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Artículos de revistas sobre el tema "Strategic human resource management"

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Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 20 de febrero de 2023

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1

M. Vijayalakshmi, M. Vijayalakshmi y Dr P. Natarajan Dr. P. Natarajan. "Strategic Human Resource Management for Competitive Advantag". Indian Journal of Applied Research 2, n.º 1 (1 de octubre de 2011): 24–27. http://dx.doi.org/10.15373/2249555x/oct2012/10.

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2

Lado, Augustine A., Randall S. Schuler y Susan E. Jackson. "Strategic Human Resource Management". Academy of Management Review 25, n.º 3 (julio de 2000): 677. http://dx.doi.org/10.2307/259320.

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3

Perry, James L. "Strategic Human Resource Management". Review of Public Personnel Administration 13, n.º 4 (octubre de 1993): 59–71. http://dx.doi.org/10.1177/0734371x9301300405.

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4

Elçin qızı Muradzadə-Abdullayeva, Gülanə. "Importance of Strategic Human Resource Management". SCIENTIFIC RESEARCH 09, n.º 5 (22 de mayo de 2022): 62–67. http://dx.doi.org/10.36719/2789-6919/09/62-67.

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İnsan resursunun strateji idarə edilməsi termini 1990-cı illərdən geniş istifadə edilməyə başlayıb. İnsan resursunun strateji idarə edilməsi insan resursunun idarə edilməsi ilə strateji idarəetmə arasında interfeysdir. Başqa sözlə, o, təşkilatın gələcək inkişafının və məqsədlərinə nail olunmasının onun insan resursları siyasətləri və təcrübələri ilə necə dəstəklənəcəyini təsvir edir. Bacarıqlı, qabiliyyətli və motivasiyalı işçi qüvvəsinin olması rəqabət üstünlüyü üçün əsas kimi qəbul edilir və insan resurslarının strateji idarə edilməsi yüksək keyfiyyətli işçilərin işə götürülməsinə, dəstəklənməsinə və inkişaf etdirilməsinə yönəldilmişdir. Bu məqalədə strateji insan resurslarının idarə edilməsinin mahiyyəti, əsas xüsusiyyətləri, modelləri, alətləri araşdırılır və bu anlayışın əhəmiyyətindən bəhs edilir. Açar sözlər: insan resursları, insan resursunun idarəedilməsi, insan resurslarının strateji idarəedilməsi, strategiya, təşkilat, idarəetmə Gulana Elchin Muradzade-Abdullayeva Importance of Strategic Human Resource Management Abstract The term strategic human resource management have widely been used since the 1990s. Strategic human resource management is the interface between human resource management and strategic management. In other words, it describes how the future development of the organisation and the achievement of its objectives can be supported by its human resources policies and practices. Having a skilled, capable and motivated workforce is perceived as fundamental to competitive advantage and strategic human resource management is oriented towards recruiting, supporting and developing high-quality employees. This article researches the essence, main characteristics, models, tools of strategic human resource management and importance of this notion is discussed. Key words: human resources, human resource management, strategic human resource management, strategy, organization, management

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Boon, Corine, Rory Eckardt, David P. Lepak y Paul Boselie. "Integrating strategic human capital and strategic human resource management". International Journal of Human Resource Management 29, n.º 1 (5 de octubre de 2017): 34–67. http://dx.doi.org/10.1080/09585192.2017.1380063.

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6

Chlivickas, Eugenijus, Palmira Papšienė y Arnas Papšys. "HUMAN RESOURCES: STRATEGIC MANAGEMENT ASPECTS". Business, Management and Education 8, n.º 1 (20 de diciembre de 2010): 51–65. http://dx.doi.org/10.3846/bme.2010.04.

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The following processes pose challenges for the organization: self-establishment in the market economy, restructuring, globalization, development of techniques and technology, formation of information society, development of a knowledge economy, change of the society economic situation and democratic processes. In the organization which is constantly changing a new approach to the organization is formed. It is viewed as an operating system where company employees, i.e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organizational goals. In the constantly changing organization a new approach to the organization is formed. It is viewed as an operating system where company employees, i. e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organization objectives. Human resource management process cannot be separated from the strategy. Strategic human resource management is a part of strategic management concept in the organization. Theoretical provisions for the management of human resources, presented in the academic literature, confirm the influence of this functional area of management on the overall organization performance results. For the organization, which is operating in the global market, it is essential to manage existing or potential labor resources effectively. One of the main staff evaluation criteria is the effectiveness of personnel management. New tendencies encourage closer association of human resource management with organization strategy. “Four-C” model competence, commitment, compliance and cost efficiency is helpful in assessing the effectiveness of organization human resources policies conformity with its strategy.

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7

Ramapriya, M. y Dr S. Sudhamathi. "Models of Strategic Human Resource Management and Human Resources Policies". International Journal of Management Research and Social Science 7, n.º 4 (2 de enero de 2021): 116–21. http://dx.doi.org/10.30726/ijmrss/v7.i4.2020.74022.

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8

Baker, David. "Strategic human resource management: performance, alignment, management". Librarian Career Development 7, n.º 5 (mayo de 1999): 51–63. http://dx.doi.org/10.1108/09680819910276347.

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9

Brauns, Melody. "Aligning Strategic Human Resource Management To Human Resources, Performance And Reward". International Business & Economics Research Journal (IBER) 12, n.º 11 (29 de octubre de 2013): 1405. http://dx.doi.org/10.19030/iber.v12i11.8179.

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In a rapidly changing business environment, one may recognise the words the only thing constant in life is change by French author Francois de la Rockefoucauld. Yet, with on-going change, it can be difficult to know what to do and how to do it. The world out there is harsh and competition is fierce. Indeed, the world is changing at a rapid pace. Therefore, both public and private sectors have to plan for the future and prepare for any unforeseen circumstance. This paper will discuss the link between Strategic Human Resource Management, Human resources, Performance and Reward, what we know, and the future direction of Strategic Human Resource Management. Strategic Human Resource Management involves making those decisions that define the overall vision, mission, core values and objectives of the organisation, thus determining the most effective utilisation of its resources. Walker (1992: 16) states that Strategic Management enables managers to respond to environmental changes based on a defined business mission, vision and values. Strategies are directional plans that guide management actions in the pursuit of opportunities. In essence, strategies point the way for the most promising changes. They are plans that give direction and address people related business issues. Human Resource strategies are important because they help determine how to manage people in relation to business strategies. Strategic Human Resource Management aligns Human Resources, which is necessary for the success of the organisation.

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10

Anggraeni, Indra y Eny Lestari Widarni. "Strategic Human Resource Management, Regulatory Violation and Job Satisfaction in Indonesia". SPLASH Magz 1, n.º 2 (21 de abril de 2021): 93–96. http://dx.doi.org/10.54204/splashmagzvol1no1pp93to96.

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This study aims to investigate the level of employee job satisfaction, employee compliance with work regulations and strategic human resource management by conducting online interviews with 349 government and private employees in Indonesia by random sampling using the LinkedIn application then quantifying them for regression using the autoregression moving average model. We find that the level of employee satisfaction is positively related to employee compliance with job regulations and the level of quality management of strategic resources in companies or government institutions.

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11

Naser Alolayyan, Main, Mohammad Sharif Alyahya y Dana Ahmad Omari. "Strategic human resource management practices and human capital development: The role of employee commitment". Problems and Perspectives in Management 19, n.º 2 (27 de mayo de 2021): 157–69. http://dx.doi.org/10.21511/ppm.19(2).2021.13.

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

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12

Sulisnaningrum, Ema y Agatha Braun. "Strategic Human Resource Management, Regulatory Violation and Job Satisfaction in Malaysia". SPLASH Magz 1, n.º 2 (21 de abril de 2021): 97–100. http://dx.doi.org/10.54204/splashmagzvol1no1pp97to100.

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This study aims to determine the level of employee job satisfaction, employee compliance with work regulations and human resource management strategies by conducting online interviews with 512 government and private employees in Malaysia by random sampling, then quantifying for regression using the autoregression moving average model. We find that the level of employee satisfaction is positively related to employee compliance with job regulations and the level of quality of strategic resource management in companies or government agencies.

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13

John, Ancy y T. G. Kalarani. "Strategic Human Resource Management: An Overview". International Journal of Management Studies V, n.º 4(9) (31 de octubre de 2018): 41548. http://dx.doi.org/10.18843/ijms/v5i4(9)/02.

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14

Neamat, Sevar. "Human Resource Management with Strategic Development". Journal of Civil Engineering Frontiers 1, n.º 1 (7 de diciembre de 2020): 16–19. http://dx.doi.org/10.38094/jocef117.

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The development in globalization helped a lot of countries to consider China as a noticeably improved state in its technical, substructure, industrial, and producing possessions with facilities. Despite these signs of progress, there is an area of investigation for undertaking a rough spreading of revenue that has produced dogmatic and socio-economic difficulties in the republic. The aim of research to determine the character of managing the human resources aptitude in carrying growth and creativity competencies in standing the market. This study concentrated on the qualitative analysis of researches concentrated on planned and humanoid reserve management. An investigation assessment discovered that these human-related organizations are a vital obligation in shaping the business competences. Though, as the business retains increasing, the performance and progress of workers want to save up the covering up of the international marketplace. Open-handed some direction, training, and exercise consider as one of the good savings in developed the competencies. Client faithfulness is a decisive issue of the presentation of the corporation.

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15

Benevene, Paula y Michela Cortini. "Human resource strategic management in NPOs". Journal of Workplace Learning 22, n.º 8 (26 de octubre de 2010): 508–21. http://dx.doi.org/10.1108/13665621011082873.

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16

Grundy, Tony. "Human resource management—a strategic approach". Long Range Planning 30, n.º 4 (agosto de 1997): 474–517. http://dx.doi.org/10.1016/s0024-6301(97)00030-7.

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17

Ahammad, Mohammad F., Keith W. Glaister y Emanuel Gomes. "Strategic agility and human resource management". Human Resource Management Review 30, n.º 1 (marzo de 2020): 100700. http://dx.doi.org/10.1016/j.hrmr.2019.100700.

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18

Hussey, D. E. "Human resource management: A strategic view". Strategic Change 4, n.º 1 (enero de 1995): 1–2. http://dx.doi.org/10.1002/jsc.4240040101.

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19

Artis, Curtis R., Brian E. Becker y Mark A. Huselid. "Strategic human resource management at Lucent". Human Resource Management 38, n.º 4 (1999): 309–13. http://dx.doi.org/10.1002/(sici)1099-050x(199924)38:4<309::aid-hrm4>3.0.co;2-e.

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20

Harris, Barbara R., Mark A. Huselid y Brian E. Becker. "Strategic human resource management at Praxair". Human Resource Management 38, n.º 4 (1999): 315–20. http://dx.doi.org/10.1002/(sici)1099-050x(199924)38:4<315::aid-hrm5>3.0.co;2-m.

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21

Barber, Deborah, Mark A. Huselid y Brian E. Becker. "Strategic human resource management at Quantum". Human Resource Management 38, n.º 4 (1999): 321–28. http://dx.doi.org/10.1002/(sici)1099-050x(199924)38:4<321::aid-hrm6>3.0.co;2-u.

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22

Kirn, Steven P., Anthony J. Rucci, Mark A. Huselid y Brian E. Becker. "Strategic human resource management at Sears". Human Resource Management 38, n.º 4 (1999): 329–35. http://dx.doi.org/10.1002/(sici)1099-050x(199924)38:4<329::aid-hrm7>3.0.co;2-3.

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23

Nuangjamnong, Chompu y Stanislaw Paul MAJ. "Strategic Human Resource Management in International Organizations". Modern Applied Science 11, n.º 5 (8 de abril de 2017): 1. http://dx.doi.org/10.5539/mas.v11n5p1.

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

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24

Abidin, Annisa y Herison Pandapotan Purba. "Pengaruh Strategic Human Resource Management terhadap Organizational Resilience". Buletin Riset Psikologi dan Kesehatan Mental (BRPKM) 2, n.º 1 (24 de mayo de 2022): 528–38. http://dx.doi.org/10.20473/brpkm.v2i1.34623.

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Penelitian ini bertujuan untuk mengetahui pengaruh strategic human resource management terhadap organizational resilience. Potret bisnis dan ekonomi yang terus berubah mendesak organisasi untuk menjadi resilien guna memastikan kelangsungan dan pertumbuhan bisnis. Meningkatnya tingkat ketidakpastian di lingkungan eksternal menjadikan resiliensi organisasi sebagai perhatian utama dalam literatur manajemen strategis sebagai konsep penting bagi organisasi. Data diperoleh dengan metode survei dan menggunakan instrumen Strategic Human Resource Management 27 item () dan Benchmark Resilience Scale (BRT-13) 13 item (), Hasil analisis penelitian ini menunjukkan bahwa SHRM berpengaruh secara signifikan terhadap resiliensi organisasi (p < 0,001). Analisis lebih lanjut juga menemukan adanya pengaruh variabel demografis yakni masa kerja dalam mempengaruhi organizational resilience.

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25

Praveen Kumar. "Strategic HRM for Organisational Sustainability". Global Journal of Management and Sustainability (MAS) [ISSN: 2583-4460] 1, n.º 2 (18 de enero de 2023): 9–14. http://dx.doi.org/10.58260/j.mas.2202.0108.

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The verbal confrontation on the connection amongst supportability and human resource management is getting increasingly consideration in the scholarly level and among specialists. The jolt for developing another idea – practical human resource management – is connected with extensive variety of the reasons (as the negative impact of human resource management on human resources) and these themes are the object of the examination in this paper. Because of the way that there is no agreement on meaning of reasonable human resource management, the idea is seen in a lot of ways and distinctive models of economical human resource management are proposed. The paper intends to look at hypothetically the connection amongst manageability and human resource management by dissecting the different constituents of reasonable human resource management and by presenting the model for feasible human resource management, which includes the qualities of the idea and the negative results of human resource management on people.

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26

Chew, Irene Keng-Howe y Peifen Chong. "Effects of strategic human resource management on strategic vision". International Journal of Human Resource Management 10, n.º 6 (enero de 1999): 1031–45. http://dx.doi.org/10.1080/095851999340107.

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27

McGregor, Eugene B. "The Public Sector Human Resource Puzzle: Strategic Management of a Strategic Resource". Public Administration Review 48, n.º 6 (noviembre de 1988): 941. http://dx.doi.org/10.2307/976989.

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28

Lundy, Olive. "From personnel management to strategic human resource management". International Journal of Human Resource Management 5, n.º 3 (septiembre de 1994): 687–720. http://dx.doi.org/10.1080/09585199400000054.

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29

Ankrah, Ebenezer y Evans Sokro. "HUMAN RESOURCE INFORMATION SYSTEM AS A STRATEGIC TOOL IN HUMAN RESOURCE MANAGEMENT". Problems of Management in the 21st Century 5, n.º 1 (5 de diciembre de 2012): 6–15. http://dx.doi.org/10.33225/pmc/12.05.06.

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The purpose of this research is to identify specifically, how the use of Human Resource Information Systems (HRIS) contributes to the effectiveness of strategic human resources management and to examine the strategic importance of using HRIS at the workplace. Relevant review of various HRIS literature were undertaken which culminated into the development of a conceptual model and the formulation of hypotheses to test the proposal that there is relationship between independent variables- HRIS- and the dependent variables- Cost and Time Savings (CTS), Decision Making Contribution (DMC), Quality Information Effects (QIE) and Employment Development Commitment (EDC). The research uses data generated from 34 respondents from insurance companies in Ghana: SSNIT, ELAC, Vanguard, and Donewell. Data was analyzed using SPSS software. It has been found that HRIS adoption and use have a strong and positive effect on CTS and DMC. Essentially, organizations that divert concerted efforts towards HRIS adoption and use have a high likelihood of cutting down cost and saving time, and also ensure better contributions to strategic decision making. Further findings suggest that insurance organizations map up a strategic plan before implementation goes underway. Financial and resource appraisal in relation to the ability to start and sustain HRIS use are critical. HRIS enables HR professionals and supervisors to manage complex information entities and to plan HR efficiently also, organisations that intend using HRIS should thoroughly educate its employees- not only HR staff- so that internal awareness can facilitate the acceptance of the system. Key words: human resource information system, strategic human resource management, strategic decision making.

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30

Kramar, Robin. "Beyond strategic human resource management: is sustainable human resource management the next approach?" International Journal of Human Resource Management 25, n.º 8 (16 de julio de 2013): 1069–89. http://dx.doi.org/10.1080/09585192.2013.816863.

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31

Clipa, Catalin. "Positioning Romania on the European Cluster Map of Strategic Human Resource Management". New Trends and Issues Proceedings on Humanities and Social Sciences 3, n.º 4 (22 de marzo de 2017): 137–45. http://dx.doi.org/10.18844/gjhss.v3i4.1538.

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32

Wang, Xiao. "Strategic Human Resource Management and Corporate Performance". Modern Economy 10, n.º 01 (2019): 311–33. http://dx.doi.org/10.4236/me.2019.101021.

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33

Schuler, Randall S. "Strategic Human Resource Management and Industrial Relations". Human Relations 42, n.º 2 (febrero de 1989): 157–84. http://dx.doi.org/10.1177/001872678904200204.

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34

O’Sullivan, Neil. "Human resource management, strategic and international perspectives". Action Learning: Research and Practice 15, n.º 2 (2 de mayo de 2018): 202–6. http://dx.doi.org/10.1080/14767333.2018.1464750.

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35

Hendry, Chris y Andrew Pettigrew. "The Practice of Strategic Human Resource Management". Personnel Review 15, n.º 5 (mayo de 1986): 3–8. http://dx.doi.org/10.1108/eb055547.

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36

Teo, Stephen T. T., Bhavini Lakhani, David Brown y Teemu Malmi. "Strategic human resource management and knowledge workers". Management Research News 31, n.º 9 (18 de julio de 2008): 683–96. http://dx.doi.org/10.1108/01409170810898572.

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37

Ekhsan Abang Othman, Abang. "Strategic integration of human resource management practices". Cross Cultural Management: An International Journal 16, n.º 2 (mayo de 2009): 197–214. http://dx.doi.org/10.1108/13527600910953937.

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38

Wright, Patrick M. y Gary C. McMahan. "Theoretical Perspectives for Strategic Human Resource Management". Journal of Management 18, n.º 2 (junio de 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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39

Yukl, Gary y Rubina Mahsud. "Linking Strategic Leadership and Human Resource Management". NHRD Network Journal 2, n.º 5 (abril de 2009): 44–49. http://dx.doi.org/10.1177/0974173920090508.

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40

Saul, P. "Change: The Strategic Human Resource Management Challenges". Asia Pacific Journal of Human Resources 25, n.º 1 (1 de marzo de 1987): 80–89. http://dx.doi.org/10.1177/103841118702500110.

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41

Singh, Manjari y Neharika Vohra. "Strategic Human Resource Management in Small Enterprises". Journal of Entrepreneurship 14, n.º 1 (marzo de 2005): 57–70. http://dx.doi.org/10.1177/097135570401400104.

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42

Caldwell, Cam, Do X. Truong, Pham T. Linh y Anh Tuan. "Strategic Human Resource Management as Ethical Stewardship". Journal of Business Ethics 98, n.º 1 (4 de julio de 2010): 171–82. http://dx.doi.org/10.1007/s10551-010-0541-y.

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43

Truss, Catherine y Lynda Gratton. "Strategic human resource management: a conceptual approach". International Journal of Human Resource Management 5, n.º 3 (septiembre de 1994): 663–86. http://dx.doi.org/10.1080/09585199400000053.

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44

Kouhy, Reza y Rishma Vedd. "Performance measurement in strategic human resource management". International Journal of Business Performance Management 2, n.º 1/2/3 (2000): 137. http://dx.doi.org/10.1504/ijbpm.2000.000073.

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45

KEPES, SVEN, JOHN E. DELERY y NINA GUPTA. "STRATEGIC HUMAN RESOURCE MANAGEMENT: A SYSTEMS PERSPECTIVE." Academy of Management Proceedings 2008, n.º 1 (agosto de 2008): 1–6. http://dx.doi.org/10.5465/ambpp.2008.33664436.

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46

Evans, Paul A. L. "The strategic outcomes of human resource management". Human Resource Management 25, n.º 1 (1986): 149–67. http://dx.doi.org/10.1002/hrm.3930250111.

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47

Peery, Newman S. y Mahmoud Salem. "Strategic management of emerging human resource issues". Human Resource Development Quarterly 4, n.º 1 (1993): 81–95. http://dx.doi.org/10.1002/hrdq.3920040108.

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48

McCowan, Rodney A., Ulli Bowen, Mark A. Huselid y Brian E. Becker. "Strategic human resource management at Herman Miller". Human Resource Management 38, n.º 4 (1999): 303–8. http://dx.doi.org/10.1002/(sici)1099-050x(199924)38:4<303::aid-hrm3>3.0.co;2-z.

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49

SHAROV, A. G., Z. A. IVANOVA y M. G. PIKALKINA. "HUMAN RESOURCE MANAGEMENT AS A MANAGEMENT FUNCTION". EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 2, n.º 3 (2020): 82–84. http://dx.doi.org/10.36871/ek.up.p.r.2020.03.02.014.

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This article discusses and analyzes the issues of strategic human resources management. This term means an integrated approach to developing strategies that enable enterprises to achieve their global goals.

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Hendry, Chris. "Personnel and Human Resource Management in Britain". German Journal of Human Resource Management: Zeitschrift für Personalforschung 8, n.º 3 (agosto de 1994): 209–38. http://dx.doi.org/10.1177/239700229400800303.

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Personnel management in Britain continues to evolve with the adoption of ideas from human resource management (HRM). This has been controversial, however, due to the antagonism which many academics have for an American import which signifies (for them) an attack on the structures of collective bargaining. For personnel professionals, it has been seen as a slight on their pretensions to take a strategic approach to employment, and to threaten their exclusive claims to professional expertise. The paper attempts to separate reality from myth by reviewing the progress of HRM in terms of four criteria - commitment, flexibility, quality, and strategic integration - which are commonly associated with HRM. It concludes that strategic integration is the most important differentiating factor, but that there is more than one emerging model of HRM. Finally, it proposes employment systems and skill as two essential concepts for a strategic perspective.

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