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The Practice of Strategic Human Resource Management
Abstract
In the United States in the last few years there has developed a notion of “strategic human resource management” (HRM). As with other high-sounding phrases in the management of people, first reactions are likely to divide between “let's have some of it” to “it won't work here”, with the latter possibly predominating. Where American pragmatism inclines towards trying new things to see if they work, British pragmatism tends to mean sticking with the actual and the evidently possible. Nevertheless, reviewing ideas which run ahead of practice can, on occasion, be useful in suggesting new possibilities. This article will review the implications of “strategic HRM” and ask whether it has any relevance to some of the issues which currently exercise personnel managers in the UK — notably, decentralising the personnel function and increasing workforce flexibility.
... It is suggested that firms that engaged in a strategy formulation process that systematically and reciprocally considers human resources and competitive strategy will perform better than others (Lengnick-Hall and Lengnick-Hall, 1988). There is also an implicit but untested hypothesis that a good fit will be associated with superior performance (Hendry and Pettigrew, 1986). ...
... Although there is not abundant specific literature relating directly HRD and PM, the above table clearly shows that there is a linkage of HRD dimensions such as skill Becker and Gerhart (1996) To compete globally it is necessary to improve continually in performance by reducing costs, innovating products and process, and to improve quality, productivity, and speed to market Lengnick-Hall and Lengnick-Hall (1988) An HR system can be a unique source of competitive advantage especially in the situation of high fits between its internal and external components. It is suggested that firms that engage in a strategy formulation process that systematically and reciprocally considers human resources and competitive strategy will perform better than the others Hendry and Pettigrew (1986) There is also an implicit but untested hypothesis that a good fit will be associated with superior performance MacDuffie and Krafcik (1992) Lean production is more effective than a mass production system to increase both productivity and quality. However, the success of a lean production system depends on high commitment human resource policy, broad job classification, multi-skilling practices, profit/gain sharing, a reciprocal psychological commitment between a firm and employees, employment security and reduction of status barrier Delaney and Huselid (1996) Progressive HRM practices (including staffing, training and incentive competition) are positively related to perceptual measures of organizational performance Huselid (1995) High performance work practices (e.g. ...
Purpose-A firm's competitiveness depends on its capacity to manage performance and improve the development of the skills and competencies of employees-creating a learning environment. Although the Nepalese economy has embraced an open market policy and is attempting to join the global market, competitive advantage is being hindered by a failure to address human resource development (HRD) and by poor performance management (PM) practices. This paper seeks to address this issue. Design/methodology/approach-The research article raises three research questions: What is the concept of PM-how does it relate to HRD? What is the PM and HRD context and what are the associated issues in Nepalese organizations? and How could new structure and roles improve HRD for PM? In order to answer these research questions Anglo-Saxon and Nepalese literature is reviewed. Findings-In order to manage PM in Nepalese organizations a clear link between organizational objectives and outcomes should be established by developing a human capital base in organizations. HRD professionals help to integrate HRD functions and organizational objectives by creating a learning environment. Research limitations/implications-The study is not survey-based and thus information is largely collected from published literature rather than perceptions of employees, management and labour unions and the authenticity of the prescribed four-column-model is yet to be tested. Originality/value-A four-column model comprising HRD and PM context, PM issues, HRD issues, and the new HRD structure and functions is developed and can be used as a framework for undertaking future research. This framework is the main contribution of the paper.
... The strategic roles of human resource management (HRM) in gaining a competitive advantage have been studied quite extensively and for a long period of time (e.g., Hendry and Pettigrew 1986;Wright and Snell 1991). After the publication of the Bruntland Commission Report (WCED 1987), a new wave of HRM debate has emerged, known as sustainable HRM (SHRM), to address the internal and external sustainability challenges such as ensuring work-life quality, conserving ecology, inclusive development, and ultimately to create value for society in the last two decades (Aust et al. 2020;Jabbour and Santos 2008;Ehnert 2009a;Vickers 2005;Kramar 2014;WCED 1987) without compromising economic dimensions of the enterprises (Ehnert 2009b). ...
... Research in the past suggests that firms that engage in a strategy formulation process that systematically and reciprocally considers human resources and competitive strategy will perform better than others (Lengnick-Hall and Lengnick-Hall 1988). There is also an implicit but untested hypothesis that a good fit will be associated with superior performance (Hendry and Pettigrew 1986). Huselid (1995) infers that high-performance work practices, such as contingent pay, hours per year after initial training, job analysis, hiring from within vs. outside, grievance procedures, formal performance appraisal, and promotion rules, are closely related to lower employee turnover and greater productivity and corporate financial performance. ...
This research aims to explore the degree of sustainable development goals (SDGs) integration in Nepalese enterprises’ human resource management (HRM) systems. It is exploratory research that applies both qualitative and quantitative techniques. The research indicates that although some SDGs’ supporting activities are undergoing in enterprises, they are unaccounted for and not reported. Despite some of the enterprises’ activities having HRM practices to support SDGs 1, 2, 8, and 12, they do not cascade from top-level objectives, strategies, and planning. A holistic perspective of sustainable human resource management (SHRM) is required to mitigate future environmental, social, and economic challenges. Regarding the implications of the research, this research provides a number of trailing dots to enterprises and researchers that need to be filled by drawing a line. Since the concept of sustainability is understood just in the form of corporate social responsibility in Nepalese enterprises, the responses of the respondents were difficult to comprehend in the form of sustainability to solve the SDGs-related challenges. No research has been conducted in the past in the field of sustainable HRM in Nepalese enterprises. Therefore, an additional novelty that can be derived from this research could be beneficial for other low- and middle-income countries.
... Then, Jhajharia and Kaur (2015) investigated the business-HRM strategy fit to understand the implications of the organisational strategy-HRM linkage. Although early SHRM models-Matching, Warwick, and Harvard-established a relationship between the overall HRM architecture and organisational strategy, identifying western contextual factors impacting the linkage (Beer et al., 1984;Hendry & Pettigrew, 1986), recent studies (Edgar et al., 2018;Malik et al., 2017) have renewed emphasis on how context impacts the development and implementation of human resource (HR) architecture aspects. Oppong (2018) noted that a major problem faced by organisations is the pressure of applying universal HRMPs while adhering to the local requirements and practices. ...
... Despite the extant literature claiming that the Nigerian Government's policies impact positively or negatively on organisational processes (Eniola & Entebang, 2015;Salma & Khan, 2016), our findings illustrate that such policies only have a negative impact in terms of funding for training, and the development and use of contract workers in an LC strategy. The economy's impact on CS-HRMP is well documented in the SHRM literature (Emeti, 2012;Hendry & Pettigrew, 1986), since an organisation's ability to conduct strategic activities and implement strategic choices depends on the resources available to complete such activities. Financial resources have a strong impact on organisational decisions and can either impede or enhance the CS and choice of HRMPs (Bae & Lawler, 2000). ...
Despite increasing calls for context-specific and practice-based strategic human resource management research in emerging economies, to date there have been limited empirical studies on Nigeria, one of Africa’s largest economies and a newly emerging economy experiencing strong economic development, rapid industrialisation, and integration into global markets. This study explores the moderating influence of contextual factors on the nexus of competitive strategy (CS) and human resource management practices (HRMPs) in Nigeria. We employ the social and comparative institutional theories to address the moderating influence of the contextual factors on the CS–HRMP nexus using a qualitative research approach. Data were collected from thirty human resource management professionals and top management across medium-sized enterprises in Nigeria via semi-structured interviews. The resulting data were analysed through thematic analysis. We establish six main contextual factors—culture and value system, religion, ethnicity and linguistic affinity, economic factors, politics and governmental policies, and quality of education and low-skilled workforce—and the processes through which these factors influence the CS–HRMP nexus in Nigeria.
... Strategic Human Resource Management (SHRM) aligns Human Resource Management (HRM) activities and policies with several business strategies, to support the achievement of the company's strategic goals. The company's strategy can be carried out effectively requires that the organizational structure, systems and processes in SHRM that shape the behavior and cultural values of the organization must be aligned with the direction of the company's business strategy (Hendry & Pettigrew, 1986). ...
Purpose - Research examining the role of Strategic Human Resources Management (SHRM) in increasing Competitive Advantage (CA). There are many studies of SHRM and CA, but the role of SHRM is still in doubt and there are various modifications of research variations that test mediating variables and or moderating variables that affect CA, and there are differences in the theoretical basis used in various studies. To address this gap, a literature review of the role of SHRM on CA is presented. Design/methodology/approach – Systematic review protocols and content analysis was used to analyze and synthesize insights from 50 empirical studies obtained from two academic databases: Scopus, Google Scholar. Findings – Significant diversity in previous research on the role of SHRM on CA is summarized in several themes. There are significant limitations in the conceptualization of the influence of SHRM on CA, including along with a narrow focus on geographic, methodological and contextual foci of prior studies. The authors propose a comprehensive framework and extensive gap-specific research directions to aid future research. Research limitations/implications – The SLR is limited in its consideration of empirical studies published in academic journal articles obtained from Scopus, and Google Scholar databases. Social implications – The authors reveal the foundation variables, theories that can be used in future research on the influence of SHRM on SCA. Originality/value – This study enhances and extends the research on SHRM's influence on CA by utilizing the perspectives of various modal and multidisciplinary variables for further investigation. The use of perspectives can further ascertain the role of SHRM on CA.
... This is directly correlated with increased commitment and participation in organisational goals. (Gunderson, 2001;Hendry and Pettigrew, 1986). Accurately assessing employees' skills and characteristics ensures their proper alignment with desired job requirements, reducing the likelihood of recruitment errors and minimising associated costs. ...
... Some of the models developed by British scholars are the developmental-humanism approach of the ERs (Legge 1991). The Model of Strategic Change and HRM (Hendry and Pettigrew 1986), normative HRM Model (Guest 1997) and European HRM Model by Brewster (1995). ...
... Habsi et al. (2021) say that good human resource management leads to workplace loyalty, which in turn increases an organization's output to a whole new level. According to Hendry and Pettigrew (1986), human resource management is what an organization's leaders do to make the workplace better and give workers a competitive edge so that the company can be much more productive and make more money. Jacobson (2010) also said that human resources planning (HRP) is the core process that helps an organization plan for its present and future needs and make sure that the right people are in the right place at the right time. ...
This research paper aims to assess the impact of an In-Country Value (ICV)
strategy on Omanisation and the training and development of the Omani workforce. The study
examines how ICV contributes to enhancing human resources development among the local
population and facilitating their employment opportunities. By adopting a descriptive research
design and collecting data from 65 purposively sampled respondents through a questionnaire,
the study employs descriptive statistics to analyze the data. The findings demonstrate the
significant role played by ICV in creating numerous job opportunities in Oman. Additionally,
ICV supports talent management by increasing employment prospects for Omanis and
enabling their participation in vocational/professional training programs. Successful training
initiatives in the oil and gas sector, aligned with the ICV framework, have been implemented.
The study establishes a positive relationship between the acceptance of training and
development initiatives, such as In-Job Training, the Omanisation Plan, and the ICV strategy,
thereby contributing to the overall enhancement of Omanisation and the training and
development of the Omani workforce. These results affirm the effectiveness of implementing
ICV strategies in fostering workforce development and aligning with the objectives of the
country's value strategy. The research provides valuable insights for policymakers, industry
practitioners, and researchers interested in ICV and human resources development within the
context of Oman.
... Wright and McMahan (1992) stated that it is a set of planned HRM models that allow the organization to achieve its goals. Hendry and Pettigrew (1986) considered it as the whole of decisions and actions that enable the implementation of the strategies necessary to obtain and maintain competitive advantage and the contribution of employees at all levels to the realization of strategies. Based on these and similar definitions, it can be said that SHRM aims to manage all employees in the company in the most convenient way to achieve the business goals. ...
In the study, 2,220 articles related to the concept of Strategic Human Resources Management (SHRM) published in the period of 1980-2020 and included in the SCI, SSCI and ESCI citation indexes were examined bibliometrically on the Web of Science database usingthe VOSviewer software. The purpose of the study is to essentially evaluate the studies conducted with the concept of SHRM and provide foresight for future studies. In this context, in order to evaluate the publications in the study, the changes in the number of publications in the publication volume in the field were discussed, the developments in the field, the trends in the subject headings, the countries and institutions that make the strongest contribution to the literature, the field and the most cited ones in the field were examined. The results indicated that the number of studies on the concept of strategic human resources increased in the 2000s. The acceleration in the number of studies is noteworthy, especially in 2015 and after. It is seen that frequently used keywords in the field of strategic human resources are strategy, strategic management, human resource, and performance. Other keywords with high connection strength are listed as human capital, knowledge management, strategic management, dynamic capabilities, high-performance work system and HR development. It is recommended that future researchers should carry out empirical and conceptual studies on the reasons for the differences in the number of studies published by countries in the field of SHRM and their level of interest in the field.
... Manajemen sumber daya manusia stratejik fokus pada tindakan berhubungan dengan keunggugulan kompetitif perusahaan dibandingkan dengan para pesaingnya (Purcell, 1999). Hendry dan Pettigrew (1986) menyatakan Manajemen Sumber Daya Manusia Strategis memiliki makna yaitu penggunaan perencanaan yaitu pendekatan yang koheren untuk desain dan Manajemen Sumber Daya Manusia, sistem berbasis pada kebijakan ketenagakerjaan dan strategi tenaga kerja; penyesuaian kegiatan dan kebijakan untuk beberapa strategi bisnis yang memiliki kepentingan eksplisit Manajemen Sumber Daya Manusia; dan menandang Sumber Daya Manusia organisasi sebagai 'sumber daya strategis' untuk pencapaian 'keunggulan kompetitif'. Manajemen sumber daya manusia stratejik membahas masalah-masalah organisasi yang luas berkaitan dengan perubahan struktur dan budaya, efektivitas organisasi dan kinerja, sumber daya yang cocok untuk kebutuhan masa depan, pengembangan kemampuan yang khas, manajemen pengetahuan, dan manajemen perubahan. ...
... 2014). Hendry ve Pettigrew (1986), yapmış olduğu araştırmasında stratejik insan kaynakları yönetimini karakterize eden unsurları; personel yönetimine yönelik tutarlı yaklaşım, insan kaynakları faaliyetlerinin iş stratejileri ile uyumlu olması, çalışanların stratejik bir kaynak olarak görülmesi ve etkin bir planlama sisteminin var olması olarak sıralamıştır. Söz konusu unsurların temel alındığı insan kaynakları uygulamalarının ise çalışanların iş tatmini, yönetime güvenleri, organizasyonlarına yönelik psikolojik özdeşleşmeleri ve kuruluşlarında çalışmaya devam etme niyetleri ile pozitif yönde ilişkilidir (Madera vd. ...
Yiyecek içecek işletmeleri rekabet şartlarının oldukça yoğun olduğu bir ortamda hizmet sunmaktadır. Rekabet koşulları ile birlikte çalışma koşulları nedeni ile yiyecek içecek işletmelerinin örgüt amaçlarıyla uyumlu olarak insan kaynakları uygulamalarını iç ve dış çevre ile uyumlu olarak stratejik bir nitelikte sürdürmelerini gerekmektedir. Bununla birlikte kapsamda söz konusu işletmelerin en önemli üretim faktörü emek, dolayısıyla da insan kaynağıdır. Bu kapsamda yiyecek içecek işletmelerinde stratejik insan kaynakları bağlamında araştırma eğilimlerin belirlenmesi ve araştırmaların etkilerinin ortaya konulması amacıyla gerçekleştirilen çalışmada ilgili araştırmaların bulunması ve eleştirel olarak değerlendirilmesi için sistematik literatür tarama yöntemi kullanılmıştır. Bu doğrultuda ulaşılan araştırmalarda kullanılan araştırma desenleri, uygulandığı kişi sayısı ve çalışan tutumlarına etkisi ulaşılan araştırma sonuçları üzerinden ortaya konulmuştur. Ulaşılan sonuçlara göre yiyecek-içecek işletmelerinde stratejik insan kaynakları uygulamalarının bireysel düzeyde iş tatmini, motivasyon, örgütsel bağlılık ve örgütsel adalet gibi çalışanların performansını doğrudan etkileyecek unsurlar çevresinde şekillendirilmesi performans, kârlılık ve yaşam süresi gibi hususlar bakımından önemlidir.
... İnsan kaynakları yönetimi sadece insan kaynakları departmanının görevlerinden oluşmamaktadır. İnsan kaynakları yönetimi işletmenin bütünüyle ilgili stratejik bir unsurdur (Hendry ve Pettigrew, 1986). Sadece etik kodlar ve kurullar oluşturmak etik bir iş ortamının oluşmasını teşvik edici olsa da faydaları sınırlı ve asgari düzeyde olacaktır (Ogbo vd., 2013). ...
Önce geleneksel medyanın daha sonra da internet teknolojileri ve çevrim içi sosyal ağların gelişimiyle birlikte önceden “gözetleyen” kurumlar artık “aynı zamanda gözetlenen” konumuna gelmişlerdir. Bu gözetim yapısındaki değişme, işletmelerin kamuoyu nezdinde olumlu bir itibar (imaj) sahibi olabilmeleri ve bunu koruyabilmeleri için, her ne kadar sadece karlılık kaygısıyla da olsa, iş etiği ve sosyal sorumluluk uygulamalarına daha fazla öne atfetmelerine neden olmuştur. Ancak iş etiği uygulamalarının gerçekleştirilmesi işletmeler için birer maliyet unsuru olarak değerlendirilmekte ve bu uygulamalar ikinci plana atılmaktadır. Bu çalışmada, iletişim teknolojilerindeki gelişmelerin ortaya çıkardığı herkesin herkesi izlediği (omnipticon) gözetim şeklinin mevcut olduğu günümüzde, işletmelerin kamuoyunun etik beklentilerine karşılık verirken aynı zamanda bu uygulamaların doğuracağı maliyetlerin minimize edilmesi için iş etiğinin, işletmelerin stratejik planlarında yer almasının yaratacağı faydalar tartışılmıştır.
... Human resources are now seen as an asset, or human capital, by organizations and must be managed as such (Ulrich, 1998). Strategic human resource management, also known as SHRM, is defined as "the integration of HR management with organizational strategy for the purpose of enhancing performance" (Hendry & Pettigrew, 1986). ...
Civil servant career development through talent management is an entity that is prioritized by the government. Talent management is a strategic approach to identifying, developing, and retaining individuals with exceptional potential and performance for critical organizational positions. The purpose of this study is to investigate and describe talent management-based state civil apparatus (ASN) career development in the context of a contemporary public service system. This study employs a qualitative approach and descriptive methodologies. The study's findings indicate that the Implementation of Talent Management adheres to the merit system's objective, planned, transparent, timely, accountable, political intervention-free, and KKN-free principles. Talent development in ASN is carried out through three main approaches: career acceleration, competency development, and qualification improvement. Although talent management-based ASN career development sounds good, there are several inhibiting factors that need to be addressed, such as leadership commitment and less than optimal follow-up assessments. It takes strong leadership commitment and policies in implementing a merit system and proper follow-up on ASN assessment results so ASN career development can run well.
... However, none of them mention, or arguably relate to, small and medium-sized enterprises. We have used a series of studies to identify key features of HRM (Allen et al., 2013;Beer et al., 1999;Brewster, 1993Brewster, , 2004Cardon & Stevens, 2004;Delmotte & Sels, 2008;Festing et al., 2017;Guest, 1997;Hendry & Pettigrew, 1986;Lengnick-Hall & Lengnick-Hall, 1988;Meyer & Smith, 2009;Nguyen & Bryant, 2004;Pearson et al., 2006;Sels et al., 2006;Sparrow et al., 1994;Wright & Snell, 1991;Harney, 2021;Burhan et al., 2020)). We accept that this set of studies does not represent the universe of studies undertaken about HRM, but they are reasonably consistent and a good representation of extant theories. ...
Background: Nowadays, studying small and medium-sized companies, particularly with regard to the management of human resources that takes place in them, is particularly relevant. Effectively, knowing that about 99.8% of companies are small and medium-sized, contributing very significantly to high levels of employability, it is extremely important to understand the role that people management assumes in these organizations, as well as which are the factors, both internal and external, that exert the greatest influence on them. Purpose: In this paper we investigate internal and external factors of small business likely to correlate with a more formal and structured human resource management. Study design/methodology/approach A conceptual model was defined through the literature on human resource management and its consistency was tested through three methodological steps (exploratory interviews; readjustment of variables with the Delphi method; multivariate statistical tests). From a survey of 186 smaller firms in Portugal, we tested conceptual model by structural equation modelling. Findings/conclusions: The analysis reveals that dimensions such as organizational structure, management and communication style, career management, organizational flexibility, organizational strategy and national culture are positively related to more formal and structured human resource management practices and policies. Limitations/future research: Due to its complexity, both at the level of the conceptual analysis and the empirical level, this study presents some limitations, namely, and among others, the complexity of the number of dimensions and variables under analysis, and the complexity of the model being tested. A broader line of research could include collecting data from employee. This analysis would allow for a different perspective of the company's procedures and would broaden some issues that are less detailed in this study.
... Під мотивацією досягнення зазвичай розуміють прагнення особистості досягти успіху у визначеному виді діяльності, це не тільки мотиви досягнення (відносно стійкі атрибуції особистості), але і різні ситуативні фактори (ситуативне значення успіху, ймовірність його досягнення, складність завдання тощо) (Hekhauzen, 2001). У структурі мотивації можуть переважати один або декілька основних факторів, які й визначають особливості спрямованості мотивації в цілому (Hendry & Pettigrew, 2014). ...
The article highlights the key socio-psychological factors of formation of healthcare personnel readiness for volunteering. The following features are emphasized on among the basic attributes of volunteering: altruistic, creative, innovative nature of activity implemented in conditions of uncertainty, volatility, various subjective and objective contradictions; diverse activities at various levels of management hierarchy; the explicit prognostic nature of the tasks to be performed; the defining role of the communicative function and the ability to work as part of a team; permanent psychological tension related to considerable responsibility for the decisions made. In this article the readiness is considered from the competence approach perspective. The personal competencies i.e., motivational (individual pursuit of self-actualization, focus on self-realization, the desire to meet the demands of society, orientation to success); intellectual (cognitive and metacognitive); communicative (general speech competence, dialogic competence, interactive competence, narrative competence); personal (self-determination, autonomy, responsibility, independence, managerial qualities, etc.) are the fundamental structural and substantive components of the socio-psychological readiness of healthcare personnel for volunteering. A diagnostic procedure was developed and the socio-psychological readiness for volunteering of healthcare personnel and healthcare system managers, who have certain experience of participating in the volunteer movement, was empirically investigated.
... Despite these findings, with the literature about CM being eminently prescriptive, especially in Brazil [13], a general premise continues to reign that the alignment between personnel management processes and organizational strategy is sufficient to obtain better individual and collective results. The contextual factors in CM implementation have been neglected by the technical-scientific field, and, as a result, difficulties have arisen and it has become impossible to have an effective implementation of HR strategic models [14][15][16][17]. ...
Studies have identified the interference of contextual factors that inhibit the effective implementation of Competency-based Management (CM) under the National Personnel Development Policy (NPDP) in the Brazilian public sector, though organizations have overcome these factors through various initiatives. This article proposes an integrated model that relates the factors that interfere with CM implementation with the initiatives adopted by public organizations to circumvent and overcome them. This qualitative study through documental research and interviews with those responsible for implementing CM in six organizations within the Brazilian public sector. Pre and post-categorical analysis have enabled the establishment of a relationship between the 20 categories identified and divided into four kinds of interfering factors and the 20 adopted initiatives identified in seven categories. It was identified that the organizational and departmental factors are the ones that most interfere with the implementation of CM in the public sector. The strategic role of the HR unit, capable of carrying out structural changes, was identified as the most important initiative to induce the implementation of CM. This study provides a model that integrates strategic, political, and instrumental thematics, showing how these aspects impact the effective implementation of CM, which helps HR managers to recognize the factors that are under their control and how to face them.
... дій людини; фізичного стану; емоційного (ментального) стану; соціальної інтеграції. Основним завданням підходу є формування людини та громадянина [7]. ...
Визначено сутність компетентнісного підходу в публічному управлінні. Проаналізовано законодавчу базу України та інших країн щодо розвитку системи публічного управління та компетентнісного підходу в ній. В результаті проведених досліджень запропоновано напрями розвитку системи публічного управління в контексті компетентнісного підходу.
Акцентовано увагу на тому що компетентнісний підхід представляє собою інтегральну управлінську технологію, що виробляє передачу людських ресурсів, необхідну для досягнення стратегій організації. Перехід на компетентнісний підхід дозволяє будь-яким організаціям, у тому числі і публічним, перейти на більш досконалий рівень управління людськими ресурсами за допомогою узгодження цілей, що стоять перед організацією чи установою та інтересами співробітників, у нашому випадку з інтересами публічної служби та наявності механізмів управління мотивацією результатів праці і професійним розвитком.
Розглянуто досвід іноземних країн, де зазначено що державна служба в Польщі, Румунії, Болгарії, Франції та Німеччині має чітко сформовану систему, з законодавчим закріпленням, з вдало реалізованим законодавством про державну службу.
У суспільстві наголошують, що для підвищення кваліфікації існуючих керівників і спеціалістів органів державної влади та місцевого самоврядування держава потребує управлінців нового покоління.
Автор робить висновок що державна служба потребує професіоналів, енергійних людей та ефективних управлінців, здатних робити суспільство кращим, мати стратегічний і далекоглядний погляд на державні справи. Враховуючи те, що державне управління є високоінтелектуальною діяльністю, менеджери потребують постійної потужної освітньої та професійної підтримки. Тому слід звернути увагу на формування нової еліти підростаючого покоління, яка через розвиток компетентнісного підходу з раннього етапу (школа та ВНЗ), формуватиме кадровий резерв системи державного управління.
Виходячи з аналізу наявного стану справ автором створено компетентнісний уніфікатор формування еліти молоді як базису кадрового резерву в публічному управлінні, що відображає основні компетентності, якими має володіти сучасний публічний управлінець.
... За целите на изследването са избрани две основни длъжности "областен ръководител" и "търговски представител", върху които ще се проведе оценка нивото на конкурентоспособност. Представената таблица 5 описва групите изисквания към персонала, необходими за заемане на работното място и за изпълнение на дейността, осъществявана на съответната длъжност "изискванията на длъжността, ако е дефинирана правилно, имат обективен характер, което означава че тя може да се изпълнява ефективно само от личност с точно определени професионални и поведенчески качества". 16 Описани са и показателите, на база които се осъществява оценката на персонала и методите за тяхната оценка. Предпоставките за изследване на посочените групи изисквания са свързани с: ...
Последните години отразяват развитието на човешкия потенциал като един от основните фактори за икономически растеж. Предприятията насочват своите усилия към формиране на персонал, съставен от високо компетентни лица, притежаващи необходимите качества за изпълнение на съответната длъжност. Необходимостта от постигане на съответствие между изискванията на средата и знанията, уменията и компетенциите на наличния персонал, налага тяхната периодична оценка и последващо усъвършенстване.
Настоящата студия представя данни от проведена оценка на качествата на заети лица в търговско предприятие „М-100” ЕООД1, чиято дейност е свързана с търговия на монтажни и скрепителни елементи, химически и технически продукти и др.
Основната цел е оценяване на текущото състояние на персонала и извеждане на възможности за повишаване на резултатите от трудовата дейност на персонала и повишаване на неговата конкурентоспособност.
Обект на изследването е персонала на търговското предприятие, зает с продажбена дейност.
Предмет на изследването са качествата на персонала и тяхното
управление за повишаване конкурентоспособността на персонала, която представлява конкурентно предимство за търговското предприятие.
Основната теза, залегнала в изследването гласи: Персоналът и неговите интелектуални възможности и компетенции, формиращи определено ниво на конкурентоспособност, се явява едно от основните конкурентни предимства на търговското предприятие, което може да осигури повишаване на резултатите от дейността му.
Формулираните хипотези, подпомагащи доказването на основната теза са следните:
Хипотеза 1: Нивото на конкурентоспособност на заетите лица зависи главно от личния стремеж към развитие и притежавания потенциал на дадено лице.
Хипотеза 2: Знанията, уменията и компетенциите притежавани от всяко лице в персонала, формиращи определено ниво на конкурентоспособност, оказват влияние върху индивидуалните му резултати при осъществяване на трудовата дейност.
Хипотеза 3: Постоянното развитие и усъвършенстване на персонала води до повишаване на неговата конкурентоспособност, което влияе върху резултатите от труда.
За целите на изследването са използвани традиционни методи:
проучване на литературни източници; хипотетичен, графичен метод на експертна оценка; анкетно проучване и интервюта; наблюдение; статистически методи за рангов и корелационен анализ.
Възприетите ограничения в изследването се свеждат до:
1. Съвкупността от изследваните лица е ограничена до осъществяващите дейност на територията на районите от Северна България.
2. При оценка нивото на конкурентоспособност на персонала са
включени компетенциите от базово ниво, необходими за осъществяване на дейността на заетите лица.
3. Изчисляването на приноса на лицата в реализирания обем продажби се осъществява на база брой извършени продажби за периода януари 2014 г. – юни 2014 г
... Al-Rajhi et al. (2006) in their study of Saudi Arabian HR system also feels that HR has an important role to play in facilitating the successful cultural and work adjustment of these guest workers to enhance their productivity and well being. Mabey and Salaman (1997) quote Hendry and Pettigrew (1986) who argue that the strategic aspect of HRM consists of four key elements: ...
Refereed Proceedings, Sixteenth Annual South Dakota International Business Conference, October 1- 4, 2009, pp. 525 – 536, Copyright 2010, ISBN 978-1-883120-34-4, Rapid City, South Dakota , USA. (With Keith Witwer, M. R. Islam, and Andy Bertsch).
ABSTRACT: This study proposes a working model for relating group commitment and organizational
success. Factors/constructs that affect group commitment are identified and tested within MNC‘s
operating in Bangladesh. Group commitment is defined as commitment to the organization and its
actions or behaviors. A theoretical framework is presented relating these factors to organizational
success. Further exploratory research is identified to improve the measures and to examine the
proposed model.
... Many scholars have defined this (SHRM) term highlighting different aspects in it. According to Hendry & Pettigrew (1986), strategic HRM is concerned with viewing employees of the organization as a strategic resource for achieving competitive advantage. Snell et al. (1996) define SHRM as organization's systems devised to accomplish sustainable competitive advantage through people. ...
As the business backdrop is becoming more complex and uncertain the role of human
resource is gradually increasing to make organization successful. Traditionally human
resource management is involved in the effective management of people in an organization. In the dynamic business context, there is a growing demand to align human effort in the line with the firm’s objectives. In this connection, various concepts and approaches like strategic human resource management (SHRM), human capital management (HCM), and talent management (TM) have emerged in human resource management. Regarding the nature, scope, and application there are a great degree of obscureness since there are overlapping in the definitions of these concepts and the common theme of these concepts achieving the organizational goal through people. For these HR practitioners, HR managers, business strategists are facing problems in applying these concepts confidently. Moreover, there is another query whether these concepts are mutually exclusive or inclusive. Therefore, the main purpose of this paper is to examine the nature, scope, and relevance of strategic human resource management (SHRM), human capital management (HCM), and talent management (TM) in an organizational setting. This paper is the outcome of an extensive literature review and expert interview. It is presumed that this paper would be able to articulate the functional nature, scope and relevance, and application of these concepts by eliminating gray areas in these concepts. The findings of this paper would give a clear direction to the use of these notions in the organizational context.
... Human Resource management is regarded as the approach that is taken by the management or organizations to improve the workplace environment of the employees and provide a competitive edge to the organizations so that productivity and profitability levels could be increased significantly (Hendry & Pettigrew, 1986). The Human resource management is done by a selected group of people who form a Human Resource Department and carry out their practices and functionary through it. ...
... Legge (1995) observed that the hard HRM approach had some kinship with scientific management as people are reduced to passive objects that are not cherished as a whole person, but assessed on whether they possess the skills/attributes the organization requires. The "hard" model was mainly considered as a factor of production, or a variable cost of doing business, whose supply should co-vary with the product market demand (Fombrun, Tichy & Devanna, 1984;Hendry & Pettigrew, 1986). ...
... Legge (1995) remarked that the hard HRM approach had some similarity with scientific management as people are reduced to passive objects that are not cherished as a whole person, but measured on whether they possess the skills/attributes the organization requires. The 'hard' model, according to Tichy, Fombrun and Devanna (1982); Fombrun, Tichy, and Devanna (1984); and Hendry and Pettigrew (1986) were that was mainly considered as a factor of production, or a variable HR cost of doing business, whose supply should alter with the product market demand. Dalton et al. (1980) believed organization structure as the anatomy of the organization which provides a foundation within which the organization functions and it affects the behavior of organization members. ...
... Shangri-La Hotels also ensures that they have well defined organizational structure with key responsibilities because it can affect the overall behavior of firms and the situations and behavior of individuals and subunits within the firm (DeCanio et al, 2000 is well known for its formality and hierarchical leadership structure. The hotel also implements a top down system management, whereas the authority is passed from the top-level management to its subordinates (Chris, 2014). This helps to empower employees as their feel like they opinions and point of views are always mattered. ...
Shangri-La Hotels and Resorts was founded by the Malaysian Chinese tycoon Robert Kuok in 1971 and maintained by Westin until January 1983. The head office is positioned in central Hong-Kong. The purpose of this report is to identify how people and culture strategy implemented by Shangri-La Hotels drives the success of the hotel as the most notable luxurious hotels in Asia. Data was collected through company websites and review websites to identify and analyse Shangri- La’s success journey and pitfalls in being one of the top hotels in Asia. The empirical findings provide insights for Shangri- La’s management on its people and culture strategy that focuses on its employees more rather than its luxurious outlook.
... HRM literature (Hendry, & Pettigrew, 1986;Schuler, 1992;Kleiman, 2000;Mello, 2002;Anthony, Kacmar, & Perrewe, 2010;Stewart & Brown, 2014) provides a useful perspective called Strategic Perspective. The strategic perspective mainly focuses on (1) utilizing human resources and HRM as a source of sustainable competitive advantage (Kleiman, 2000;Mello, 2002); (2) HRM is integrated with the strategy and strategic needs of the organization such as vision, mission, and goals (Anthony et al, 2006); (3) HRM policies and functions cohere within themselves and with other functional fields of the organization (Opatha, 2009); and (4) HRM strategies are aligned with competitive business strategies (Stewart & Brown, 2009). ...
This theoretical basic research paper was written in order to accomplish three research objectives: (1) to perform a brief description of selected popular models of Human Resource Management (HRM) developed by various scholars or authors; (2) to revisit and review the model of HRM developed by me in 2009; and (3) to introduce a generic model of HRM with an adequate theoretical base. It revealed that at least five popular models exist in the literature of HRM and they were briefly reviewed. The relevant review done with regard to the model developed locally as the first model of HRM in 2009 revealed that it is an internally focused but comprehensive and distinct model with a necessity of incorporating forces which exist in internal and external environments. Finally, a generic model of HRM which is composed of seven interrelated components such as internal environment, external environment, HRM fields and functions, HRM outcomes, organizational outcomes, HRM academic and professional factor, and feedback through evaluation was developed and presented by using several common theories, perspectives, arguments and logical beliefs. Hopefully the generic model will be a significant value addition to the existing local as well as international body of knowledge of HRM which is a highly recognized academic discipline and an established practice.
... The specific goal is to contribute to the improvement of performance through the implementation of the competitive strategy. The use of the open system concept to include the different HR elements lies at the heart of SHRM (Hendry and Pettigrew, 1986;Snell and James, 1992;Wright and McMahan, 1992; P e r s o n n e l R e v i e w the broader context of the organizations". ...
Purpose
Competitive strategy is one of the key factors traditionally related to performance, but research explaining the mechanisms through which this strategy improves business results is scant. This study aims to shed light on this relationship by analyzing human resource management (HRM) strategy as an essential tool for transforming business strategy into results.
Design/methodology/approach
Focusing on two generic competitive strategies, the authors establish hypotheses on the need for alignment among four echelons: business strategy, HRM system objectives, HRM system capabilities and business performance. The authors test these hypotheses with structural equation modeling techniques using data provided by 204 industrial companies.
Findings
The results show that to get the most out of a competitive strategy based on quality differentiation, HRM system objectives and capabilities must be focussed on quality. In the same way, a competitive strategy based on innovation differentiation requires HRM system objectives and capabilities focussed on flexibility to achieve the maximum impact on performance. In this second case, alignment is fundamental in low dynamic environments.
Originality/value
This research not only provides additional evidence for the strategic relevance of the human resources (HR) function but also reveals the potential benefits of focusing on objectives and capabilities rather than on practices. Moreover, it shows that the role of HRM objectives and capabilities in the implementation of a competitive strategy can be shaped by factors beyond the company's control, such as environmental dynamism.
... This study revolves around RBV, configurational perspective and HCT. The bundling concept of HRPs aims at gaining coherence, which is one of the "meanings" of strategic HRM (Hendry and Pettigrew, 1986). The findings of the study shed light on the role of employee competencies as a mediator between the relationship of HRPs and firm performance. ...
This study aims to understand the role of employee competencies in terms of the relationship between Human Resource Practices (HRPs) and firm performance. A sample of 60 HR managers and 546 employees from large-scale food processing firms were considered for the study. The study presents a 2-1-2 multilevel mediational analysis in which HRPs and firm performance are measured at the firm level (Level-2) and employee competencies are measured at employee level (Level-1). Positive relationship was found between HRPs and firm performance, which was partially mediated by employee competencies.
The study highlights the importance of employee-related factors by focusing on the wider dimensions of human capital (e.g. academic qualification, job experience) in HRPs–performance relationship.
The study undertakes a 2-1-2 multilevel mediational analysis, which is rarely applied in HRM studies; however, this interaction between macro- and microlevel effects will create a better understanding of organization studies from an integrated and multilevel context.
... HR strategists persuade top management that they must develop plans that make the best use of the organization's human resources in terms of required core competences [2]. In words of Hendry and Pettigrew [7], people are a strategic resource for the advancement of competitive advantage. Competitive advantage is secured when organizations have skills and capabilities that are unique, difficult to replicate and imitate by competitors [8]. ...
Globalization, liberalization, market and technological changes are generating lots of business challenges and opportunities for organizations, thus compelling to change operations in many different ways. As the velocity of change is increasing, organizations are trying to find new ways to compete effectively. Now there are raised expectations even about the services that the Human Resource Development (HRD) function provides in the organizations. HRD function is expected to be active contributor in fulfilling strategic organizational needs. HRD professionals who achieve a deep understanding of business issues and their implications for Strategic Human Resource Development (SHRD) are likely to increase its value to the firm and their ability to implement practices that contribute to the firm’s capacity to manage the external environment.
... This study revolves around RBV, configurational perspective and HCT. The bundling concept of HRPs aims at gaining coherence, which is one of the "meanings" of strategic HRM (Hendry and Pettigrew, 1986). The results of the study empirically established the concept of strategic HRM by concluding that the effect of the sum of HRPs is greater than isolated HRP. ...
Purpose - The study aims at understanding the impact of individual and bundle of Human Resource Practices (HRPs) on employee competencies. It also compares the impact of the bundle of HRPs with individual HRPs on employee competencies to examine the synergy effect.
Design/methodology/approach - To test the hypothesis, a sample of 229 respondents from the Indian food processing industry was taken. This included managerial and non-managerial personnel from four large scale food processing firms. The impact was analyzed through several structural equations.
Findings - The individual HRPs are positively related to employee competencies. Recruitment and selection have the least impact and employee participation has the maximum impact on employee competencies. However, the bundle of HRPs have a positive and stronger impact on employee competencies than when they are studied individually.
Practical implications - The results of this study bring a wide array of managerial implications for the food processing industry. It recommends the management to adopt proper and well-structured HRPs for the food processing industry.
Originality - This is one of the few studies that utilizes Resource-Based View (RBV) and Human Capital Theory (HCT) for investigating the relationship between HRPs and employee competencies in the Indian Context. It attempts to increase the understanding regarding an important strategic HR concept (i.e. bundle of HRPs) on employee competencies.
Kuliah Kerja Nyata (KKN) is a form of education by providing student learning experiences in the community outside the campus. Through service activities to Sendangdawung Village, there is synergy with the Village Government, Agencies and the Community in various ways. The purpose of this service is to help the Village in order to optimize Human Resources through all activities, both constructive and sustainable. Service is carried out by participating in existing activities or making activities necessary for optimization purposes. The results of the service provide an overview of what needs to be added to existing activities and what needs to be presented in order to improve the quality of life of the Sendangdawung Village Community.
The purpose of this study is to report a link between the three disciplines of human resource accounting, accounting and finance and performance evaluation through a conceptual framework highlighting the interfaces between them. The term interface here refers to the points of interaction, connection or overlap between these three disciplines, highlighting how these disciplines interact, intersect or work together within the conceptual framework. The conceptual framework is designed based on a previous literature review. The final outcome of this study is a conceptual framework which reports the interface areas between human resource accounting and accounting and finance and between human resource accounting and performance evaluation, along with the individual roles of accounting and finance, human resource accounting, and performance evaluation disciplines in the interface development. This study contributes to the existing body of accounting literature by showing how accounting and finance lays down the foundation for the valuation and reporting of human resources in an organization, which in turn, facilitates in performance evaluation.
This article examines the implementation of succession human resources (HR) planning in law enforcement agencies. Α quantitative–descriptive survey was carried out, and questionnaires were completed by 302 executives from Greek law enforcement agencies (Hellenic Police and Hellenic Coastguard), through random sampling. The survey highlighted severe concerns, reflecting a lack of implementation of succession HR planning in both agencies. Succession HR planning, defined as the timely handling of personnel needs (qualitative–quantitative) required for the organization to maintain its performance at high levels, is applied to a minimum extent in the Hellenic Police and Hellenic Coastguard. It seems that these organizations do not follow a specific plan to cover their needs in personnel or other operational matters. The study makes a significant contribution on a theoretical and practical level. The research exposes the problem of the non-implementation of succession HR planning in law enforcement agencies. Using the data highlighted by this study, these agencies will be able to implement HR planning to maximize personnel performance and respond to the crucial role they play in society. Future research in law enforcement agencies over the wider area of Greece or other countries should be conducted to draw more representative conclusions.
Buku Ajar Manajemen Sumber Daya Manusia ini disusun sebagai buku panduan komprehensif yang menjelajahi kompleksitas dan mendalamnya tentang manajemen sumber daya manusia. Buku ini dapat digunakan oleh pendidik dalam melaksanakan kegiatan pembelajaran di bidang manajemen sumber daya manusia dan di berbagai bidang Ilmu terkait lainnya. Buku ini umum dapat digunakan sebagai panduan dan referensi mengajar mata kuliah pemenuhan kebutuhan dasar manusia dan menyesuaikan Rencana Pembelajaran Semester tingkat Perguruan Tinggi masing-masing.
Емпірично досліджено мотиваційну складову життєвої компетентності волонтерів медичної галузі. Визначено, що вони відрізняються від інших волонтерів пониженою турботою за власний комфорт і безпеку та нижчою потребою в спілкуванні й творчій активності. Встановлено, що визначені мотиви, з одного боку, зумовлюють вибір напряму волонтерства, з іншого – виснажують психологічний ресурс особистості. Запропоновано вирішення означеного конфлікту.
Managing training and development program strategically to satisfy to the human resources of an organization is consider most important tool that supports to impart knowledge and skills to the employees needed for organizational goal accomplishment. This case study developed on this theme attempts to explore the impact of training programme on employee job satisfaction of a manufacturing entity of Nepal. To study the training impact, the required data has been collected through a questionnaire survey and unstructured interview was conducted with two top level management for its related issues. The results of the study clearly depict that training is generally first priority that is compromised if the organization have to have the budget cut on some irregular financial circumstances. Furthermore, a clear communication, professional managerial role gaps between the management and employees have been experienced. Finally, the study clearly draw conclusion that Nepalese firms are paying less attention in training and development programmes and recommend to manage strategically in comparison to South Asian nations. Background A firm's competitiveness can't be achieved without strategically managing human resources, particularly the knowledge, skills, abilities and attitude of employees. Moreover, an efficient and effective human resource practice can have notable impact on various issues such as organizational development and homogenization, acquisition of specific and competitive knowledge, skills and abilities, cultural change, carrier enhancements, job satisfaction, reduction of tension and conflict in the workplace, and creative employment. The impact helps to improve employees and organizational performance. At the corporate level, it is necessary to create a continuous learning and sharing culture of the organization (Lingg, 1996; Vander Sluis, 2007). However, the sole responsibility does not devolve on HR department alone. The roles of line management, line and staff management and the HR department are desired as the collaborative prerequisite in the execution of HR functions in organizations. (Adhikari, 2004). Based on the above arguments, it can be said that competent and skillful human resource can only help increase the performance of the organization as per the need of the market. For this matter, training is a significant tool to prepare HR for winning the competitive advantage and grabbing opportunities of the market by providing skill and knowledge.
Human resource management has become an integral part of management with the basic aim of maintaining better human relations at work place through the application and evaluation of organizational policies and programs so as to utilize human resources in an optimized and effective manner. In this context, this chapter focuses keenly on the various domains centering around human resource management. Initially a detailed theoretical background regarding this construct has been presented followed by highlighting the components and objectives of strategizing human resource management. Lastly, the models and perspectives pertaining to strategic human resource management have also been discussed considering their application and relevance in modern-day organizations.
The number of publications in the field of human resource mana- gement has been steadily rising as a result of the development of special disciplines in this field. These special disciplines – career management, performance management, knowledge management, payroll management, talent management... – abound in numerous books and papers whose study has not yet been adequately systematised and presented.
The integration of two processes separate in theory but deeply entwined in practice, strategic management process and human resource management process, represents a backbone of what we call advanced human resource management. Advanced human resource management encompasses two different perspectives: strategy-oriented human resource management and strategica- lly-oriented human resource management. The first perspective is aimed at shaping human resource strategies such as competency management, talent management, knowledge management, intellectual capital management, and diversity management, while another perspective is aimed at the role of human resource in the process of strategy formulation and implementation.
This is why, when dealing with both of these approach at the same time – strategy-oriented human resource management and strategically-oriented human resource management – many authors will most commonly use a unique term, advanced human resource management.
The demands of the Bologna process have been a significant influence on the content of this book. The book has six chapters organized within three parts. The first part consists of a one chapter, which is: chapter one, entitled Strategic role of human resource management, aim to present the strategic challenges, the histori- cal evoulution, the changing nature, the theorethical approach, the main objectives, the strategic benefits, the strategic role and the strategic framework of human resource management. The second part consists of three chapters, which are: chapter two, entitled the Relationship between strategic management and human resource management, aims to present the relationship between these two seemingly theoretically separate but practically deeply connected processes through the notional definition of relationship, basic connection model and basic strategic human resource management model, chapter three, entitled the Role of human resource in strategy formulation, aims to present the proactive role that human resource take during the strategy formulation process through the connection between human resource and strategy formulation, the role of human resource in corporate strategy formulation, the role of human resource in business strategy formulation, and role of human resource in human resource strategy formulation as well as chapter four, entitled the Role of human resource in strategy implementation, aims to present the proactive role that human resource take during the strategy implementation process through the interaction between human resource and strategy implementation, and the role of human resource in strategy implementation.
The third part consists of two chapters, which are: chapter five, entitled Strategic role of human resource function, aims to clarify the necessity of transforming the human resource function towards a completely new business orientation through the transformation process of the human resource function, new organisation of the human resource function, and four new roles of the human resource function as well as chapter six, Strategic role of human resource managers, aims to clarify the new roles of human resource managers performing within the transformed human resource function through the new responsibilities of human resource managers, and new roles of human resource managers.
The objective of the present study is to examine the effect of board structure on human resource disclosure index (HRDI) in Indian listed companies. The present study is based on companies listed on NSE-200 Index. The final sample includes 126 companies for the period of ranging from F.Y. 2012–2013 to 2018–2019. The data of variables are collected from annual reports of the sample companies. In the analysis part, the descriptive statistics are used to check the level of human resource disclosures. After that, Pearson’s correlation matrix is applied for checking the correlation between board variables and HRDI. At last, to check the effect of board structure on HRDI, the one-way least square dummy variable (LSDV) regression model is applied. The outcomes of descriptive statistics show that the mean percentage of HRDI is 43.86. It lies on moderate side. Further, the outcomes of one-way LSDV regression model show that there is significant positive effect of board size, board meeting and audit committee on HRDI. In contrast, there is insignificant but positive effect of board independence, CEO duality on the level of human resource disclosure of the sample companies. Overall, it can be said that the human resource disclosure practice of the Indian companies is fairly good.
الملخص:
تهدف هذه الدراسة إلى التعرف على مدى التوجه نحو الإدارة الاستراتيجية للموارد البشرية لتحسين مستوى أداء العاملين في مؤسسات التعليم العالي الجزائرية، من خلال تطبيق دراسة ميدانية على جامعة محمد بوضياف بالمسيلة، حيث بلغ العدد الإجمالي لمجتمع الدراسة 263 فردا من الأفراد العاملين بالمنظمة، والممثلين في الموظفين والأساتذة الذين يمارسون مهام ومسؤوليات إدارية يساهمون بها في صنع القرار، وذلك من خلال اعتمادنا على المنهج الوصفي في الدراسة النظرية، والمنهج التحليلي في الدراسة الميدانية، التي تم فيها توزيع استمارات الاستبانة كأداة لجمع البيانات واسترجع منها 115 استبانة كاملة وصالحة للتحليل الإحصائي، وحتى نتمكن من دراسة الموضوع ومعالجته من جميع الجوانب، قمنا باستعمال طرق عديدة استخدمنا فيها البرنامج الإحصائي EXEL وبرنامج الحزم الاحصائية SPSS بنسخته 25، وتحصلنا من خلالها على عدة نتائج أهمها أن جامعة محمد بوضياف بولاية المسيلة من خلال أفرادها، تمارس الإدارة الاستراتيجية للموارد البشرية لتحسين مستوى أداء العاملين فيها، حيث أن الجامعة تمارس هذا المفهوم من خلال جميع محاوره وأبعاده، إلا أنها تركز أكثر على التخطيط الاستراتيجي والعمل بمنظور طويل المدى، إضافة إلى تعزيزها لوعي أفرادها بأهمية الموارد البشرية كمصدر رئيسي للميزة التنافسية، ولاحظنا غياب نموذج متكامل للإدارة الاستراتيجية للموارد البشرية، تسير على ضوئه المؤسسات الجزائرية لاسيما منها الجامعات، وذلك في ظل وجود نماذج قديمة لا تنسجم مع البيئة الجزائرية، فضلا عن عدم إمكانية تطبيقها في قطاع التعليم العالي.
الكلمات المفتاحية: إدارة استراتيجية، إدارة الموارد البشرية، إدارة استراتيجية للموارد البشرية، أداء العاملين.
Abstract:
This study aims to identify the extent of the trend towards Strategic Human Resource Management to improve the employee performance level in Algerian higher education institutions, through the application of a field study on Mohamed Boudiaf University in M'sila, Where the total number of the sample amounted to 263 working individuals in the institution. Represented by employees and professors who exercise administrative tasks and responsibilities to contribute to decision-making, and that is through our reliance on the descriptive approach in the theoretical study, and the analytical approach in the field study, In which questionnaire forms were distributed as a tool for data collection to the study sample and 115 questionnaires were retrieved complete and valid for statistical analysis, so that we can study the issue and treat it from all sides,We have used several methods in which we used the statistical program EXEL and the statistical package SPSS program version 25, and we obtained through them several results, the most important of which are the University of Mohamed Boudiaf, in M'sila, through its members, practices the Strategic Human Resource Management, to improve the level of performance of its employees, as the university practices this concept through all its axes and dimensions, but it focuses more on planning strategic and working with a long-term perspective, in addition to enhancing its members’ awareness of the importance of human resources as a major source of competitive advantage، and we noticed through the study the absence of an integrated model for the Strategic Human Resource Management, that can be applied by Algerian institutions, including universities, but we find old models that do not fit with the Algerian environment and cannot be applied in the higher education sector.
Keywords : Strategic Management, human resource Management, Strategic Human Resource Management, employee performance.
Purpose: The objective of the study was to determine the effect of Strategic Human Resource Management Practices (SHRMPs) on performance of public universities. Methodology: This study was essentially guided by the Resource Based Theory, as exemplified by the philosophical inclination of the study was positivist ontology. The research used a descriptive research design, in a census approach. The target population of the study were all public universities in Kenya. Data was collected from 31 public universities in Kenya with the aid of a self-administered questionnaire. Out of the 117 questionnaires that were distributed, 110 were returned and were found to be usable providing a 71% response rate. Descriptive statistics and linear regression analyses were used to analyze the data. Findings: The main finding of the study indicated that there was a statistically significant relationship between the bundle of SHRMPs (rigorous recruitment, staff training, reward management and performance management), and performance of public universities in Kenya. The hypothesis of the study was that SHRMPs do not have an effect on the performance of public universities in Kenya. This finding was determined to be in tandem with the Resource Based Theory (Barney, 2001), which, among other points of emphasis, stresses the centrality of leveraging on people as key resources of an enterprise. The finding also resonated with empirical literature, including Al-Khaled & Chung (2020), who found that that entities which adopted strategic human resource management practices were able to sustainably improve their performance, and Mathushan & Kengatharan (2022), who found that the bundle of strategic human resource management practices, consisting of training, rewarding and performance management practices did positively impact on organizational performance. Unique Contribution to Theory, Practice and Policy: The finding of this study, that SHRM practices positively and significantly influence the performance of public universities, are arguably expansionary to the Resource Based Theory (RBT), as proponed by Barney (2001). Although the Resource Based Theory does not directly address strategic human resource management practices as elements of performance, it postulated that business entities needed to focus internally to activate resources, the most important one of which is the people resource. It is the people resource which enables such entities to achieve competitive advantage in their operations, given that it is the human resource which mobilizes, and creates value from the other resources within the enterprise. In this respect, therefore, it follows that every intervention made towards creating and enhancing the human resource capacity, including, as conceptualized in this study; rigorous recruitment, staff training, rewarding them and strategically managing their performance, does count, towards enhancing the contribution of the human resources, as exemplified by the Resource Based Theory, and consequently, activating the essential asset, towards competitive organizational performance. More directly, this empirical finding, regarding the positive influence of strategic human resource management practices on performance of public universities in Kenya has implications with respect to the public universities in Kenya. The main one is that, the public universities ought to take deliberate measures in determining and selecting appropriate SHRMPs. Such practices, according to the Resource Based Theory (Barney, 2001), are expected to be valuable, inimitable, and rare and may not be substitutable, in ensuring that public universities, like any other organizations, are able to sustainably achieve competitive advantage in their markets. This is further corroborated by the findings of Sagwa, K’Obonyo and Ogutu (2014), who averred that investing in human resources was crucial in promoting organizational performance. It is also the considered opinion of this study that, the finding that SHRMPs positively influenced the performance of public universities in Kenya, constituted new knowledge, at least, in extending the Resource Based Theory, as well as adding to the empirical literature with regard to strategic human resource management practices. Furthermore, the implications of the finding made, are more than likely to be relevant beyond the public universities sub-sector, and probably to include the entire public sector and, indeed, all organizations in general. To this end, therefore; human resource managers, HR departments, and units within public universities and other public and private entities, other human resource management practitioners, policy makers in HR-oriented public and private sector, as well as the community of researchers in human resource management and the related other disciplines, are likely to find the finding of this study useful. This is particularly considering the study’s recommendation that organizations have to identify and adopt appropriate bundles of SHRMPs that would reliably enable them to attain and sustain their competitive levels of performance.
The HRM function is evolving from an administrative function that focuses on legal compliance to a strategic function that requires HR to be a strategic partner in improving business performance. However, there are still organizations that consider HRM merely a cost driver rather than a value-adding function. This study attempts to examine whether HRM is playing its strategic role to enhance competitive advantage in the selected private commercial banks and to assess the contributing factors for HRM to execute its function as a strategic partner. Data was collected by using a selfadministered questionnaire that was designed and distributed to employees of the HR department in the selected private commercial banks. The results of the study confirmed that HR involvement, mindset, competence, and role balance are enablers and contributors for HR to become a strategic partner. Furthermore, the finding indicates that mindset and competence can impact the role of HR as a strategic partner at large. It was further found out that the current status of HRM as a strategic partner is at its moderate level because its enablers do not exist at a higher level. Accordingly, the role of HRM as an administrative expert is still dominantly played as compared with that of a strategic partner, but it is observed that HRM is progressing towards a more strategic function than the administrative function. To realize the full strategic partnership of HRM therefore, HRM work units of private banks are recommended to exert more effort to continue with the current progress in shifting HRM function from routine administrative function towards strategic function by capitalizing on the enablers of HR strategic business partners such as mindset, competence, HR involvement, and role balance.
Human resource management has become an integral part of management with the basic aim of maintaining better human relations at work place through the application and evaluation of organizational policies and programs so as to utilize human resources in an optimized and effective manner. In this context, this chapter focuses keenly on the various domains centering around human resource management. Initially a detailed theoretical background regarding this construct has been presented followed by highlighting the components and objectives of strategizing human resource management. Lastly, the models and perspectives pertaining to strategic human resource management have also been discussed considering their application and relevance in modern-day organizations.
z İnsan Kaynakları Yönetimi (İKY), örgütsel hedeflere ulaşmak için doğru nitelikte ve nicelikte insan kaynağını elde etme, geliştirme, değerlendirme, ödüllendirme ve elde tutmaya ilişkin sistematik faaliyetleri içeren "insan odaklı" bir yönetim felsefesidir. İKY'nin kuramsal yönelimlerinin işletmelerde uygulamaya yansıma biçimleri, akademisyenlerin ve uygulayıcıların üzerinde çalıştığı konulardandır. Bu çalışmanın amacı, İstanbul Sanayi Odası (İSO) tarafından her yıl belirlenen Türkiye'nin en büyük 500 sanayi kuruluşu listesine 2019 yılında giren işletmelerin kurumsal internet sitelerinde İKY faaliyetleri ile ilgili açıklamalardaki kavramların belirlenmesidir. Bu amaçla, nitel araştırma yöntemlerinden belge incelemesi yöntemi kullanılmış, kurumsal internet sayfalarında İKY'ye ilişkin açıklamalara ulaşılabilen 302 sanayi kuruluşundan elde edilen veriler içerik analizi ile incelenmiştir. Yapılan içerik analizi sonucunda, İKY hakkındaki bilgilerin hangi başlıklar altında toplandığı, İKY'nin stratejik boyutuna yönelik anahtar kavramların tekrarlanma sıklığı ve İKY uygulamalarının isimlendirilmeleri ile ilgili sonuçlara ulaşılmıştır. Ayrıca örgüt kültürü, örgüt ve İKY amaçları, örgüt ve İKY yapıları, örgütlerin çalışanlardan beklentileri, örgütlerin çalışanlara sunmayı belirttikleri unsurlara yönelik öne çıkan kavramlar detaylı şekilde belirlenmiştir. Genel olarak en sık tekrarlanan kelimelerin/kelime gruplarının "kurum stratejileri", "takım çalışması", "gelişim odaklılık", "en değerli kaynak insan", "yaratıcılık" ve "yenilikçilik" olduğu belirlenmiştir. Abstract Human Resources Management (HRM) is a "people-oriented" management philosophy that includes activities related to acquiring, developing, evaluating, rewarding, and retaining human resources in the right quality and quantity to achieve organizational goals. In parallel with the theoretical and strategic context of HRM, the forms of reflection on HRM practices in enterprises are among the subjects that academicians and practitioners focus on. The purpose of this study is to examine the HRM statements on corporate websites of Turkey's Largest 500 Industrial Enterprises list designated by the Istanbul Chamber of Industry (ISO) in 2019. For this purpose, the document analysis method was used and the data obtained from 302 industrial organizations, whose HRM statements can be reached on corporate websites were analyzed. As a result of the content analysis, the headings under which the information about HRM were collected, the frequency of repetition of key concepts for the strategic dimension of HRM, and the naming of HRM practices were obtained. In addition, organizational culture, organizational and HRM objectives, organizational and HRM structures, expectations of organizations from employees, and prominent concepts regarding the elements that organizations specify to employees were determined in detail. In general, it was determined that the most frequently repeated word and word groups are "corporate strategies", "teamwork", "development-oriented", "human as the most valuable resource", "creativity" and "innovation".
İnsan Kaynakları Yönetimi (İKY), örgütsel hedeflere ulaşmak için doğru nitelikte ve nicelikte insan kaynağını elde etme, geliştirme, değerlendirme, ödüllendirme ve elde tutmaya ilişkin sistematik faaliyetleri içeren “insan odaklı” bir yönetim felsefesidir. İKY’nin kuramsal yönelimlerinin işletmelerde uygulamaya yansıma biçimleri, akademisyenlerin ve uygulayıcıların üzerinde çalıştığı konulardandır. Bu çalışmanın amacı, İstanbul Sanayi Odası (İSO) tarafından her yıl belirlenen Türkiye’nin en büyük 500 sanayi kuruluşu listesine 2019 yılında giren işletmelerin kurumsal internet sitelerinde İKY faaliyetleri ile ilgili açıklamalardaki kavramların belirlenmesidir. Bu amaçla, nitel araştırma yöntemlerinden belge incelemesi yöntemi kullanılmış, kurumsal internet sayfalarında İKY’ye ilişkin açıklamalara ulaşılabilen 302 sanayi kuruluşundan elde edilen veriler içerik analizi ile incelenmiştir. Yapılan içerik analizi sonucunda, İKY hakkındaki bilgilerin hangi başlıklar altında toplandığı, İKY’nin stratejik boyutuna yönelik anahtar kavramların tekrarlanma sıklığı ve İKY uygulamalarının isimlendirilmeleri ile ilgili sonuçlara ulaşılmıştır. Ayrıca örgüt kültürü, örgüt ve İKY amaçları, örgüt ve İKY yapıları, örgütlerin çalışanlardan beklentileri, örgütlerin çalışanlara sunmayı belirttikleri unsurlara yönelik öne çıkan kavramlar detaylı şekilde belirlenmiştir. Genel olarak en sık tekrarlanan kelimelerin/kelime gruplarının “kurum stratejileri”, “takım çalışması”, “gelişim odaklılık”, “en değerli kaynak insan”, “yaratıcılık” ve “yenilikçilik” olduğu belirlenmiştir.
Informed decision making has become the order of the day and in the recent years,
there is a growing belief that HR analytics could be the area that would make HRM’s
relevance to strategic management. Though many organizations have realized the
need for HR analytics and started using this fervently, they had to face a lot of
challenges to adopt and use HR analytics to their advantage.
Against this background, this study is taken up in the context of Singapore. As part
of this research, 48 organizations belonging to different sectors were identified and
HR professionals working in these organizations were contacted to understand the
extent of HR analytics usage and specific challenges faced by them. Purposive
sampling was used to pick 236 HR professionals and a structured online
questionnaire was administered to them. Besides this, 42 senior HR personnel were
also contacted to have in-depth insights into the way HR analytics was used in the
respective companies. All in all, the study could figure out major factors having a
strong and direct influence on the usage of HR analytics. The result of this study should
make a good contribution to address some of the challenges faced by Singapore-based companies.
Keywords: HR Analytics, Challenges with HR analytics, Singapore usage of HR
analytics, usage of analytics in HR
The literature on strategy formation is in large part theoretical but not empirical, and the usual definition of "strategy" encourages the notion that strategies, as we recognize them ex post facto, are deliberate plans conceived in advance of the making of specific decisions. By defining a strategy as "a pattern in a stream of decisions," we are able to research strategy formation in a broad descriptive context. Specifically, we can study both strategies that were intended and those that were, realized .despite intentions. A research program suggested by this definition is outlined, and two of the completed studies are then reviewed--the strategies of Volkswagenwerk from 1934 to 1974 and of the United States government in Vietnam from 1950 to 1973. Some general conclusions suggested by these studies are then presented in terms of three central themes: that strategy formation can fruitfully be viewed as the interplay between a dynamic environment and bureaucratic momentum, with leadership mediating between the two forces; that strategy formation over time appears to follow some important patterns in organizations, notably life cycles and distinct change-continuity cycles within these; and that the study of the interplay between intended and realized strategies may lead us to the heart of this, complex organizational process.
Organizational adaptation is a topic that has received only limited and fragmented theoretical treatment. Any attempt to examine organizational adaptation is difficult, since the process is highly complex and changeable. The proposed theoretical framework deals with alternative ways in which organizations define their product-market domains (strategy) and construct mechanisms (structures and processes) to pursue these strategies. The framework is based on interpretation of existing literature and continuing studies in four industries (college textbook publishing, electronics, food processing, and health care).
This article surveys a wide area—all of it relevant to the chief executive and the corporate planner—in linking management training and education to corporate strategy. Some companies are well aware of the benefits of using training as a means of implementing strategy. Unfortunately the management of many firms does not seem to be aware that the option exists and they are not able to use training this way because of their organizational and control systems. Training is a powerful weapon for implementing strategy. All the evidence suggests that it works, so who can afford to ignore it?
Common sense views of the construction industry tend to characterise its labour market processes as haphazard, if not anarchic, and requiring reform through formalisation. In contrast, a sociological perspective might point to the possibility of an underlying rationality beneath the apparent confusion.
Industry data suggest a growing degree of casualism in construction, in the sense that employers and self-employed have become a significantly larger proportion of the overall workforce. These changes form the background to a discussion of labour recruitment practices on large construction sites, using data drawn from empirical investigation.
In addition, the question of the relationship between recruitment practices and strategies of managerial control will also be confronted. Such an analysis would have to take into account the possibility that construction firms face distinctive problems in relation to the recruitment and subsequent control of their workforce that stem from, for example, the fact that the product is immobile, and the firm must form a series of temporary organisations at the point of consumption. This implies that the firm may not be able to draw upon the full range of control and recruitment devices available to `static' firms in a conventional and familiar labour market.
The trend is towards a gradual increase in emphasis on manpower control, and a high commitment to employee relations. The ideal of the 1970s, that of developing and maintaining agreeable working relationships, is still professed by many personnel managers. Research arising from detailed questionnaires distributed to 350 establishments as part of a Leverhulme Trust/IPM-funded project has identified six broad tendencies in personnel departments. These cover the enabling function (action as a service to managers and department); the “odds and ends” function (being given “bits” of responsibility); the attenuated function (having rank and responsibility but little professional support); the symbolic function (developing a symbiosis between personnel departments and consultants); the futuristic function (moving towards adopting information technology); and the professional function (being technically skilful, using consultants sparingly but effectively).
The idea of assigning corporate managers on the basis of the product life cycle is rapidly gaining currency. The practice is likely to work better in some corporations than others. While the PLC assignment method may work in homogeneous companies, the author contends that all organizations may be better off trying the alternative approach he suggests.
The authors show how human resources can be used as a strategic weapon to give a company a competitive advantage. The authors develop a thrust/target matrix and plug in examples to illustrate how companies have used and can use their human resources to do this. (CT)
- Szilagyi A.D.
- Chakravarthy B.S.