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Journal articles on the topic 'Human resource management and strategy'

Author: Grafiati

Published: 4 June 2021

Last updated: 13 February 2022

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1

Wright, Patrick M., Peter Boxall, and John Purcell. "Strategy and Human Resource Management." Industrial and Labor Relations Review 57, no. 1 (October 2003): 145. http://dx.doi.org/10.2307/3590989.

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Burack, Elmer H., John E. Butler, Gerald R. Ferris, and Nancy Napier. "Strategy and Human Resource Management." Industrial and Labor Relations Review 45, no. 2 (January 1992): 395. http://dx.doi.org/10.2307/2524857.

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3

Smith, Erica. "Strategy and human resource management." Studies in Continuing Education 35, no. 3 (November 2013): 383–84. http://dx.doi.org/10.1080/0158037x.2013.848554.

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4

McKinlay, Alan, and Ken Starkey. "Strategy and human resource management." International Journal of Human Resource Management 3, no. 3 (December 1992): 435–50. http://dx.doi.org/10.1080/09585199200000158.

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M. Vijayalakshmi, M. Vijayalakshmi, and Dr P. Natarajan Dr. P. Natarajan. "Strategic Human Resource Management for Competitive Advantag." Indian Journal of Applied Research 2, no. 1 (October 1, 2011): 24–27. http://dx.doi.org/10.15373/2249555x/oct2012/10.

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Wright, Patrick M. "Book Review: Human Resources, Management, and Personnel: Strategy and Human Resource Management." ILR Review 57, no. 1 (October 2003): 145–46. http://dx.doi.org/10.1177/001979390305700111.

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7

Molina-Azorin, José F., Maria D. López-Gamero, Juan José Tarí, Jorge Pereira-Moliner, and Eva M. Pertusa-Ortega. "Environmental Management, Human Resource Management and Green Human Resource Management: A Literature Review." Administrative Sciences 11, no. 2 (May 1, 2021): 48. http://dx.doi.org/10.3390/admsci11020048.

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The main purpose of this paper is to integrate the literature on human resource management (HRM) and environmental management. Moreover, the paper shows the role that green human resource management (GHRM) plays in environmental management activities. This article examines the main relationships between human resource management and environmental strategy, emphasizing reciprocal influences. Moreover, the main human resource practices used in the literature are examined. In addition, methodological approaches that can be appropriate to advance the study of the link between human resource management and environmental strategy are proposed. Ideas for future research are also provided. As the role of human capital in implementing environmental management is a mature field of research, a new topic known as green human resource management has emerged. We examine studies that analyze both the relationship between general human resource management and environmental strategy and between green human resource management and environmental strategy.

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Naser Alolayyan, Main, Mohammad Sharif Alyahya, and Dana Ahmad Omari. "Strategic human resource management practices and human capital development: The role of employee commitment." Problems and Perspectives in Management 19, no. 2 (May 27, 2021): 157–69. http://dx.doi.org/10.21511/ppm.19(2).2021.13.

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

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Máchová, Mariana, Ľuboslav Dulina, Milan Gregor, Eleonóra Bigošová, and Dorota Więcek. "Human Resource Management in Service Company." Research Papers Faculty of Materials Science and Technology Slovak University of Technology 27, s1 (December 1, 2019): 42–48. http://dx.doi.org/10.2478/rput-2019-0040.

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Abstract The article deals with the analysis of personnel management in a company and his importance in meeting the company’s strategic goals. Under current conditions, human resources are the most important resource. Caring for and developing human capital is becoming a strategy for achieving company productivity and performance.

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Pudelko, Markus. "German Human Resource Management:." European Management Journal 24, no. 6 (December 2006): 430–38. http://dx.doi.org/10.1016/j.emj.2006.10.003.

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Chlivickas, Eugenijus, Palmira Papšienė, and Arnas Papšys. "HUMAN RESOURCES: STRATEGIC MANAGEMENT ASPECTS." Business, Management and Education 8, no. 1 (December 20, 2010): 51–65. http://dx.doi.org/10.3846/bme.2010.04.

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

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Sundar, K. R. Shyam. "Human Resource Management." Vision: The Journal of Business Perspective 17, no. 1 (March 2013): 96–97. http://dx.doi.org/10.1177/0972262912469704.

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Saini, Debi S. "Human Resource Management." Vision: The Journal of Business Perspective 17, no. 1 (March 2013): 98. http://dx.doi.org/10.1177/0972262912471374.

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14

Gede Riana, I., Gede Suparna, I. Gusti Made Suwandana, Sebastian Kot, and Ismi Rajiani. "Human resource management in promoting innovation and organizational performance." Problems and Perspectives in Management 18, no. 1 (February 12, 2020): 107–18. http://dx.doi.org/10.21511/ppm.18(1).2020.10.

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Human resource management (HRM) is one of the elements enabling an organization to remain competitive in turbulence conditions. The effective practice of HRM makes competent and innovative employees contributing to the achievement of organizational objectives. This study aims to analyze HRM practices in creating innovation and organizational performance. The questionnaire was used to measure the respondents’ perceptions of variables used by a Likert scale. A survey of 126 manager samples and middle managers at export-oriented short and medium enterprises (SMEs) in Bali, Indonesia, was conducted to test the model. The analysis has shown that the proposed model was proven to be compliant with the research hypotheses. HRM significantly affects organizational performance and innovation, and it was found out that innovation can improve organizational performance. However, in the process of simultaneous testing, it was found out that innovation cannot improve organizational performance. The lack of attention to investments in human resources became one of the barriers to SMEs in creating innovation.

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Pashchuk, Lidiia. "Marketing-based human resource management strategy development." Technology audit and production reserves 5, no. 4(31) (September 29, 2016): 33–38. http://dx.doi.org/10.15587/2312-8372.2016.81474.

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Aksentijević, Saša, Edvard Tijan, and Barbara Marinković. "Human Resource Management Strategy in Transport Companies." Journal of Maritime & Transportation Science 49-50, no. 1 (April 22, 2015): 281–303. http://dx.doi.org/10.18048/2015.49-50.281.

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17

Bartram, Timothy. "Book Review: Strategy and Human Resource Management." Journal of Industrial Relations 45, no. 4 (December 2003): 555–56. http://dx.doi.org/10.1111/0022185603045004013.

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Ruohone, M. "Information management education in human resource strategy." International Journal of Information Management 11, no. 2 (June 1991): 126–43. http://dx.doi.org/10.1016/0268-4012(91)90004-v.

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Khumalo, Njabulo. "The role of human resource planning in producing well-resourced employees to public." Problems and Perspectives in Management 16, no. 4 (October 30, 2018): 117–25. http://dx.doi.org/10.21511/ppm.16(4).2018.11.

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The term Human Resource Planning (HRP) can be used to achieve organizational objectives by understanding and planning for employees’ needs in the short, medium and long term in order to deliver desired results. Little research that has been conducted on HRP and most are from the private sector and none to be found in the public sector. This study was conducted in the public institution in South Africa. The literature consulted provides an overview that HRP solves current and future organizational problems by ensuring that the right people are in the right place at the right time. This is achieved by analyzing the current profile of the workforce and comparing it with future needs so that gaps, which need to be filled, can be identified. The paper intended to investigate the extent to which employees are well-resourced to perform their duties in centres of the municipality to the community. The investigation used mixed methods in its data collection. 45 participants participated in responding the self-administered questionnaire and seven participated in one-on-one interviews. The study found that half of employees who are working for the centres of the municipality includes supervisors who lack educational attainments, as they hold only grade 12 and no development was initiated. The study recommended the whole the municipality to establish and implement a promotion policy. All necessary equipment and tools provided were insufficient, as required by the Act, to provide all services to the public.

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20

Iguisi, Osarumwense Iguisi, and Amaka Orakwu. "Conceptualizing entrepreneurship in human resource management." International Journal of Research in Business and Social Science (2147- 4478) 9, no. 3 (April 30, 2020): 85–93. http://dx.doi.org/10.20525/ijrbs.v9i3.692.

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This paper examines various models of entrepreneurship in the recruiting, managing, and organizing of Human Resources of an enterprise or organization. It adds to the growing body of literature in entrepreneurship by reviewing literature that examines the relationship between entrepreneurship and the Human resource management practice. It examines the theoretical framework that underpins the relationship between HRM and entrepreneurship. The study introduces strategic HRM as an entrepreneurial strategy whereby employees are applied as instruments needed to fully accomplish organizational objectives. It concludes that in starting a new firm or maintaining an already established organization where resources are limited, entrepreneurship and the role of an entrepreneur becomes a crucial management function in the selection and personal development of the human resource competencies. Organizations are therefore encouraged to imbibe the role of entrepreneurship in the managing of Human Resources in order to drive innovativeness, lead change, and make continuous improvements.

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21

Claus, Lisbeth, Daniël Vloeberghs, and François Pichault. "Belgian-style Human Resource Management:." European Management Journal 20, no. 4 (August 2002): 438–46. http://dx.doi.org/10.1016/s0263-2373(02)00067-1.

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22

Kompani, Amir, and Amir Babak Marjani. "Analysis of the Relationship between Strategic Management and Human Resources Management in Informatics Services Company of Tehran Province." Modern Applied Science 10, no. 6 (May 16, 2016): 205. http://dx.doi.org/10.5539/mas.v10n6p205.

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Concepts of strategic management and human resource management has long been of interest of researchers and various studies have been done on the relationship between these concepts. In general, researchers believe that the strategic management of the organization leaves a significant role in human resource management. In this regard, the present study is an attempt to examine this relationship in the form of a conceptual model includes 12 hypotheses that have been tested and evaluated in the informatics services company with a population of 740 people. In this study, the concept of strategic management in the form of three basic dimensions: 1) strategic planning, 2) execution of strategy, and 3) assessment strategy has been defined. Human resource management also consists of four main dimensions: 1) attraction and retain the human resources, 2) perceived organizational support, 3) normative and affective commitment, and 4) Optional behavior. The results showed that between strategic management and human resource management are positively and significantly correlated. As the results showed three independent variables of the study were able to predict more than half of dependent variable changes of human resource management, among which the variable of evaluation of strategy had the greatest role.

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23

Figueiredo, Elisa, Leonor Pais, Samuel Monteiro, and Lisete Mónico. "Human resource management impact on knowledge management." Journal of Service Theory and Practice 26, no. 4 (July 11, 2016): 497–528. http://dx.doi.org/10.1108/jstp-12-2014-0269.

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Purpose – The purpose of this paper is to explain and empirically test the dependence of organizational processes related to knowledge on the nature of assumptions operating in processes of human resource management (HRM) in organizations. It concentrates on practices related to training, career development and retention. Design/methodology/approach – This empirical study as a quantitative nature and the sample is made up of 5,306 collaborators in 634 organizations belonging to an economic group in the banking sub-sector. Data were collected through two questionnaires: human resource management practices questionnaire and knowledge management questionnaire – short form. The model was tested by applying univariate and multivariate multiple regression analyses. Findings – Findings provide support for the proposed model and show the predictive capacity of the HRM practices regarding knowledge management (KM) processes, revealing a strong direct relationship between the two constructs. It stands out that the people management practices adopted from an organic and valued perspective possess a particular and distinctive capacity to predict and impact positively on KM processes. Practical implications – The findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices. Originality/value – The main contribution of this study is to confirm the close relationship of dependency between organizational management processes regarding people and knowledge, showing the positive effect of best practices of HRM on KM processes, as opposed to traditional or transactional practices.

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Ensour, Waed. "Human resource development in Arab writing." Problems and Perspectives in Management 16, no. 4 (December 24, 2018): 408–16. http://dx.doi.org/10.21511/ppm.16(4).2018.34.

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This study is a systematic review of the existing Arab literature on human resource development (HRD). A review of Arab HRD’s theoretical and empirical articles during the period 1964–2016 in peer-reviewed journals was conducted. Content analysis was utilized to examine how HRD is conceptualized, what purposes are attached to HRD and what activities HRD encompasses in Arab literature.It was found that the basic construct of HRD is employee development, targeted toward “individuals” and encompassing training, education and learning. Arab HRD has a strong performance orientation, and tends to emphasize utilitarian outlooks, as the role of HRD is perceived to be “instrumental” and “outcome focused”. HRD in Arab literature falls under the traditional functionalist school within the managerialist perspective and is essentially based on the principles of human capital theory. The issues of social justice, power, diversity and equity are rare in Arab HRD literature. Although the Arab view of HRD has been influenced by the American school, it is still in an early stage of growth, lacks a clear disposition and is still confined within the stance of traditional training.

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25

Wright, Patrick M., Benjamin B. Dunford, and Scott A. Snell. "Human resources and the resource based view of the firm." Journal of Management 27, no. 6 (December 2001): 701–21. http://dx.doi.org/10.1177/014920630102700607.

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The resource-based view (RBV) of the firm has influenced the field of strategic human resource management (SHRM) in a number of ways. This paper explores the impact of the RBV on the theoretical and empirical development of SHRM. It explores how the fields of strategy and SHRM are beginning to converge around a number of issues, and proposes a number of implications of this convergence.

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Harrison, Teresa, and Joshua D. Bazzy. "Aligning organizational culture and strategic human resource management." Journal of Management Development 36, no. 10 (November 13, 2017): 1260–69. http://dx.doi.org/10.1108/jmd-12-2016-0335.

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Purpose As strategic human resource management (SHRM) continues to grow as an important issue for organizations, it is imperative to examine all factors that contribute to the success and failure of the organization’s human resources (HR) and strategy implementation. The purpose of this paper is to demonstrate that organizational culture should be an integral factor when considering SHRM. The authors also present a model for the strategy-culture-SHRM linkage and propositions to guide future research. Design/methodology/approach The authors present a conceptual model proposing organizational culture as a moderator of the relationship between an organization’s strategy and SHRM. Findings In addition to the conceptual model, the authors present a number of testable propositions for determining how firm performance and effectiveness may depend on the linkage between strategy and the utilization of HR as a competitive advantage. Originality/value Currently, there is a lack of research regarding the conceptualization of organizational culture as a moderator between an organization’s strategy and SHRM. We discuss the importance of the alignment of HR both as a source of competitive advantage and an influence on an organization’s strategy. The authors integrate the current research to create arguments for testable propositions and future research directions. The authors also argue that misalignments may occur which may prove detrimental to the organization.

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27

Burack, Elmer H. "Book Review: Human Resources, Personnel, and Organizational Behavior: Strategy and Human Resource Management." ILR Review 45, no. 2 (January 1992): 395. http://dx.doi.org/10.1177/001979399204500228.

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28

Rabin, Bonnie R., Lawrence A. Klatt, Robert G. Murdick, and Frederick E. Schuster. "Human Resource Management." Industrial and Labor Relations Review 40, no. 1 (October 1986): 144. http://dx.doi.org/10.2307/2523974.

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Komoche, Ken. "Human resource management." International Journal of Human Resource Management 3, no. 3 (December 1992): 497–521. http://dx.doi.org/10.1080/09585199200000162.

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Sakban and Rika Aryani. "DICIPLINE MANAGEMENT STRATEGY." JURNAL ISLAMIKA 3, no. 2 (December 1, 2020): 24–35. http://dx.doi.org/10.37859/jsi.v3i2.2118.

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ABSTRAK In a organization, good of education organization and also other organization, human resource represent central factor and very required by a[n organization. Without existence of human resource, organizational will not mean something. Therefore, human resource require to be managed by professional so that organization can expand productively, and employees can work better. Employees performance influenced by various factor, for example: activity environment, leadership, activity motivation, as well as activity discipline. Activity discipline represent conscious attitude or readiness a employees to do and adhere specified orders. Employees with activity discipline which is good to be expected can execute and finish work becoming its responsibility effectively and efficient and also on time. As for discipline management strategy shall be as follows 1) its clear Decision formula, its sensible order, publicized, and run neglectlessly 2) Its fair execution by using enunciated law and commemoration 3) Leadership of accomodated supervision at discipline orders 4) uniform and fair execution. Keyword: Strategy Management, Management, Management Discipline

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31

Poole, Michael, and Glenville Jenkins. "Competitiveness and Human Resource Management Policies." Journal of General Management 22, no. 2 (December 1996): 1–19. http://dx.doi.org/10.1177/030630709602200201.

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32

Youndt, Mark A., Scott A. Snell, James W. Dean, and David P. Lepak. "Human Resource Management, Manufacturing Strategy, and Firm Performance." Academy of Management Journal 39, no. 4 (August 1996): 836–66. http://dx.doi.org/10.5465/256714.

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VAFIN, ADEL YU, ELENA V. FAKHRUTDINOVA, RAFAEL F. SHAVALIEV, and OLEG V. KULIKOV. "HUMAN RESOURCE MANAGEMENT STRATEGY IN REGIONAL CHILDREN’S HOSPITAL." Bulletin of Contemporary Clinical Medicine 11, no. 1 (February 2018): 79–85. http://dx.doi.org/10.20969/vskm.2018.11(1).79-85.

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Verheul, Ingrid, Peter Risseeuw, and Gaby Bartelse. "Gender Differences in Strategy and Human Resource Management." International Small Business Journal: Researching Entrepreneurship 20, no. 4 (November 2002): 443–76. http://dx.doi.org/10.1177/0266242602204004.

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YOUNDT, M. A., S. A. SNELL, J. W. DEAN, JR., and D. P. LEPAK. "HUMAN RESOURCE MANAGEMENT, MANUFACTURING STRATEGY, AND FIRM PERFORMANCE." Academy of Management Journal 39, no. 4 (August 1, 1996): 836–66. http://dx.doi.org/10.2307/256714.

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Kinnie, N. J., and R. V. W. Staughton. "Implementing Manufacturing Strategy: The Human Resource Management Contribution." International Journal of Operations & Production Management 11, no. 9 (September 1991): 24–40. http://dx.doi.org/10.1108/eum0000000001283.

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37

Baughn, C. Christopher, Keith Ward, and Mark A. Buchanan. "Linking Human Resource Management Practices and Organizational Strategy." Journal of Transnational Management 10, no. 1 (August 24, 2004): 99–121. http://dx.doi.org/10.1300/j482v10n01_07.

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38

Mishra, Pavitra. "Green human resource management." International Journal of Organizational Analysis 25, no. 5 (November 6, 2017): 762–88. http://dx.doi.org/10.1108/ijoa-11-2016-1079.

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Purpose The purpose of this study is to explore the status and challenges of green human resource management practices in India, an under-researched area. Further, it proposes a theoretical framework to fill the identified gaps and build a sustainable organization. Design/methodology/approach Multimethod approach was used. The research was conducted in two phases. Archival research was conducted in the first phase, and a case study technique was employed in the second phase. In the first phase, an extensive literature review was carried out to gather insights on prevalent green human resource activities and their link with sustainable organizational development. In the second phase, data were collected from the manufacturing organizations to analyze the status of the activities identified in the first phase. Findings This study highlights status of green human resource practices such as environmental training, green recruitment, performance appraisal, employee involvement and compensation. The findings suggest that there is further scope to utilize the full potential of GHRM practices for encouraging pro-environmental behavior in the organizations. Analyses of data also reveal that top-management support and mutual learning among departments are crucial to facilitate green behaviors among employees. Research limitations/implications This study provides a comprehensive literature review of green-human resource management practices. It suggests an interdisciplinary framework for building holistic sustainable organizations by integrating learnings from green human resource management, green supply-chain management, competitive advantage strategy and green corporate social responsibility. It highlights gaps in the system and provides insights to managers and policy makers on building holistic sustainable organizations. Originality/value This study fulfills the need to explore green human resource management in emerging economies like India. Studies like these are more important in developing countries, which have alarming environmental concerns and poorly implemented government regulations.

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Свистунов and Vasiliy Svistunov. "HUMAN RESOURCE MANAGEMENT STRATEGY AS COMPONENT OF PRODUCTION ORGANIZATION DEVELOPMENT STRATEGY." Management of the Personnel and Intellectual Resources in Russia 1, no. 2 (September 20, 2012): 33–36. http://dx.doi.org/10.12737/1622.

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During the crisis periods the organizations survive, managed to catch a tendency of changes and quickly to adapt to them, including at the expense of their strategy high-quality development. In this regard within strategic behavior of production organization the practical interest is represented by functions of its strategy. The analysis of domestic organizations strengths and weaknesses testifi es that many of them have personnel services rather made on the organization, but often used ineffi ciently. It gives the grounds to speak about the need to improve the work with organization personnel in conditions of organization strategy development formation and realization.

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40

Lado, Augustine A., Randall S. Schuler, and Susan E. Jackson. "Strategic Human Resource Management." Academy of Management Review 25, no. 3 (July 2000): 677. http://dx.doi.org/10.2307/259320.

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Perry, James L. "Strategic Human Resource Management." Review of Public Personnel Administration 13, no. 4 (October 1993): 59–71. http://dx.doi.org/10.1177/0734371x9301300405.

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Arzamasova, G. S., and I. A. Esaulova. "Green Human Resource Management a Concept of Human Resources Management of Environmentally Responsible Business." Vestnik NSUEM, no. 2 (July 6, 2020): 42–53. http://dx.doi.org/10.34020/2073-6495-2020-2-042-053.

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The article presents an analysis of scientific approaches to human resource management in the context of the environmental sustainability of an organization within the framework of the Green Human Resource Management (GHRM) concept. Two directions of GHRM were identified: an environmentally-oriented approach based on the application of traditional personnel management practices in the environmental management system (recruitment, introduction to work, assessment, training and incentives fo employees), and environmentally-integrated – including a wide range of management policies and practices that promote corporate environmental strategy through the integration of environmental values and company goals into activities at every workplace. The directions and tasks of forming the GHRM concept that are relevant for Russian researcher and HR-managers are identified.

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43

Chadwick, Clint. "The vital role of strategy in strategic human resource management education." Human Resource Management Review 15, no. 3 (September 2005): 200–213. http://dx.doi.org/10.1016/j.hrmr.2005.11.003.

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44

Ployhart, Robert E. "Resources for What? Understanding Performance in the Resource-Based View and Strategic Human Capital Resource Literatures." Journal of Management 47, no. 7 (April 15, 2021): 1771–86. http://dx.doi.org/10.1177/01492063211003137.

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Barney’s presentation of the resource-based view (RBV) profoundly shaped the trajectory of management scholarship. This article considers the RBV’s impact specifically on the field of strategic human capital resources. Although Barney is still highly relevant, I suggest that research has not sufficiently appreciated the role that individual and collective performance behavior and outcomes play in linking human capital resources to competitive advantage. An alternative, what might be called RBV2.0, posits that research needs to recognize that human capital resources are distinct from performance behavior and outcomes. Such an observation raises the question, “Resources for what?” Answering this question leads to several important insights. First, a given type of human capital resource is only important to the extent it is related to performance behavior and outcomes that contribute to competitive advantage. Second, performance behavior is largely strategy-specific and thus firm-specific. Third, firm specificity is not a characteristic of human capital resources but rather a function of the proximity of the resource to firm-specific performance behavior and outcomes. Consequently, “Performance” is the answer to the question, “Resources for what?” This emphasis on understanding human capital resource-performance relationships adds considerable precision into the RBV, helps resolve puzzles in the strategic human capital literature relating to firm specificity and performance mobility, and promotes a deeper understanding hiding latent within Barney’s original view.

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Snell, Scott A. "Book Review: Human Resources, Management, and Personnel: Human Resource Strategy: Formulation, Implementation, and Impact." ILR Review 54, no. 3 (April 2001): 720–21. http://dx.doi.org/10.1177/001979390105400312.

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Kramar, Robin. "Beyond strategic human resource management: is sustainable human resource management the next approach?" International Journal of Human Resource Management 25, no. 8 (July 16, 2013): 1069–89. http://dx.doi.org/10.1080/09585192.2013.816863.

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van Donk, Dirk-Pieter, and Arnout Esser. "Strategic human resource management: A role of the human resource manager in the process of strategy formation." Human Resource Management Review 2, no. 4 (December 1992): 299–315. http://dx.doi.org/10.1016/1053-4822(92)90003-9.

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Tripathy, Manas Ranjan. "Book Review: Human Resource Management." Vision: The Journal of Business Perspective 17, no. 2 (June 2013): 191–92. http://dx.doi.org/10.1177/0972262912483991.

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Wright, Patrick M., Wayne Cascio, Harry Hui, and ZhongMing Wang. "Human Resource Management in China." Management and Organization Review 1, no. 01 (March 2005): 159. http://dx.doi.org/10.1111/j.1740-8784.2004.00009.x.

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Романова, Тетяна Володимирівна, Світлана Богданівна Іваницька, and Тетяна Олександрівна Галайда. "A strategy for human resources management in enterprises." ЕКОНОМІКА І РЕГІОН Науковий вісник, no. 1(72) (June 24, 2019): 83–90. http://dx.doi.org/10.26906/eir.2019.1(72).1441.

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Abstract:

The essence of modern problems in the field of human resource management is revealed. It is proved that the development of personnel strategy and its implementation allow the company to improve the efficiency of personnel use. There are formed the stages of formation of strategic personnel management. The directions of the implementation of management activities for the effective formation and use of personnel potential are developed. The authors proposed a general concept for developing a personnel management strategy for an enterprise. As a result of the research, it was established that the methods of forming the strategy for managing the personnel potential of an enterprise should be based on the active use of modern opportunities. Effective personnel policy in the system of strategic personnel management is one of the tools for managing business processes.

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