Indonesia Sosial Teknologi 3, no. 12 (December 23, 2022): 1303–9. http://dx.doi.org/10.36418/jist.v3i12.555.
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Strategic Human Resource Management (SHRM) is concerned with the role human resource management systems play in firm performance, primarily focusing on the alignment of human resources as a means of gaining competitive advantage. The purpose of this research is to identify the Impact of Strategic Human Resource Management (SHRM) on Performance Organizations. The method used is literature by using an approach that uses specific examples from academic research on the impact of human resource strategy management on organizational performance. From this review, descriptions and conclusions will be drawn for later evaluation into new research that can be implied in the organization. The results and discussion are divided into 3, namely Human Resources as a Source of Competitive Advantage, the Strategic Role of Human Resources, and the impact of Strategic Human Resource Management (SHRM) on Performance Organizations. Based on the results of the analysis in this study it can be said that human resources are a source of sustainable advantage, while, traditionally, the costs associated with developing HR strategies as operational costs, these costs would be better off as an investment in assets. Then, the direct source found in this study is human resources which rarely have an effect on company performance.