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Establishing a framework for research in strategic human resource management: Merging resource theory and organizational learning
... En el contexto de la gestión de los recursos humanos, esta característica depende de la heterogeneidad en la oferta de trabajo (WRIGHT et al., 1994). Si los tipos y niveles de habilidades no están distribuidos normalmente, entonces algunas empresas podrán adquirir el talento que necesitan mientras que otras empresas no, con lo cual, ceteris paribus, esta forma de capital humano constituye una fuente de ventaja competitiva sostenida (SNELL, YOUNDT y WRIGHT, 1996). Además, el criterio de rareza se relaciona también con los conceptos de especificidad de activos y movilidad laboral (BECKER, 1964;WILLIAMSON, 1975WILLIAMSON, , 1985. ...
... En el contexto de la gestión de los recursos humanos, si un recurso puede ser duplicado o imitado por otra empresa, entonces no constituye una fuente de ventaja competitiva sostenible. Sin embargo, el modo en que los recursos humanos actúan sobre la ventaja competitiva sostenida está limitada por la existencia de ambigüedad causal, complejidad social y condiciones históricas únicas (SNELL, YOUNDT y WRIGHT, 1996;WRIGHT et al.,1994). La ambigüedad causal existe cuando la relación entre los recursos de la empresa y su ventaja competitiva no se identifica fácilmente -por ejemplo, en el caso de la producción en equipo 7 (ALCHIAN y DEMSETZ, 1972;REED y DEFILLIPPI, 1990). ...
... Esto representa un dilema interesante para la gestión del capital humano, dado que los directivos deben evitar la sobreinversión en capital humano idiosincrásico pero, al mismo tiempo, deben garantizar la competitividad a largo plazo. En este sentido, ciertos autores YOUNDT et al., 1996) sostienen que la clave para incrementar el valor del capital humano idiosincrásico es relacionarlo con otros tipos de capital humano -principalmente con el capital humano genérico y esencial-así como con otras formas de conocimiento presentes en la empresa -esto es, el capital relacional y el capital estructural-8 . ...
El objetivo de este trabajo es analizar los indicadores de capital humano que están utilizando las empresas pioneras a nivel internacional en medición de recursos intangibles. Con este fin, se ha dividido el trabajo en tres secciones. La primera sección propone un marco conceptual para el estudio del capital humano de la empresa, basándose en las aportaciones de la literatura de gestión de recursos humanos, la teoría de recursos y capacidades y la literatura de capital intelectual. Así, se analizan cuatro formas básicas de capital humano organizativo: idiosincrásico, genérico, residual y esencial. La segunda sección presenta los resultados del estudio de casos realizado en esta investigación. En concreto se estudian los principales indicadores que las empresas emplean para cuantificar su capital humano. Finalmente, se sintetizan las principales conclusiones e implicaciones estratégicas de este trabajo.
... La denominación exacta de estas «mejores prácticas» es diversa. Las principales etiquetas utilizadas en la literatura -tanto de modo interno como externo al enfoque universalista 26 -son las siguientes: «prácticas (o sistema) de (alto) compromiso» (ARTHUR, 1992(ARTHUR, , 1994WOOD Y DE MENEZES, 1998), «prácticas de alto rendimiento« (BECKER y GERHART, 1996;HUSELID, 1995), «prácticas progresistas» (DELANEY y HUSELID, 1996), «prácticas innovadoras» (ICHNIOWSKI et al., 1997;MACDUFFIE, 1995;OSTERMAN, 1994), «estrategia de compromiso» (WALTON, 1985), «prácticas de alta implicación» (LAWLER, 1986), «prácticas dinamizadoras del capital humano» (YOUNDT et al., 1996), «prácticas de beneficio mutuo» (mutual gains) (KOCHAN y OSTERMAN, 1994) o de «compromiso mutuo» (KOCHAN y DYER, 2001), «relaciones transformacionales entre dirección y trabajadores» (CUTCHER-GERSHENFELD, 1991), sencillamente «mejores prácticas» (DELERY y DOTY, 1996), e incluso hay quien opta por el uso intercambiable de distintas denominaciones (PFEFFER, 1994a,b;1998a,b,c). ...
... Otros trabajos son inconcluyentes en cuanto a la cuestión del ajuste interno, bien por la complejidad del planteamiento del estudio (DELERY y DOTY, 1996), bien porque se mantienen al margen de dicha cuestión (HUSELID, JACKSON y SCHULER, 1997). Por último, tan sólo dos trabajos no aceptan, al menos plenamente, las hipótesis universalistas (WOOD y DE MENEZES, 1998;YOUNDT et al., 1996) -al margen de la problemática del ajuste interno. ...
... ARTHUR, 1992;GOVINDARAJAN, 1988), bien parcialmente (e.g. YOUNDT et al., 1996), la hipótesis de conexión entre estrategia de costes y sistemas de recursos humanos de control mayoritariamente se enfrenta a una situación más confusa: en ARTHUR (1992) y en GOVINDARAJAN (1988) no se acepta, pero en cambio sí que se acepta en YOUNDT et al. (1996). ...
Este trabajo ha sido seleccionado y ha obtenido el 2.º Premio Estudios Financieros 2003 en la Modalidad de Recursos Humanos. El interés por la gestión de recursos humanos ha experimentado un gran auge durante los últimos años. Son numerosas las iniciativas y estudios que otorgan a las personas un papel esencial para el eficaz logro de los objetivos estratégicos de cualquier tipo de organizaciones. Sin embargo, el mismo concepto de gestión (o dirección, o administración) de recursos humanos aparece sumamente confuso, no existiendo acuerdo entre los expertos acerca de su exacto significado y alcance. En cualquier caso, son numerosas las investigaciones que demuestran reiteradamente el impacto positivo que ejercen las distintas políticas y sistemas de recursos humanos en los resultados organizativos. No obstante, la consistencia colectiva de la investigación en este ámbito puede verse afectada por la existencia de enfoques altamente dispares. En este sentido, diferentes trabajos de investigación parten de distintas asunciones, efectúan sus propias elecciones de elementos clave, se centran en diferentes aspectos concretos, o utilizan desiguales métodos y operativizaciones de constructos y variables. Con este trabajo, pues, a partir de una revisión de la literatura especializada, se pretende ofrecer una reflexión crítica acerca de todas estas (y algunas otras) cuestiones. El autor espera, en alguna medida, contribuir tanto a la edificación de un lenguaje común en el área estudiada, como a aumentar el rigor y consistencia del conjunto de la investigación estratégica en recursos humanos.
... En el contexto de la gestión de los recursos humanos, esta característica depende de la heterogeneidad en la oferta de trabajo (WRIGHT et al., 1994). Si los tipos y niveles de habilidades no están distribuidos normalmente, entonces algunas empresas podrán adquirir el talento que necesitan mientras que otras empresas no, con lo cual, ceteris paribus, esta forma de capital humano constituye una fuente de ventaja competitiva sostenida (SNELL, YOUNDT y WRIGHT, 1996). Además, el criterio de rareza se relaciona también con los conceptos de especificidad de activos y movilidad laboral (BECKER, 1964;WILLIAMSON, 1985). ...
... En el contexto de la gestión de los recursos humanos, si un recurso puede ser duplicado o imitado por otra empresa, entonces no constituye una fuente de ventaja competitiva sostenible. Sin embargo, el modo en que los recursos humanos actúan sobre la ventaja competitiva sostenida está limitada por la existencia de ambigüedad causal, complejidad social y condiciones históricas únicas (SNELL, YOUNDT y WRIGHT, 1996;WRIGHT et al., 1994). La ambigüedad causal existe cuando la relación entre los recursos de la empresa y su ventaja competitiva no se identifica fácilmente -por ejemplo, en el caso de la producción en equipo 5 (ALCHIAN y DEMSETZ, 1972;REED y DEFILLIPPI, 1990). ...
... A partir de este marco, se analizarán las principales implicaciones para la gestión de los recursos humanos (SNELL, YOUNDT, WRIGHT, 1996). ...
Este trabajo ha sido seleccionado y ha obtenido el accésit especial Premio Estudios Financieros 2004 en la modalidad de Recursos Humanos. La literatura de gestión de recursos humanos pone de relieve cómo determinadas prácticas o conjuntos de prácticas de gestión de recursos humanos contribuyen a la formación y sostenimiento de una ventaja competitiva para la empresa. Sin embargo, además de esta relación causal directa, la gestión de recursos humanos también puede influir indirectamente en la creación de una ventaja competitiva a través de la estrategia de conocimiento de la empresa. El presente trabajo se propone examinar esta relación indirecta, puesto que se trata de un aspecto escasamente estudiado en la literatura, a pesar de su gran importancia para la competitividad de la empresa. Así, el objetivo de este trabajo es analizar cómo las prácticas de gestión de recursos humanos pueden y deben alinearse con las estrategias de gestión del conocimiento con el fin de crear una base de conocimiento que constituya una fuente de ventaja competitiva sostenida.
... Adjusting guidelines for different employee groups in a complementary way (Delery & Doty, 1996;Karman, 2019;Snell et al., 1999;Wright & Snell, 1998) 4 13 Providing quick feedback to employees on the effectiveness of their new skills (Karman, 2019;Snell & Youndt, 1995;Snell et al., 1999;Wright & Snell, 1998) Quickly and effectively adapting to environmental changes through HR activities (Bhattacharya et al., 2005;Laidi et al., 2021;Milliman et al., 1991) 3 22 Implementing methods to measure and simplify work to improve performance (Schuler & Jackson, 1987;Takeuchi, 2009 To finalize and confirm the localized components of flexible human resource management in Iraq's manufacturing sector and determine the importance of each component, the Delphi method was used. The Delphi process was completed in three iterations, summarized for brevity. ...
... Adjusting guidelines for different employee groups in a complementary way (Delery & Doty, 1996;Karman, 2019;Snell et al., 1999;Wright & Snell, 1998) 4 13 Providing quick feedback to employees on the effectiveness of their new skills (Karman, 2019;Snell & Youndt, 1995;Snell et al., 1999;Wright & Snell, 1998) Quickly and effectively adapting to environmental changes through HR activities (Bhattacharya et al., 2005;Laidi et al., 2021;Milliman et al., 1991) 3 22 Implementing methods to measure and simplify work to improve performance (Schuler & Jackson, 1987;Takeuchi, 2009 To finalize and confirm the localized components of flexible human resource management in Iraq's manufacturing sector and determine the importance of each component, the Delphi method was used. The Delphi process was completed in three iterations, summarized for brevity. ...
Objective: The main objective of the present study was to provide a localized model of flexible human resource management for manufacturing companies in Iraq and to examine the impact of this variable on the operational performance of these companies. Methodology: Therefore, the present research is developmental and was conducted using an exploratory-analytical approach. In the qualitative section, this study utilized the Delphi strategy, and in the quantitative section, it employed the survey strategy. The qualitative section's tool was a systematic review of the literature, and field data in the quantitative section were obtained using a questionnaire. Human resource management experts in Iraq were considered the statistical population for the first section, while human resource managers and experts in the manufacturing sector of this country were regarded as the statistical population for the second section. Findings: Analysis of the opinions from a 20-member expert panel in the qualitative section led to the identification of six components of flexibility: operational, individual, skill, behavioral, temporal, and relational, for the concept of flexible human resource management. Additionally, the analysis of survey data obtained from a sample of 238 individuals confirmed the validity of this conceptual construct, and structural equation modeling demonstrated its significant impact on operational performance. Furthermore, the results of hierarchical regression analysis showed that organizational ambidexterity significantly moderates the effect of flexible human resource management on operational performance. Conclusion: it is suggested to establish direct connections between organizational units like the research and development unit, which engage with the organization's learning capabilities, and the human resource unit. This way, the interaction between flexibility and learning will increase the organization's ability to explore and exploit innovation.
... Additionally, research is underway to illuminate the functions of human HRM from a holistic perspective through integration with strategic management and organizational theory, leading to a paradigm shift. For example, issues such as strategic HRM [2,[11][12][13][14][15], highperformance work systems [16][17][18], commitment maximizing [6], and high-involvement HRM systems [19] have been investigated to clarify the relationship between HRM and organizational performance. This series of research flows reflects the strategic importance of HRM in firms and highlights the need for HRM functions and systems to align and integrate with the overall corporate strategy. ...
... Therefore, a company's continuous investment in HRM contributes to human capital accumulation by activating communication between human resources within the organization and improving interconnectivity. Ultimately, the organizational capabilities inherent in the HRM system that are developed on this basis can satisfy the conditions for competitive advantage [3,15,[34][35][36]. ...
This study visually explores the relationships among human resource management (HRM) investment, strategy implementation, and firm performance for small- and medium-sized enterprises (SMEs) in Korea. This exploratory research focuses on the significance of strategy implementation, an often overlooked factor in the relationship between HRM and firm performance, as well as HRM investment, which can enable the development of organizational capabilities. We conducted a multiple correspondence analysis to understand the interrelationship between HRM investment, competitive strategy implementation, and firm performance. We differentiated the results by group type according to the level of HRM investment, competitive strategy implementation, and firm performance. We found that firms with high HRM investment achieve the highest performance by implementing an ambidextrous strategy that simultaneously pursues cost leadership and differentiation. Ultimately, this study’s results suggest that for firms to create a competitive advantage through the strategic capitalization of human resources, long-term and continuous investment in HRM is necessary, even if short-term visible effects are not observed while the HRM system is being built, to eventually establish the organization’s capacity to support strategy execution. This study’s potential contribution is to extend the resource-based view by establishing the role of strategy implementation in linking HRM systems as organizational capabilities to performance.
... HC is defined as individuals' knowledge, skills, and abilities (Schultz, 1961). Moreover, creative, bright, and skilled individuals are called HC (Snell et al., 1996). HC results in great firm performance by ensuring great customer satisfaction through improved creativity and high-quality services (Chowdhury et al., 2018). ...
... In this study, the measures of IC are developed based on the definitions made by the majority of scholars (Kianto, 2007;Poh et al., 2018;Snell et al., 1996;Ting et al., 2011). Data for this study were collected at different stages as follows. ...
Purpose
This study aims to investigate the association between intellectual capital (IC) and bank efficiency of Taiwanese bank branches.
Design/methodology/approach
This study manually collects sample data from 107 non-public financial reports of the bank branches of Taiwan Business Bank Company Limited. As this study concerns bank branches, this study uses questionnaires related to IC to measure the implementation of IC at branch level. This study employs data envelopment analysis (DEA) models (BCC, EBM and BootBCC) to identify bank branches' efficiency. This study uses partial least square-based structural equation modeling analysis to assess the impact of IC and bank efficiency.
Findings
Result reveals that relational capital (RC) significantly and negatively impacts bank efficiency. Findings also imply that human capital (HC) and structural capital (SC) do not contribute to bank efficiency in Taiwan.
Practical implications
Spending effort in building relationships with customers diverts banks' resources. More inputs that are used may not be converted to outputs immediately. Bank branches should focus on enhancing their service quality to attract customers to use the facilities provided by branches.
Originality/value
To the best of the authors' knowledge, this empirical study is the first to examine the association between IC and bank branches' efficiency in Taiwan by integrating primary and secondary data. For IC components, this study conducts a survey by designing the questionnaires related to IC to assess the implementation of IC at bank branches in Taiwan. In terms of efficiency, this study uses bank financial data and DEA models to identify bank branches' efficiency.
... For example, when firms inspire their employees to be proactive in ideas generation and other direct contributions to enhancing the firm's performance, it not only raises their satisfaction at work (Galinsky et al. 2011), but it enhances their effort which drives improvements in productivity. In addition, firms with greater HR flexibility are able to adapt quite effectively to changing external conditions (Snell et al. 1996 andBoswell 2002). HR flexibility can also impact positively to creativity and innovation (Pradhan et al. 2017). ...
... * is significant at the 0.05 level. # is significant at the 0.10 level changing external conditions (Snell et al. 1996;Wright and Boswell 2002), while also impacting positively to creativity and innovation (Pradhan et al. 2017). ...
While evidence exists for an association between people management practices (PMP), firm characteristics and lean manufacturing practices (LMP), there is limited research focusing on different sized firms. What is not understood is (1) what PMP bundles are chosen by different sized firms which adopt LMP, and (2) what firm characteristics play a role in explaining these choices. The empirical evidence is based on archival data sourced from the world management dataset comprising of 299 Australian and New Zealand manufacturing firms. Using path analysis and disaggregated data on a set of commonly adopted PMP, we test for six PMP, namely, instilling a talent mindset, promoting, rewarding, retaining and attracting high performance as well as removing poor performers; and identify PMP chosen by firms which have a lean manufacturing strategy (LMS) and that adopt LMP. We find that relatively smaller firms that adopt many LMP also chose removing poor performers and promoting high performers to complement their LMS. The education level of management in those same relatively smaller sized firms is found to be a key factor explaining this PMP bundle. Deeper inspection of the results reveals differences between smaller versus larger firms. The study contributes to lean and people management literature that helps identify bundles of PMP chosen by different sized enterprises to complement their lean manufacturing strategy and practices.
... Relational e-HRM includes recruitment, selection, performance management, and training (Khatoon, 2012). It focuses on how technology supports the course of HR actions (Snell et al., 1996), which delivers results and factors in cost and time savings. For instance, HR evaluated applicants who used the Internet for job applications more positively than those using paper walk-in applications in terms of progressiveness, creativity, and innovativeness (Eddy et al., 1999). ...
... Transformational e-HRM IT that supportive of business renovation constitutes transformational IT (Snell et al., 1996). Transformational e-HRM includes knowledge management, strategic re-orientation, organisational change process, and strategic competence management (Khatoon, 2012). ...
... According to Saha and Gregar [20] strategic HRM is conceptualized as a deliberate framework for leveraging human resources within a firm towards achieving organizational objectives. Their perspective emphasizes the significant role of human resources in influencing organizational performance and underscores the importance of integrating HRM practices with other organizational activities to create a cohesive strategic system [21,22]. ...
This study explores the impact of artificial intelligence (AI) on human resource management (HRM) practices and organizational performance. It aims to examine the role of AI-driven HR constructs, including artificial intelligence in human resources, strategic HRM, and technological competence, in enhancing sustainable organizational performance. A cross-sectional study design was adopted, and data were collected from 366 respondents using a convenience sampling technique. Path analysis was employed to investigate the relationships between AI-driven HR constructs and organizational performance. The study provides empirical insights into the role of AI in transforming HRM practices. The results indicate significant positive relationships between artificial intelligence in human resources, strategic HRM, technological competence, and sustainable organizational performance. The study highlights the transformative potential of AI in HRM, emphasizing the need for organizations to develop technological competence among employees to maximize AI’s benefits. The findings reinforce the strategic importance of AI integration in HRM, demonstrating its role in driving innovation, efficiency, and sustainable growth. AI-driven HRM enhances decision-making, workforce capabilities, and long-term organizational success in the digital era. This study provides valuable insights for organizations seeking to integrate AI into HRM practices. It underscores the necessity of strategic HR management and technological expertise to leverage AI’s full potential, ensuring sustainable organizational performance and competitive advantage.
... HRD experts see employees as one of the most important assets that can drive an organization to success, even though the value of human resources is not quantifiable like that of financial capital (Jacobs 1990;Kurian 2018;Muduli 2015;Snell, Youndt, and Wright 1996). Good employees help organizations retain knowledge and experience; losing them means losing that knowledge (Ramlall 2004). ...
... Additionally, people resources should be difficult to imitate and should be organized. These attributes ensure both a unique culture and teamwork (Coff, 1997;Snell, Youndt & Wright, 1996). People resources being unique and capable of extraordinary teamwork should also be important within local government HR processes. ...
It is not known to what extent local government human resources (HR) professionals are capable of systematically addressing human performance issues. Literature on human performance improvement has shown that matching interventions with performance issues may prove difficult for teams charged with improving performance. This is due in part to the absence of an effective model in place capable of systematically understanding performance issues and targeted solutions, and evaluating intervention success. This study examined the impact that an action learning intervention on human performance technology (HPT) had on HR professionals in a local government organization. The importance and value of conducting this study was predicated on previous research indicating that systems are required for addressing organizational performance issues. The literature review for this study indicated that HR processes are linked to human performance improvement strategies. Data was collected pre and post action learning intervention. Baseline, or pre data, indicated the need for HR professionals to acquire knowledge of HPT/HPI principles. Level two post assessments yielded results in favor of action learning implementation and self-efficacy determination.
... With the emergence of the knowledge-based economy, organizations put a heavy emphasis on scarce resources and knowledge supply in order to increase organization, competitive advantage, and organizational effectiveness (Debrulle and Maes, 2014) [33]. Knowledge, skills, and abilities are viewed as an invisible asset seen as a tool for sustainable organization (Itami & Roehl, 1987 [34]; Snell et al., 1996 [35]; Wright et al., 2001 [36]); continuous education and training as well as the rapidly changing trends of the global technology, for maintaining competitiveness of organization. To retain a high standard of living knowledge, skill building, and training levels of the workforce must be upgraded (McConnell and Bruce, 2017) [37]. ...
It is evident throughout the literature that unemployment rate among the youth in Rwanda is alarming. The majority of the unemployed young people are the universities and higher learning institutions graduates and one of the root causes is attributed to the lack of job opportunities and experience. This paper therefore examines the contribution of national professional internship programme introduced by Rwanda Development Board (RDB) to the employment opportunities for graduates from higher learning education in Rwanda. The paper study mixed qualitative and quantitative methods with a target population of 2158 internees from whom a sample size of 95 respondents was selected. The questionnaire, documentation, and interview data collection techniques were used while collected data were analyzed using descriptive techniques such as frequency distribution and percentage. The study findings indicate that national professional internship enhances graduates’ employable skills, work readiness, and competitive skills. National Professional Internship also exposes the graduates to the job market, enables them to gain working experience, and equips them with job-seeking skills. There is a need however for partnership with public and private institutions and to encourage graduates to undertake professional internship as one of the ways to land employment opportunities.
Keywords
Internship, Employability, Employment Opportunities, Professional Internship, Fresh Graduates, and Internship Programme
... • Organizational systems designed to achieve competitive advantage through people (Snell, Youndt, & Wright, 1996). • SHRM is the linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility (Truss & Gratton, 1994). ...
... If talent is not equally distributed in the society, some companies can reach the talent they need while others cannot. Hence, human resources can be the source of competitive advantage for companies (Snell, Youndt, & Wright, 1996). This part shows parallelism with the resource dependency approach. ...
The concept of talent management has been examined from the perspective of theories such as resource dependency theory, McKinsey research, and human capital approach, which are frequently cited in the literature. In this study, the values that the concept of talent management expresses for organizations in terms of different theories were examined and it was aimed to contribute to the literature. In the literature, the relationship of talent management with different variables has been examined in studies or theses related to talent management, and in some studies, the theories on which talent management is based are mentioned. However, these theories have not systematically been found in studies that only constitute the main headings of the study. It will be useful to researchers who want to use the concept of talent management in order to see the theories on which the concept of talent management is based in a single study.
... De hecho, se ha demostrado la existencia de relaciones entre las prácticas de recursos humanos y el rendimiento 1 , sin embargo, estos estudios no han analizado los mecanismos a través de los cuales se supone que las prácticas influyen sobre éste: las habilidades y la actitud y motivación de los empleados para aprender. SNELL, et al. (1996) afirman que los empleados contribuyen al aprendizaje cuando poseen conocimientos y habilidades que la empresa necesita y se sienten motivados a aplicar esas habilidades y conocimientos a través de un esfuerzo discrecional. Consideramos, pues, importante, de acuerdo con lo expuesto en el apartado anterior, aplicar, primero, prácticas técnicas que doten a los trabajadores de los conocimientos necesarios y, segundo, prácticas estratégicas que supongan transmitir información, delegar poder vía descentralización y otorgar autonomía en la toma de decisiones, estableciendo paralelamente sistemas de recompensas tanto salariales como extra-salariales que motiven suficientemente tanto a los directivos como al resto de los trabajadores de la empresa. ...
El objetivo de este trabajo es analizar la relación existente entre las políticas de gestión de recursos humanos y el aprendizaje organizativo, considerado por numerosos académicos y profesionales la única fuente de ventaja competitiva sostenible. Las hipótesis planteadas son contrastadas sobre una muestra de 195 empresas, con más de 200 trabajadores, que desarrollan su actividad en el territorio español. Los resultados indican que el establecimiento de políticas de contratación selectiva, formación estratégica, participación de los trabajadores en la toma de decisiones y retribución contingente favorecen la capacidad de aprendizaje de la organización.
... Hal ini mengacu pada kemampuan untuk mengembangkan, mengatur dan mengaplikasikan sistem SDM dalam pengaturan organisasi yang akan mengelola SDM secara keseluruhan untuk bersaing pada lingkungan bisnis. Fleksibilitas sumber daya manusia telah dianggap sebagai kemampuan yang membantu organisasi untuk beradaptasi dalam ketidakpastian lingkungan (Snell, Youndt & Wright, 1996). Menurut Halbesleben et, al (2014), fleksibilitas manajemen sumber daya manusia dibutuhkan untuk mengatasi tuntutan pekerjaan. ...
Di era bisnis modern saat ini, manusia (tenaga kerja) sebagai penggerak organisasi sudah tidak lagi dianggap sebagai faktor utilitas semata. Lebih dari itu, tenaga kerja merupakan aset terbesar organisasi sekaligus modal yang diharapkan dapat terus berputar dan dikembangkan. Berdasarkan fenomena di atas, maka buku ini disusun untuk menjawab permasalahan pengelolaan SDM organisasi dengan cara menghadirkan suatu pemahaman komprehensif dasar yang tidak hanya bersifat teoritis namun juga praktis. Materi yang tersaji dalam buku ini berisikan berbagai kajian kompleksitas manajemen SDM yang sering ditemui oleh para pelaku bisnis, tidak hanya perusahaan tetapi juga pelaku organisasi non profit.Setiap pembahasan materi di dalamnya merupakan kumpulan pemikiran luar biasa yang dituangkan oleh para ahli manajemen SDM yang berasal dari kalangan praktisi dan akademisi. Terdapat 14 bab, yaitu: Personalia, Human Resources, dan Human Capital; Kompetensi dan Etika Profesional SDM; Tantangan MSDM di Era VUCA; Perencanaan Strategis; Seleksi SDM Berbasis Kompetensi; Desain Pekerjaan dan Penempatan; Manajemen Pelatihan; Pengembangan Karyawan; Manajemen Talenta; Kompensasi dan Benefit; Retensi dan Separasi; Sistem Informasi SDM (HRIS); MSDM Bisnis Startup; Konsep MSDM Bisnis Global.
... Barney (1991) categorises resources into three types: i) physical capital resources (physical, technological, plant and equipment), ii) human capital resources (training, experience, insights) and iii) organisational capital resources (formal structure). The individual resources of the firm include both tangible and intangible resources of the firm that could give a competitive advantage to the firm (Grant, 1991;Snell, Youndt, & Wright, 1996). Tangible resources are physical assets such as plant and equipment, whereas intangible resources include the knowledge and skills of employees, a firm's reputation, information technology system and a firm's culture. ...
This study aims to evaluate the relationship between Islamic corporate governance (ICG), human governance (HG), and information technology (IT) usage on sustainability reporting (SR) by investigating Shariah compliant companies in Malaysia and Indonesia. Data was collected from 68 manufacturing Shariah compliant companies’ annual reports for Malaysia, and 70 manufacturing Shariah compliant companies’ annual reports for Indonesia, for the year ended 2019. Descriptive and multiple regression analysis was used to analyse the data. The study found that HG Index and IT Usage Index were positive and significantly related to sustainability reporting for Shariah companies in both countries. However, ICG was not found to be significantly related to sustainability reporting for Shariah companies in Malaysia and Indonesia. This could be because the study focuses only on manufacturing companies, and in Malaysia and Indonesia, only about 24% of the companies and 13% of the companies respectively, have an ICG structure in place. The study suggests that to increase SR of Shariah compliant companies, there should be a good HG structure in place, and they should increase their level of IT usage in their business operations. Resource-Based theory can explain the relationship of IT Usage and HG to SR.
... Authors have also suggested for macro and micro domains in future research in HR strategy. So also, Snell, Youndt, and Wright (1996) and Wright et. al. (2001) proposed that examination on HR practices ought to distinguish assets that are basic for associations and can be constructed and upheld by HR practices. ...
High Performance Work Systems (HPWS) have unique way of thinking about organizations and organisational effectiveness. The role of employee positive attitude towards its organisation is also important for organizational effectiveness.
The purpose of this is to study the impact of HPWS and employee motivation on organizational effectiveness in Indian IT Sector. Also, to explore the mediating role of employee motivation between HPWS and organizational effectiveness.
The data is collected from 218 employees of belonging to 10 leading companies of IT sector using well designed questionnaire.
The major findings of the study showed that independent variable HPWS have impact on organisational effectiveness and employee motivation. And also, employee motivation has impact on organisational effectiveness and it mediates the relationship between HPWS and organizational effectiveness.
Keywords: High Performance Work Systems, Service Sector, Organizational Effectiveness, Employee Motivation.
... Aunque no hay consenso acerca de la configuración específica de PAR (BeCker y gerhart, 1996), hay evidencia creciente (arthur, 1994;koChan y osterMan, 1994;huseliD, 1995;levine, 1995;guthrie, 2001) que sugiere un vínculo entre las PAR y el rendimiento empresarial. Multitud de trabajos tanto teóricos como empíricos han analizado el papel mediador y moderador de diversos constructos a la hora de estudiar la relación entre PAR y rendimiento organizativo: las PAR potencian las relaciones sociales como recurso organizativo, lo cual puede incidir en el rendimiento de la organización (Collins y Clark, 2003;hansen, 1999;nahapiet y ghoshal, 1998;uhl-Bien et al., 2000); las PAR pueden incrementar, reforzar y sostener las competencias y el compromiso de los empleados, fundamentales en entornos turbulentos (laDo y Wilson, 1994;ulriCh, 1998); el clima organizativo ha sido posicionado como mediador y/o moderador de la relación entre PAR y rendimiento (kopelMan et al., 1990;neal et al., 2005); las PAR tienen mayor capacidad para desarrollar en una organización elevada complejidad social y ambigüedad causal, lo cual generará una ventaja competitiva sostenible a través de barreras de imitación (laDo y Wilson, 1994;snell et al., 1996); las PAR también sitúan a la empresa en una posición óptima para crear conocimiento y oportunidades, que favorecen el dinamismo, la flexibilidad y la capacidad de adaptación de la organización (teeCe et al., 1997). ...
Tras la entrada con fuerza del enfoque estratégico en el área de recursos humanos (en lo que se ha venido a denominar en castellano Dirección Estratégica de Recursos Humanos), el mundo académico inició hace veinte años un esfuerzo significativo para intentar justificar teóricamente la importancia del factor humano en la organización. A este esfuerzo le siguió uno todavía más considerable, que buscaba demostrar empíricamente las disquisiciones teóricas desarrolladas hasta el momento, para con ello facilitar el difícil salto de los principios estratégicos de los recursos humanos desde las aulas a los despachos de las empresas. Estos dos esfuerzos se vieron claramente influidos por la llegada de la Teoría de Recursos y Capacidades, que proporciona un marco ideal para integrar las reflexiones en ocasiones un tanto deslavazadas e inconexas que habían estado ligando hasta el momento las prácticas de recursos humanos con las ventajas competitivas de las empresas. Este sólido cuerpo de literatura sigue creciendo con fuerza año tras año, pretendiendo dar respuesta a preguntas complejas: ¿hay conexión entre las prácticas de recursos humanos y los resultados de la empresa? ¿Depende esta conexión del contexto estratégico de la empresa? ¿Hay prácticas de recursos humanos que siempre son beneficiosas para el rendimiento de la empresa independientemente de la estrategia competitiva que ésta haya implementado? ¿Las empresas tienden a utilizar grupos de prácticas de recursos humanos homogéneos?... Dos marcos teóricos se han asentado en la literatura al intentar sistematizar las respuestas a estas preguntas: el contingente y el universalista *. Sin extendernos en su exposición, lo que supondría adelantarnos a la primera parte del trabajo que realiza una revisión de dichos enfoques, conviene plantear que el marco contingente defiende la estrecha relación causal entre las estrategias competitivas y las prácticas de recursos humanos adoptadas por las empresas, el marco universalista defiende la existencia de una serie de prácticas de recursos humanos siempre adecuadas y el marco configuracional defiende que con el tiempo las empresas adoptan grupos de prácticas de recursos humanos estables. El objetivo de la parte empírica de esta investigación es contrastar estos tres enfoques en la realidad del tejido empresarial español. Con una muestra de 184 medianas y grandes empresas españolas, se presentan los resultados descriptivos de sus prácticas de recursos humanos, de sus variables de diseño organizativo y de sus opciones en materia de estrategia competitiva.
... El valor estratégico del capital humano hace referencia a su potencial para mejorar la eficacia y eficiencia de la empresa, explotar oportunidades de mercado y/o neutralizar amenazas potenciales. El carácter idiosincrásico del capital humano refleja el grado en que este recurso organizativo es escaso, especializado y específico a la empresa (Barney, 1991;williaMSon, 1975) y no está fácilmente disponible en el mercado de trabajo y no puede ser aplicado con facilidad en otras empresas y ofrece una fuente potencial de ventaja competitiva (Snell, yoUnDt y wrigHt, 1996). ...
El valor del capital humano existente en la empresa se puede analizar a partir de dos variables: valor estratégico y naturaleza idiosincrásica. Por un lado, hay que analizar los beneficios que los empleados proporcionan a los clientes, accionistas y otros agentes interesados en la empresa y, por otro lado, los costes en que incurre la empresa para proporcionar estos beneficios. A partir de estas dos dimensiones podemos diferenciar cuatro tipos de capital humano: genérico, esencial, residual e idiosincrásico. El conocimiento que se considera valioso puede ser distinto dependiendo del caso específico de la empresa puesto que cada empresa tiene una misión, visión y objetivos diferentes. En este sentido, ciertos autores, como Barney (1991), sugieren que a medida que el valor estratégico del capital humano aumenta también lo hace la probabilidad de que las empresas utilicen este recurso internamente más que recurrir al outsourcing o emplear el sistema buy o de mercado de recursos humanos. El presente trabajo estudia cómo se deben utilizar determinadas configuraciones de recursos humanos para los diferentes tipos de capital humano existentes en la empresa.
... Talented employees as human assets provide a competitive advantage to companies, so many academics apply the resource-based view in order to explore the role of human resources (HR) in organizations [Wright, McMahan, McWilliams, 1994;Jackson, Schuler, 1995;Snell, Youndt, Wright, 1996]. However, not only talents themselves are proven to increase firms' competitive advantage, but also HR practices aimed at this employee category [Barney, Wright, 1998]. ...
Firms increasingly adopt various talent attraction practices in order to hire the most talented employees and outperform competitors. Although talent attraction is considered critical for the firm success, there is little information on how specifically local firms and multinational corporations strive to win the “war” for talented employees in Russia. To bridge this gap, this study aims to explore talent attraction systems of Russian firms and their foreign counterparts, which they use in order to increase a competitive advantage. The research is based on a qualitative methodology, the data was collected using thirty three in-depth interviews with HR managers and further analyzed with the help of NVivo 12 software. The study reveals that both local firms and multinational corporations apply the same set of talent attraction practices at the operational level. However, only a few foreign companies use a strategic approach for the creation of external and internal talent pools which help them to quickly react to disruptive changes. The article contributes to existing research in two ways. First, it develops the resource-based view on talent management using the HR architecture framework and shows how talent attraction systems enable companies to acquire various talent groups in order to improve the competitive advantage. Second, this study explores talent attraction as a system on the strategic, policy and practices levels, describing their similarities and differences in local companies and multinational corporations.
... Snell et al. [39] defined strategic HR management as "types of planned human resource deployment and activities to achieve organizational goals." Meanwhile, "strategic management" refers to all organizational activities related to organizational performance. ...
The goal of this study is to investigate the influence relationship between AMO applied green HRM and employees’ green OCB. This study also attempted to verify the relationship between employees’ green OCB and green performance management. Specifically, we tried to define the effects of green awareness and green psychological climate on green HRM and green OCB. Moreover, we examined the mediating effect of green CSR perception on the relationship between green OCB and green performance management. To do so, we surveyed Rooms and F&B employees from nine global chain hotels in South Korea that actively contribute to a green package. An “actively contributing hotel” is one that has leadership in energy and environmental design certification. Further, employees of such hotels consider them proenvironmental hotels. For data analysis, we carried out SEM and factor analysis using SPSS 18.0 and Amos 20.0 (IBM, Armonk, NY, USA). All hypotheses were adopted as having significantly positive (+) effects. Hypotheses 4, 7, and 11 predicted partial mediating effects. The findings of the study have significant theoretical and practical ramifications for corporate environmental strategic performance management. Specifically, this study identified the relationship between the mediation variables on green OCB and green PM, as demonstrated in previous studies. Additionally, these results provide an effective employee management strategy for the green HRM of green hotels by providing concrete data. First, green hotels need to raise employees’ green awareness and green psychological climate to increase their green OCB. Second, employees themselves ultimately have to enhance the green CSR perception to raise green PM.
... Resources and capabilities act as the foundation of strategy, and the internal resources and capabilities provide the basic direction for a firm's strategy. According to Snell et al (1996), the resources of firms comprise human capital, social capital (i.e., internal/external relationships and exchanges), and organisational capital (i.e., processes, technologies, databases). The individual resources of the firm include both tangible and intangible resources of the firm that could give a competitive advantage to the firm. ...
... As an example, a study of high-tech Small Innovative Enterprises (SIE) in Russia by Tovstiga and Tulugurova (2007) found that HC is the most crucial resource that contributes to firm performance, particularly non-financial performance. These findings are consistent with several previous investigations (e.g., Coff, 1997;Jiang et al., 2012;Snell et al., 1996;Unger et al., 2011;Wright et al., 1994). The results of these cross-case analyses remind researchers that HC may have exclusive links with different firm performance outcomes. ...
Manuscript type: Research paper Research aims: Currently, machinery is replacing most human capital to save cost, but the value of human capital that contributes to the performance of SMEs is invaluable. SMEs were used to explain the connection between human capital and SMEs performance in South Australia. Design/Methodology/Approach: Five case studies on SMEs in South Australia were used in this study. The analysis of qualitative data entailed data coding, within-case analysis, and cross-case analysis. Research findings: The cross-case analysis result is unsurprising considering that all five firms depend on their employees to work and keep the firm in operation. The cross-case analysis results are mixed in respect to the connection between human capital and the several types of performance measurement. The results, therefore, need to be interpreted with caution. SMEs perform solely through the skills, experience, and knowledge of their employees. This distinction occurs when the knowledge and information that employees gain
... Resources and capabilities act as the foundation of strategy and the internal resources and capabilities provide the basic direction for a firm's strategy. According to Snell et al. (1996), the resources of firms comprised of human capital, social capital (i.e., internal/external relationships and exchanges), and organizational capital (i.e., processes, technologies, databases). ...
Human Governance refers to the governors’ commitment to improve employees’ values and ethical behaviour in the organization. Humans are capital asset and key driver to a successful organisation. The objectives of the study are to explain the development of human governance index and discuss the findings of human governance index when applied to 68 Shariah-compliant companies in the manufacturing sector. Previous study used primary and secondary data. Thus, this study will combine the indices of Human Governance from previous study and will develop a more comprehensive checklist using secondary data. Human Governance Index of this study comprises 37 items which are made up of four (4) main components which are (1) BOD Leadership - which is measured by i) BOD Job Experience Index, (ii) BOD Educational Background Index, (iii) BOD Educational Level Index, (iv) BOD Age Index, (v) BOD Gender Diversity Index; (2) Level of Integrity Index; (3) BOD Quantity of Training Index; and (4) Quality of Internal Control System Index. The index has been validated by panel experts and inter-rater consistency was also conducted. The index was then used to measure the Human Governance Index of 68 Shariah-compliant companies’ annual reports for the year 2019. 68 Shariah-compliant companies are from manufacturing companies which comprise 25 consumer products, 3 healthcare, and 40 industrial products. The results of this study revealed that consumer product sector has the highest items compared to industrial product and healthcare sectors. BOD job experience index has the highest mean of 92.9% indicates that BOD has more than 10 years’ experience and BOD gender diversity index has the lowest mean of 17.6% which comprises female. Human governance Index can be used to assist companies to improve their human capital who are important assets to the company and have been proven to increase performance of companies if they are better managed.
... This identifies that the resources that organizations have are unlikely to be identical, and they must encounter four requirements: They must be valued, exceptional, unique, and non-compatible. Moreover Snell et al. (1996) believed that HR comes across these four requirements, which, eventually, can create the robust source of competitive advantage for the firm. Ever since Barney (1991) drew the elementary theoretical model and measurement for the sources of sustainable competitive advantage, the RBV theory has become the most frequent philosophy in the discipline of SHRM, both in the expansion of the theory and the foundation for empirical research (McMahan et al., 1999). ...
Extant research primarily focuses on the driving factors of human resource (HR) professionals’ effectiveness in Telco firms of Pakistan. That is due to the need for HR professionals to be effective has risen in the 21st century for gaining sustainable competitive advantage. This research paper aims to examine the level of HR professionals’ effectiveness in Telco firms of Pakistan and explores the strategic functions and their elements, owing to which HR professionals can be effective in fulfilling their tasks and duties. Ten HR executives from five Telco firms were interviewed. The study finds nine key strategic functions along with their forty elements, which indicate the effectiveness of HR professionals. Successful implementation of these strategic functions and their elements offers Telco firms to sustain competitive advantage. Hence, it extends the resource-based view (RBV) theory by accumulating the additional determinants in the context of Pakistan. The research provides the insights for policy makers and practitioners, which explain the key strategic functions and substantial variables through which HR professionals can augment their effectiveness in sustaining competitive advantage.
... This starts from building a convergence of departmental strategy with business strategy. Snell et al. (1996) observed from "taking human resources out of the strategy equationthat is, by substituting capital for labor where possible, and by designing hierarchical organizations that separate those who think from those who actually do the work". Snell, et al.(2000) stated that strategic management theory in the 1990s led to a resource and knowledge-based view, where competitive advantage lies in the organization's ability to learn, innovate, and change, so that the human element becomes increasingly important in generating value. ...
The COVID-19 pandemic declared by UNDP has an impact on the global economic crisis, according to the ERC, which is more detrimental to small and medium enterprises than large companies. This is a classic problem that is fundamental to HR management, regarding the need for a fundamental redefinition of the function and role of HR in terms of social responsibility. It is necessary to increase the capacity of human resources in different ways, towards capabilities without theoretical limits, realizing the contribution of human resources that has unlimited impact, not only in the organization but also in the social sphere of society. Our experiments increased the capabilities of more than 500 workers, proving that in less than a month they were able to identify problems in their fields that had not been seen so far, an average of 40% to 70% of implementation standards, and were able to increase innovation in organizations up to two hundred times (20,000%) in a year. From here we identify the element of feeling that we call intuition as a human advantage that is able to support it in greater achievements Natural HR as the future strategic HR is the answer of HR Management entering a new era, as a redefinition of the function and role of HR. For that we make improvements with the BCGC model or the zukra model.
... Thus, a number of scholars reported that the SHRM practices positively influence the strategic leadership of an organization. For instance, numerous researchers investigated the influence of SHRM practices on high involvement of system, high performance, human capital orientation, and life balance at the workstation (Aryanto, Fontana, & Afiff, 2015;Conway & Monks, 2008;Guest et al., 2003;Macher & Mowery, 2009;Snell, Youndt, & Wright, 1996). However, prior studies stated that staffing, training, appraisal, participation, and compensation are the dominant factors of SHRM practices (Harrison & Bazzy, 2017;Meng & Berger, 2019;Wahyuningsih et al., 2019). ...
Like other business organizations, the banking sector endeavors to achieve and sustain its competitive advantages in the business market. The aim of this study to investigates the role of strategic human resources management practices in achieving sustainable competitive advantages, with the mediating role of organizational culture and strategic leadership in the banking sector of Saudi Arabia. A resourcebased view was applied to establish and understand the study model. Convenience sampling techniques were used to collect data from 181 respondents through a cross-sectional research design. Primary data were collected from different public and private banks' employees from the Western region of Saudi Arabia. Structural equation modelling techniques were applied to analyze the data through Smart PLS software. This study findings presents that the strategic human resource management practices directly influence strategic leadership and organizational culture. Whereas strategic leadership and organizational culture were mediate the relationship between strategic human resource management and sustainable competitive advantages. Finally, this study extended the literature on the association between strategic human resource management practices, strategic leadership, organizational culture, and sustainable competitive advantages of the banking sector of Saudi Arabia.
... According to Jackson et al. (2014), the field of strategic human resource management haw a long and rich tradition. For Snell et al. (1996), SHRM is interpreted as "an organizational system aimed to achieve a viable competitive advantage through people". For others, however, SHRM is seen as a process, "the process of linking human resources' practices with business strategy" [Ulrich, (1997), p.89]. ...
... In this respect, human resources management plays an active role in creating and using new knowledge as a way of gaining power for adaptation to the environment. This process is called as organizational learning (Snell et al., 1996). Furthermore, human resources management helps the organization build a shared climate for organizational success, and provide effective leadership for employees. ...
In this chapter, a multi-disciplinary approach for creating sustainable competitive advantage is examined. This is the integration of human resources management and supply chain management. The primary aim is to come up with a solution to the research question of ‘how do organizations create sustainable competitive advantage by integrating human resources and supply chain management?' In order to put forth the solutions, the resource-based approach is employed. A detailed literature review is given on the integration of two business functions to create sustainable competitive advantage. This chapter contributes to the literature, first by laying out the importance of resource-based view in both human resources and supply chain management, second by examining how do these two functions unite in order to obtain sustainable competitive advantage, and lastly, by enriching the limited number of studies so far on the integration of human resources and supply chain management with the help of a literature review.
... 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. Thus, SHRM acknowledges, human as strategic business resources and means of achieving sustainable competitive advantage. ...
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.
... According to Jackson et al. (2014), the field of strategic human resource management haw a long and rich tradition. For Snell et al. (1996), SHRM is interpreted as "an organizational system aimed to achieve a viable competitive advantage through people". For others, however, SHRM is seen as a process, "the process of linking human resources' practices with business strategy" [Ulrich, (1997), p.89]. ...
... This internal consistency or "fit" of different HRPs is in line with system approach (Boxall and Purcell, 2011). Snell et al. (1996) described the function of strategic HRM as "organization systems designed to achieve sustained competitive advantage through people." They highlighted the underlying principle of strategic HRM by emphasizing on the cohesiveness of HRPs, through which organizations should focus on sustained competitive advantage over simply adopting practices to their existing context. ...
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.
... Individual HR practices may be uncommon at a particular organization and contribute to the creation of specific human capital skills. Many researchers (McMahan, Virick, & Wright, 1999;Wright & McMahan, 2011) have remarked that the human capital resource pool is the focus of strategic HRM, and that it impacts the effectiveness of an organization (Delery & Shaw, 2001;Snell, Youndt, & Wright, 1996;Ulrich, 1991;Wright & McMahan, 1992) through the mechanism of employee behaviour (Wright & Snell, 1991). ...
This study examines the influence of human resource practices (HRPs) on both the financial and social performance of monetary financial institutions (MFIs), assessing the role of intellectual capital (IC). Data were collected from 252 MFIs in India, and structural equation modelling was used to analyse causal relationships. The proposed model finds a positive relationship between HRPs and human, structural, and relational capital, and all facets of IC were positively associated with financial and social performance. Intellectual capital fully mediated the relationship between HRPs and financial performance but only partially mediated the relationship with social performance. Accounting for IC components, the indirect relationship between HRPs and financial performance was stronger than the indirect relationship between HRPs and social performance. Results indicate that HRPs can better explain the performance of MFIs through human, relational, and structural capital accumulation. They were congruent with a resource‐based view of HRM and human capital theory.
Several studies investigating the relationship between education and economic growth have concluded that sustained economic growth is most likely the product of several factors working together. Therefore, students from low-income families should be included in and encouraged to participate in university educational procedures. Over and above South Africa's fiscal conundrum centres on allocating funds to combat unemployment, inequality, and poverty effectively. Even though the government spends a lot of money on education, there are concerns about how well this investment promotes socio-economic development and addresses structural inequality. Debatably, South Africa has made significant investments in higher education, aiming to empower its youth and drive socio-economic development. This chapter outline employs human capital theory as a framework to critically examine South Africa's investment in higher education, aiming to provide insights into how educational investments contribute to human capital development, economic growth, and societal advancement.
Orientation: Small, medium and micro enterprises (SMMEs) are prone to failure primarily because of inadequate human resource (HR) procedures despite their reputation for flexibility, closeness to dependable clients, adaptability and adoption of new technologies.Research purpose: This study aims to explore strategic human resources management (SHRM) strategies for small businesses in South Africa to enhance survival rates. It investigates the pivotal role of HR in SMMEs, emphasising effective selection, recruitment, retention, and performance management for productivity and competitive advantage. Additionally, it elucidates the impact of SHRM practices on organisational efficacy and assesses the correlation between performance and training.Motivation for the study: The goals of SMMEs are to manage relationships, perform better and boost employee satisfaction through the effective use of HRs. This study’s interpretation of human resources management (HRM) is that it should be used to improve resource efficiency by applying HRM techniques. Further, performance management is another method that HRM shows up.Research approach/design and method: A desktop research on a PhD thesis published in 2014 used a positivist paradigm, descriptive research design, quantitative research approach and a survey research strategy, which included 50 respondents and was conducted in Polokwane in South Africa. The simple random probability sampling method employed a saturated sample technique as well as descriptive and path analytic tools.Main findings: The findings revealed that: (1) the results portray strong evidence between organisational capabilities (skills, knowledge) and organisational effectiveness and (2) business skills affect SMMEs’ profitability in South Africa.Practical/managerial implications: Through the advancement of a Resource-Based Entrepreneurship Theory (RBET), the study added to the body of knowledge.Contribution/value-add: This study makes a compelling case for the necessity of HRM procedures for the organisational efficacy of SMMEs.
Recent research on entrepreneurial failure has started to investigate the impact of failure on entrepreneurs and how this influences their motivation and willingness to engage in subsequent entrepreneurial ventures. We approach this topic from an alternative perspective, focusing on former entrepreneurs seeking to return to paid work and exploring how their experience of venture failure is perceived and appraised by employers in the recruitment process. Such perceptions matter because employers are gatekeepers to the employment market and thus their appraisals influence how easily former entrepreneurs can re-integrate themselves in the paid workforce. We conducted 30 interviews with employers in growing human-capital intensive companies in Sweden, asking these recruiters about their perceptions of former entrepreneurs and how their evaluations affected their hiring decisions. Conceptually we frame our study using the process model of stigmatization developed by Wiesenfeld et al. (2008), nuancing this model with fine-grained analyses of employers’ perceptions and appraisals of applicants’ entrepreneurial failure experiences in the recruitment process. This analysis identifies some of the key conditions that lead employers either to value or devalue an applicant’s experience of entrepreneurial failure, further indicating the implications of this finding for entrepreneurs’ careers and prospects of gaining paid employment.
This meta-analysis of 138 effect sizes from 75 studies examines the effect of green human resource management (GHRM) practices on organisations’ economic performance (ECP). The study also considers the mediating role of environmental performance (EP) and green supply chain management (GSCM) in the relationship between GHRM and ECP, including contextual and methodological moderators.
The results demonstrate that GHRM is positively related to ECP both directly and indirectly through EP and GSCM. Some contextual (industry type, individualism, masculinity, and long-term orientation dimensions of national culture) and methodological factors (the number of GHRM dimensions) moderate the relationships surrounding GHRM.
Our findings underline the relevance of the effective alignment between GHRM practices and the distinct role of different GHRM practices in promoting ECP. We also highlight that national culture issues could shape GHRM effectiveness and the importance of the effective implementation of GHRM practices for understanding the role of contextual and methodological moderators.
The paper presents results of theoretical research about approaches to human capital as a basis for population trust in Russian regions. The main goal was to look through general approaches to form a strategy of empirical analysis of different aspects of human capital in the modern conditions of transforming reality. A basis for theoretical research were works by foreign scientists, describing economic, social and emotional dimensions of human capital and networks between notions of human and social capital, social, human and intellectual capital. Concluded that economic dimension will provide analysis of institutional conditions of formation of human capital, working out of multi-factor model of estimation of potential and security of social trust basing on use of social-economic indexes of development of regions. Sociological dimension will prove new knowledge about qualitative and quantitative characteristics of a human capital and intellectual potential of different social-demographic groups of regions of Russia, comparative analysis of a human capital and intellectual potential of population and territorial (regional) dimensions. Psychological dimension will present subjective characteristics of a human capital, including characteristics of motivation sphere, adaptive strategies, and peculiarities of social and psychological integration of population for transforming social reality.KeywordsHuman capitalTrustSocial capitalIntellectual capitalConceptSocial trust
Cette recherche ambitionne de rapprocher le concept de capital humain avec celui du management des talents afin de proposer un modèle intégrateur permettant d’identifier des pratiques de management stratégiques qui se déclinent en 16 possibilités. Cette matrice tridimensionnelle intègre le degré de rareté, la valeur ou encore le niveau d’identification des pratiques : individuel, groupe, organisationnel ou inter-organisation. Cette matrice offre un guide pour les organisations permettant d’adopter une vision complète de leurs pratiques managériales et évite les risques de dispersion.
The impact of strategic human resource management on employee commitment in educational institutions is yet to be properly documented. This study investigated the impact of SHRM (strategic fit, role-position fit, intra-functional fit, and cross-functional fit) on employee commitment. Employing a survey research approach, data were collected from 314 employees in tertiary educational institutions in a developing country. A conceptual model was developed and hypotheses were proposed. Using partial least squares structural equation modeling technique, the proposed model explained 40% of employees' affective commitment, about 3% of employees' continuance commitment, and about 7% of employees' normative commitment. The cross-functional fit had the most significant effect on affective commitment. The result also revealed that not all SHRM practices could produce a positive significant effect on employee commitment. This study proposed a conceptual model and contributed to the formulation of HR policy and guidelines in tertiary institutions for improving employee commitment.
Dentro de la literatura de Gestión Estratégica de Recursos Humanos muy pocos trabajos abordan cómo los sistemas de gestión de recursos humanos contribuyen a la creación de valor organizativo. En otras palabras, conocemos muy poco sobre los procesos que tienen lugar en la «caja negra» de la empresa entre la gestión de recursos humanos y los resultados organizativos. Sin embargo, la Gestión Estratégica de Recursos Humanos podría encontrar importantes sinergias y complementariedades con la literatura de Aprendizaje Organizativo y Capital Intelectual. Es decir, el eslabón perdido que ayude a comprender cómo la empresa puede crear y desarrollar sus recursos basados en el conocimiento –por ejemplo, el capital humano– a partir de ciertas configuraciones o arquitecturas de prácticas de recursos humanos y cómo estos recursos, a su vez, contribuyen a la creación de valor para la empresa. En este contexto, se presenta un marco teórico que integra las aportaciones de estos enfoques y perspectivas, sirviendo de eslabón entre la Gestión de Recursos Humanos y la obtención de una ventaja competitiva para la empresa.
p>The introduction of market mechanisms within the remit of public organisations in the United Kingdom has provided these organisations with the opportunity to operate and compete commercially, whilst the Government retained ownership. However, the commercialisation of public sector agencies has also given rise to a new set of dualities and antagonisms within which these organisations have to operate: existing neither in the strictly public realm of state action nor in the strictly private realm of commercial relationships; being expected to function like businesses -efficient, customer driven, and client oriented - yet having to perform tasks that are inherently public; fulfilling their strategic role as government agencies, yet providing high- quality services to their customers, citizens and users in a dynamic marketplace; capitalising on their commercial and operating freedoms, whilst safeguarding the shareholders interests and ensuring the continuous provision of quality services. Current models of HRM suggest that expectations about the roles HR departments should play are changing as organisations are striving to make their HR functions leaner and more 'strategic'. However, the unique characteristics and the specific context within which commercialising public sector organisations operate may add different constraints to developing such a strategic HR agenda. There is thus a need to develop a more tailored approach to the analysis of strategic HRM in the public sector by taking into consideration what is distinctive about public sector transformation in terms of the strategic priorities and demands it creates, and the kind of responses it elicits firom HR functions. Drawing on qualitative, longitudinal case-study research carried out between 2001 and 2005, this thesis explores the changing role of the HR function within two contrasting British public sector organisations responding to the 'commercialisation' agenda. The study also addresses the contextual factors that influence the role played by the HR function and reveals the way in which critical differences in organisational and HR micro-processes can serve to facilitate or constrain the contribution of the HR function. Longitudinal data were collected & om four main sources: interview data; documentary and archival data; notes taken from informal conversations; and observational data gathered at management meetings. the The contribution of this research is both and present study is a comparative case analysis of the role of the HR function in strategic change in two commercialising public sector organisations informed by the perspectives of role theory and the concept of negotiated order. The study presents an alternate conceptual famework that a /eveZ, At ii</p
The study examined the relationship between human resource management practices and knowledge management in UBOS. The study was premised on the following research objectives: to examine the relationship between recruitment and knowledge management in UBOS, to establish the relationship between performance appraisal and knowledge management in UBOS and to assess the relationship between rewards and knowledge management in UBOS. The study adopted a descriptive cross sectional survey design where both quantitative and qualitative approaches were used. In this study, a total number of 105 respondents were expected but 102 respondents returned the survey instruments representing a response rate of 98%. The data was collected using questionnaires and interviews and analysis was done using regression analysis, correlation coefficients and one way analysis of variance for the quantitative findings. Qualitative analysis was done using content and thematic analysis. The findings revealed that there is a positive relationship between recruitment, performance appraisal and rewards and knowledge management in UBOS. It was concluded that: Jobs are advertised both internally and externally although UBOS prefers to have top management position advertised externally because they attract a lot of people with varying skills. Although performance appraisals are carried out in the organization, the employees felt that they have not helped to achieve the designated objectives. It was recommended that: Managers should be aware that in encouraging the use of external advertising, the organization can be opening up to getting a variety of applicants with diverse skills, therefore UBOS should rely more on external advertisement than internal recruitment. A system that rewards high performance and discourages low and mediocre performance should be put in place to include various rewards such as financial rewards, public acknowledgments and promotions. The performance appraisal programme in UBOS should be well thought out and tailored for the organization. Mechanisms should be put in place to ensure the objectivity of performance ratings and judgments, and to reduce favoritism and bias. The performance appraisals should aim at promotions and rewarding employees.
Integrating strategic human resource (HR) management research with the componential theory of creativity, we investigate the influence of a strategically anchored set of HR practices on employees’ idea generation, promotion, and realization (i.e., innovative work behaviors (IWBs). Specifically, we argue that perceived collaboration-based HR systems rated by employees facilitate IWBs through promoting information exchange. We take a multilevel approach and further propose that the strength of a collaboration-based HR system at the unit-level (i.e., shared employee perceptions) moderates the relationship between employee perceptions of such systems and information exchange. We propose that this relation will be stronger in units with greater levels of collaboration-based HR system strength. We test our model by collecting data at two different time points from 204 employees in 50 departments working at seven manufacturing organizations in Turkey. Results from multilevel and structural equation modeling support all hypotheses and point to the theoretical importance of taking into account idiosyncratic and collective perceptions of HR systems simultaneously. Practical implications that follow from our results suggest intentionally designing, implementing, and regularly communicating collaboration-based HR practices to facilitate IWBs.
Esta investigación buscó conocer la importancia de la aplicación del modelo de organización flexible en las pequeñas y medianas empresas de Ibagué, una organización flexible es aquella que puede adaptarse y responder relativamente rápido a los cambios en su entorno externo para obtener ventaja y mantener su posición competitiva. En la realidad que afecta la actualidad del mundo por la pandemia generada por el coronavirus, es importante conocer, que tan flexibles han sido las organizaciones objeto de estudio y las estrategias que han aplicado para solventar la situación actual. El tipo de investigación es mixto, es decir, se abordan aspectos relacionados con la investigación cuantitativa y cualitativa. el tratamiento de la información fue de orden descriptivo, correlacional y multivariado, lo que permitió realizar la medición y agrupación de las variables que intervienen en la percepción de los actores del proceso investigativo. Los resultados demostraron que hay sectores mucho más rígidos que otros, en especial el textil, la salud y la educación. Pero haciendo un análisis de cada una de las dimensiones (Liderazgo flexible; Innovación flexible; Estrategia flexible; Cultura flexible; Aprendizaje y cambio flexible; Estructura flexible) se demuestra que tienen muchas falencias en especial en innovación y aprendizaje y cambio flexible. Pero de igual manera se ve que hay un claro conocimiento de la importancia de una liderazgo y estrategia flexible; pues estas se correlacionan con cada una de las dimensiones.
This study aims to develop theoretical leadership and organization, which describes the dimensions of Intellectual Capital, Intellectual Property and Organizational Performance. Based on the substantive and strategic dimensions of generating new concepts, the theory of intellectual agility stimulation (intellectual property) becomes a stimulus for the leader’s thinking in making decisions in the right time, condition and situation. This study employs in depth literature review from main source. Based on a complete and in-depth literature review, the empirical model of research shows that sharing knowledge that includes donating, collecting will trigger an increase in Intellectual Agility Stimulus and Professional competence. As a result, it will improve the performance of organizations that are ready to face the industrial revolution 4.0.
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