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Journal articles on the topic 'Human resource management strategies'

Author: Grafiati

Published: 4 June 2025

Last updated: 15 July 2025

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Kumar, Devendra. "Strategies of Human Resource Management in University Libraries." Indian Journal of Library and Information Science 10, no. 2 (2016): 167–74. http://dx.doi.org/10.21088/ijlis.0973.9548.10216.12.

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Naumova, Olena. "STRATEGIES HUMAN RESOURCE MANAGEMENT." "Scientific notes of the University"KROK", no. 1(61) (2021): 137–41. http://dx.doi.org/10.31732/2663-2209-2021-61-137-141.

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Fields, Dail, Andrew Chan, Syed Akhtar, and Terry C. Blum. "Human resource management strategies under uncertainty." Cross Cultural Management: An International Journal 13, no. 2 (2006): 171–86. http://dx.doi.org/10.1108/13527600610662348.

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Gejua, Merab, and Manona Gejua. "MAIN STRATEGIES OF HUMAN RESOURCE MANAGEMENT." European Journal of Economics and Management Sciences, no. 2 (2023): 14–16. http://dx.doi.org/10.29013/ejems-23-2-14-16.

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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 (2011): 24–27. http://dx.doi.org/10.15373/2249555x/oct2012/10.

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Brauns, Melody. "Aligning Strategic Human Resource Management To Human Resources, Performance And Reward." International Business & Economics Research Journal (IBER) 12, no. 11 (2013): 1405. http://dx.doi.org/10.19030/iber.v12i11.8179.

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

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ИЩЕНКО, И. Г., and А. Д. ТЕРЕШИНА. "TRANSFORMING HUMAN RESOURCE MANAGEMENT STRATEGIES DURING CRISES." Экономика и предпринимательство, no. 8(157) (October 23, 2023): 947–52. http://dx.doi.org/10.34925/eip.2023.157.8.176.

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На современном этапе развития менеджмента руководители начинают осознавать важность сотрудников как наиболее ценного ресурса предприятия. Сотрудники являются движущей силой на пути к стратегическому развитию предприятия, обеспечению высокого уровня конкурентоспособности, повышения качества выпускаемой продукции. При этом в условиях кризиса экономики только на основе эффективного стратегического управления человеческими ресурсами предприятия возможен выход из сложной финансово-экономической ситуации. Проблема трансформации стратегий управления человеческими ресурсами в условиях кризиса наиболее актуальная для современных российских предприятий. Данная статья посвящена проблемам формирования стратегии управления человеческими ресурсами в условиях обострения кризиса. Целью исследования является изучение инновационных технологий управления человеческими ресурсами в условиях кризиса и их практическое применение в ООО «ПЗТГ». At the present stage of management development, managers begin to realize the importance of employees as the most valuable resource of the enterprise. Employees are the driving force on the way to the strategic development of the enterprise, ensuring a high level of competitiveness, improving the quality of products. At the same time, in the conditions of an economic crisis, only on the basis of effective strategic management of human resources of an enterprise is it possible to get out of a difficult financial and economic situation. The problem of transforming human resource management strategies in a crisis is the most relevant for modern Russian enterprises. This article is devoted to the problems of forming a strategy for managing human resources in the conditions of an aggravation of the crisis, in other words, the problems of forming an anti-crisis management strategy. The purpose of the study is to study innovative technologies for managing human resources in a crisis and their practical application in PZTG LLC.

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Kokashvili, Nanuli, Maka Sosanidze, and Lali Osadze. "HUMAN RESOURCE MANAGEMENT STRATEGIES: ANALYSIS AND EVALUATION." Grail of Science, no. 43 (September 15, 2024): 184–93. http://dx.doi.org/10.36074/grail-of-science.06.09.2024.021.

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In this article, based on the latest literature sources, such an important issue of management theory and practice as the analysis and evaluation of human resource management strategies is investigated. The main stages of the human resource management strategy analysis process that a company should go through to determine the compliance of the strategy with the expected results are considered: analysis, diagnosis, generalisation and recommendations, drawing up an action plan.,resource planning, costs and benefits. Two main human resource management strategies are presented: a general strategy, such as improving the quality of job performance, and a specific strategy dealing with various aspects of managing employees' skills and abilities: training, rewards, increasing motivation. Human resource management strategies such as: commitment-based, collaborative, paternalistic and traditional are analysed and evaluated.

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Chebeneva, Olga E., Seda A. Aslakhanova, and Zulfiya A. Troska. "RESEARCH OF HUMAN RESOURCE MANAGEMENT STRATEGIES OF THE ENTERPRISE." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 1/3, no. 154 (2025): 28–34. https://doi.org/10.36871/ek.up.p.r.2025.01.03.004.

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Under the influence of the traditional enterprise management model, many enterprises in our country have relatively old concepts of human resource management. They often focus on the control and use of talent, while ignoring the development of human resources. Some companies often invest their corporate funds in expanding their business or developing new products, without considering the possibility of directing them to human resource development. This is due to the fact that most business managers believe that human resource development takes a long time. Based on this, this article discusses the basics of enterprise human resource management, strategies for integrating flexible management into corporate human resource management.

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Sulisnaningrum, Ema, and Agatha Braun. "Strategic Human Resource Management, Regulatory Violation and Job Satisfaction in Malaysia." SPLASH Magz 1, no. 2 (2021): 97–100. http://dx.doi.org/10.54204/splashmagzvol1no1pp97to100.

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

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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 (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;amp; Policy, the Faculty of Medicine.

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Zeynep, GÜNER, GÜRDAL Hülya, HOROZOĞLU Emrullah, SARIYILDIZ Adnan, and ÇETİNER Turan. "Motivation in Human Resource Management." International QMX Journal 3, no. 11 (2024): 2232–42. https://doi.org/10.5281/zenodo.14253039.

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The link between Human Resources Management and motivation is a critical element that shapes the process of businesses effectively managing employees. Human resources management includes strategies and practices to increase employee commitment to work, optimize their performance, and direct them towards business goals. This study will reveal that highly motivated employees make positive contributions by focusing on the direct impact of motivation on business performance. Human resources and motivation management can face various challenges. The responsibility of managing various employee profiles can complicate the process of determining motivation strategies. Motivation differences between individuals are also a challenge. Businesses need to adapt their general motivation strategies to individual needs. Diversity and equality issues should also be addressed. Wage inequality and inequality in career opportunities can cause motivation losses. Human resources and motivation are key elements for businesses. However, to implement this management effectively, it is important to adopt an approach that is compatible with diversity and equality principles. Considering the importance of motivation in business life, the diversity and equality-oriented implementation of human resources and management is indispensable for the success of businesses and employee satisfaction. Keywords: Human Resources, Motivation, Organizational Success

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Zhang, Jinlan. "Analysis of Strategic Human Resource Management Practices." Frontiers in Business, Economics and Management 8, no. 3 (2023): 215–22. http://dx.doi.org/10.54097/fbem.v8i3.7872.

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In the hospitality industry, human resources are considered one of the most essential and significant resources. This report aims to explore the influence of strategic human resource management through analysing three main HR strategies of Hilton Worldwide on achieving organisational goals and performance. And three models including resource-based view, best practice model, and best fit model will be adopted in the case analysis. It is hoped that this report will provide some insight for hotel enterprises and can indicate a direction for future study with comparison of other valuable human resources strategies.

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Megdad, Zaid, and Dilber Caglar Onbasioglu. "The mediating role of organizational climate for human resources management strategies and competitive advantage in Jordanian commercial banks." Problems and Perspectives in Management 22, no. 2 (2024): 555–70. http://dx.doi.org/10.21511/ppm.22(2).2024.43.

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This study aims to examine the impact of human resource management strategies on gaining a competitive advantage in Jordanian commercial banks. Human resource strategies can help organizations achieve their goals by attracting and retaining skilled workers who contribute to the organization’s competitive advantage. A competitive environment requires effective human resource strategies. Thus, the study utilizes a descriptive analysis approach to analyze the data and test the hypotheses through SPSS and PLS-SEM-4. The study population comprises 13 banks, and the sample includes all employees of human resources departments. A total of 411 respondents joined a comprehensive survey, and 405 questionnaires were deemed valid. The findings reveal that human resource management strategies have a positive impact on competitive advantage (p = 0.000) and organizational climate (p = 0.000); organizational climate positively affects competitive advantage (p &amp;lt; 0.001). Furthermore, the study shows an indirect relationship between human resource management strategies and competitive advantage through organizational climate (p &amp;lt; 0.001).

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Galorio, Ian Jake N., Allan J. Paglinawan Jr., Jeffrey Z. Mata, and Charlo Bianci Guray. "Human Resource Management in Education: A Systematic Review." Asian Journal of Education and Social Studies 50, no. 7 (2024): 74–92. http://dx.doi.org/10.9734/ajess/2024/v50i71446.

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Encountering hurdles in managing human resources is an inherent aspect of educational institutions. In dealing with these problems, human resource management plays a vital role in controlling and directing resources to perform school operations effectively. Thus, this systematic review explored the various literature on resource management, specifically on human resources through the PRISMA framework. Studies included in this review are focused on the challenges, strategies, and impact of resource management in educational institutions written in the English language and conducted between 2020 and 20224 from the Google Scholar. Out of 152 records identified from database searching, 10 articles from eight countries revealed three themes for the challenges of human resource management, namely: recruitment and retention challenges, workforce diversity and inclusion, and professional development and training. In terms of the strategies, the analysis showed three themes for human resource management, namely: talent acquisition and retention, performance management and evaluation, and change management and adaptation. Finally, the three themes about the impact of human resource management are educational quality and student outcomes, organizational performance and efficiency, and innovation and adaptation. These findings necessitate the application of effective human resource management strategies to improve educational organization. However, schools experienced obstacles in dealing with human resources. Therefore, future researchers may explore more strategies to overcome the said problems. They can also delve into issues, perspectives, and techniques of school leaders in managing other resources not covered in this study like financial, physical, and technological resources.

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Ramlall, Sunil, Hani Al-Amri, and Nadia Abdulghaffar. "Human Resource Management In Saudi Arabia." International Business & Economics Research Journal (IBER) 11, no. 10 (2012): 1155. http://dx.doi.org/10.19030/iber.v11i10.7261.

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As companies seek ways to compete more effective, HR becoming more entrenched in business strategies, and comparative strategies are studied, this paper provides a comparison of HR practices in Saudi Arabia and the United States. Using the established literature on HR in the United States as a means to compare HR practices, the authors surveyed HR leaders in Saudi Arabia gathering highly valuable information. The results highlighted current practices and also where emphasis could be placed in aligning HR strategies to core business practices.

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SHAROV, A. G., Z. A. IVANOVA, and M. G. PIKALKINA. "HUMAN RESOURCE MANAGEMENT AS A MANAGEMENT FUNCTION." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 2, no. 3 (2020): 82–84. http://dx.doi.org/10.36871/ek.up.p.r.2020.03.02.014.

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

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Mathews, Audrey. "Diversity: A Principie of Human Resource Management." Public Personnel Management 27, no. 2 (1998): 175–85. http://dx.doi.org/10.1177/009102609802700205.

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As more and more organizations implement diversity initiatives, personnel and human resource managers play increasingly significant roles. This arriele explores some of the challenges personnel and human resources managers face implementing diversity. It discusses strategies personnel and human resources managers are employing to address the need for diversity and suggests methods to implement diversity as a principie of human resource management (HRM). These strategies include processes such as diversity audits to identify organizational problems, aligning workforce planning with strategic plans, benchmarking personnel/human resources practices and positioning diversity as a top-level management function. The arricie also examines the benefits of flex management, partnering with management, and educating and training managers/line supervisors to effectively manage diversity.

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Shahsiahi, Mahdi, and Amirreza Naghsh. "Developing the human resource strategies with the approach to Strategic Reference Points (SRP) (Case Study: The Civil Deputy of the Isfahan Municipality)." Problems and Perspectives in Management 16, no. 1 (2018): 232–44. http://dx.doi.org/10.21511/ppm.16(1).2018.23.

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Codification and implementation of human resource strategy are practiced to make a bridge between policies and human resource methods, on the one hand, and strategic goals of the organization, on the other hand. Therefore, the present research was undertaken to develop human resource strategies with an approach to strategic reference point (SRP) in Deputy of Civil Affairs of Isfahan Municipality via a hybrid (qualitative and quantitative) method. The model adopted in this research was based on the integrated model proposed by Bamberger and Meshoulam. In the qualitative part, purposive sampling was used to achieve data saturation, while census method was utilized in the quantitative part. The quantitative data was collected via a descriptive survey approach through two researcher-constructed questionnaires, while qualitative data was collected via interviews. Following the analysis of the obtained data, strategic coordinates of the jobs were determined and appropriate strategic model for each set of the jobs was identified. Research findings showed that paternal strategies are appropriate for management, technical, and specialized jobs, secondary strategies are suitable for administrative jobs, and contractor strategies well fit to servicing jobs. Finally, as components of a framework for achieving organizational goals, strategic goals, human resource strategies, and human resource subsystems (human resource supply, performance evaluation and rewards, employee relations) were developed.

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IGBOKWE, Philomena Ify. "Maximising Talent: Strategies for Effective Human Resource Management." INTERNATIONAL JOURNAL OF SOCIAL SCIENCE HUMANITY & MANAGEMENT RESEARCH 3, no. 03 (2024): 393–99. https://doi.org/10.5281/zenodo.10894175.

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Human resource management is indispensably the basis of all management activities, and it is a means of making things happen through people in a productive way so that the organisation can fulfill its mission and goals. It is the organisational function that deals with issues related to people such as hiring, compensation, performance management, organisation development, safety, wellness, benefits, employee motivation, communication, administration and training. Human resource management is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective Human Resource Management enables employees to contribute effectively and productively to the overall organisation direction and the accomplishment of the organisations goals and objectives. It is no secret that the way in which entities operate and engage with each other, locally, nationally and internationally, will be profoundly influenced by the factors that are rapidly gaining attention with respect to the activities of human resource management. If not well managed, human resource management can result into disaster.

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Adv., Anju Thomas. "DISRUPTIVE TECHNOLOGY AND STRATEGIES FOR HUMAN RESOURCE MANAGEMENT." International Journal of Human Resource & Industrial Research 3, no. 6 (2016): 67–78. https://doi.org/10.5281/zenodo.10700372.

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The cornerstone of this research paper is the highlight on disruptive innovation in technology for bringing about entrepreneurial human resource management. Therefore, the main purpose of this paper is to introduce the concept of Disruptive innovation and need of disruptive practices in Human Resource management. The review of literatures on innovativeness in Human resource management practices comprise of the significant part of this paper, the survey conducted for the study focus on challenges posed by information technology to human capital, derive the implications of disruptive HR in people management practices in organization and the final intention is to develop recommendations on how information technology gaps in human resource management can be filled. Key words: Disruption, Disruptive innovation and Disruptive HR, Technology

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Chen, Fangkai. "Legal Risks and Prevention Strategies in Human Resources Management of Y Fujian Branch." Academic Journal of Management and Social Sciences 8, no. 2 (2024): 133–36. http://dx.doi.org/10.54097/pj2ww744.

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As national laws, regulations and rules tend to improve, and the legal awareness of workers and the awareness of their rights gradually rises, the legal risks in the management of human resources in enterprises are increasing, and this change of situation has put forward higher requirements for the level of human resources management in enterprises. This paper mainly introduces the general situation of Y Fujian Branch and analyzes its human resource management status in detail. Then it analyzes the legal risk and its causes in human resource management. Finally, according to the legal risks existing in human resource management of Y Fujian Branch, the corresponding prevention strategies are put forward. It is hoped that this study can provide effective preventive strategies for Y Fujian Branch to fully cope with the legal risks in its human resource management, and can also provide corresponding reference value for other enterprises' human resource management.

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Schuler, Randall S., and Susan E. Jackson. "Linking Competitive Strategies with Human Resource Management Practices." Academy of Management Perspectives 1, no. 3 (1987): 207–19. http://dx.doi.org/10.5465/ame.1987.4275740.

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Slocum, John, David Lei, and Paul Buller. "Executing business strategies through human resource management practices." Organizational Dynamics 43, no. 2 (2014): 73–87. http://dx.doi.org/10.1016/j.orgdyn.2014.03.001.

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Arachchi, Theja Kuruppu, and WRG De Silva. "Library automation: strategies for library human resource management." Journal of the University Librarians Association of Sri Lanka 11 (December 10, 2007): 98. http://dx.doi.org/10.4038/jula.v11i0.325.

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Hanifah, Najmy, and Ida Rindaningsih. "HUMAN RESOURCE MANAGEMENT: ANALYSIS OF TEACHER RECRUITMENT STRATEGIES." International Journal Multidisciplinary (IJMI) 1, no. 2 (2024): 23–32. http://dx.doi.org/10.61796/ijmi.v1i2.58.

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This study delves into the recruitment strategies of teachers within the framework of human resource management. Utilizing the Systematic Literature Review (SLR) approach, the research involves a review and identification of journal literature following established procedures. Journal articles are sourced from Google Scholar and Publish or Perish. Data collection follows the Population, Intervention, Comparison, and Outcome (PICO) method. The research findings reveal variations in teacher recruitment strategies, highlighting the complexity of approaches used by various educational institutions. The implications of these findings can offer further insights for the development of effective policies and practices in teacher recruitment within the context of human resource management in the field of education

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Briggs, Francis, and Elizabeth Desmond. "Human Resource Management Strategies: A Panacea for Quality Education Delivery." International Letters of Social and Humanistic Sciences 12 (October 2013): 71–80. http://dx.doi.org/10.18052/www.scipress.com/ilshs.12.71.

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Managing human resources in public secondary schools is of great important in the attainment of quality education delivery. The quality and quantity of human resources available will determine how the process-output will enhance continual growth in the educational system, since human resources organizes and coordinates other factors. This study examined human resource management strategies that enhances quality education delivery in public secondary schools in Rivers State.

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DR., XIAOJUN WANG, ALBATTAT AHMAD DR., and ZOU TONGQIAN. "The role of human resource management in enterprise management Take scenic spot as an example." International Journal of Multidisciplinary Research and Studies 07, no. 06 (2024): 63–78. https://doi.org/10.5281/zenodo.11655843.

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This study delves into the significance of human resource management in scenic area management. As an integral part of the tourism industry, the management and operation of scenic areas heavily rely on human resources. The study first introduces the concepts and backgrounds of scenic area management and human resource management, laying the groundwork for a profound analysis of the pivotal role of human resource management in the management of scenic areas. We emphasize the analysis of how human resource management influences the operational efficiency and customer satisfaction of scenic areas, playing an essential and vibrant role. Next, this paper discusses the challenges faced in implementing human resource management in scenic areas. Deep analysis is given to the existent human resource strategies, and countermeasures are proposed based on the actual environment. By evaluating and optimizing the strategies and practices of human resource management, its role in scenic area management is further enhanced. We then explore and showcase through case studies how scenic areas, which have successfully implemented human resource management strategies, manage to retain employees, and significantly improve operational efficiency. The conclusion elucidates the central position of human resource management in scenic area management. It not only affects the operational efficiency of scenic areas but also directly touches on the satisfaction and return rate of tourists. Therefore, only by paying full attention to and optimizing the human resource management of scenic areas can we truly realize optimal management and effectively enhance the operational effects of scenic areas. Future research directions should continue to unearth the potential of human resource management in the tourism industry and in-depth scenic area management, so as to promote its practical application and in-depth theoretical research.    

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Askari Masouleh, Saeed. "Human Resource Management Strategies to Support Digital Transformation Programs." Management, Education and Development in Digital Age 1, no. 4 (2024): 89–95. https://doi.org/10.61838/medda.1.4.6.

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The objective of this paper is to examine human resource management strategies to support digital transformation programs in organizations. This qualitative study was conducted using semi-structured interviews with 22 human resource managers and experts in Tehran. Data was collected until theoretical saturation was reached and analyzed using NVivo software. The results of the study revealed that transformational leadership, employee training and development, and organizational culture are key strategies that can support digital transformation. Additionally, resistance to change and misalignment between strategies and human resources were identified as major challenges in the digital transformation process. Human resource management strategies play a crucial role in the success of digital transformation programs. Transformational leadership and continuous employee training are among the strategies that can reduce resistance to digital changes and prepare organizational culture for embracing these changes. Organizations need to design appropriate strategies to overcome existing barriers and capitalize on the benefits of digitalization.

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Kalavakolanu, Sripathi, and K. D. V. Prasad. "Human resource management digitalization." International Review, no. 3-4 (2023): 163–71. http://dx.doi.org/10.5937/intrev2304160k.

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This article will study the concept of digital transformation in the administration of human resources, as well as the ways in which different technologies are supporting various HR functions and the personnel who work for those activities. The study is of a descriptive character, and its compilation included the use of secondary data such as reports from corporations, Web sources, blogs written by subject matter experts, and research papers. This study was conducted with the intention of investigating the concept of "SMACI," which refers to the utilization of Artificial Intelligence (AI), HR Chatbots, Machine Learning, and Robot process automation (RPA) in order to perform the fundamental responsibilities of human resource management (recruitment, screening, interviewing, and onboarding) in a manner that is more intelligently, more quickly, and more effectively. The study also made an intervention in the existing literature by analyzing the different strategies that are employed by companies for the growth and development of their human resources departments. This allowed the researchers to make a contribution to both bodies of knowledge. The benefits of implementing digital transformation in human resource management, the potential obstacles or challenges a company may face during transformation, and the solutions to overcome those obstacles have all been investigated, with the examples of Indian companies and their uniqueness in the business world serving as case studies.

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Rismayadi, Budi. "Conflict Management Strategies in Human Resources Management Work Teams." Neo Journal of economy and social humanities 3, no. 1 (2024): 58–63. http://dx.doi.org/10.56403/nejesh.v3i1.183.

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This research aims to investigate effective conflict management strategies in the context of human resource management (HR) work teams. Conflict in the workplace, especially in HR teams, can be a significant challenge that affects productivity and harmony among team members. This research uses a qualitative approach with descriptive methods. The research results show that the implementation of conflict management strategies in human resource management work teams has a significant positive impact in improving harmonious and productive working relationships in the workplace. By implementing an open communication approach, teams can easily share information, express opinions, and resolve conflicts more effectively. Collaborative conflict resolution also allows team members to work together to find a solution that is satisfactory for all parties involved, thereby reducing the possibility of larger conflicts arising in the future. Additionally, through developing communication skills, team members can improve their ability to listen, express thoughts clearly, and understand others' perspectives, all of which are important aspects of managing conflict wisely.

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Igbegiri, Dominic Chiosom Idoli Nwachukwu Ben Koroye Trupeni. "Human Resource Management Practices: A Thermostat for Administrative Efficiency in a School System in Nigeria." Global Journal of Research in Humanities & Cultural Studies 1, no. 1 (2021): 23–31. https://doi.org/10.5281/zenodo.5731624.

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It is the fundamental objectives of this paper to examine and critically unveil the Human resource management practices in a school system in Nigeria. This paper explained the concept of Administrative efficiency, components of human resource management practices, the challenges encountered in human resource management practices in school system and strategies of ensuring the improvement of human resource management practices. It is obvious that the topic under discussion actually suggest the need for effective practice of human resource management principles in a school system. This implies that the school system realizing its aims and objectives, adequate human resource management practices must be put in place. In the same vein, the deployment of human and material resources and how these resources can be put into effective use in improving the school system should be an utmost priority to the stake holders in the education industries. Therefore, the paper made some conclusions and recommendations in view of the prevailing circumstances in the educational system in terms of enhancing effective human resources management practices.

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Khaeruman, Khaeruman, Musa Hubeis, and Nancy Yusnita. "HUMAN RESOURCES MANAGEMENT STRATEGY AND ITS ROLE TO IMPROVE LECTURER PERFORMANCE IN DEVELOPING ORGANIZATIONS." International Journal of Economy, Education and Entrepreneurship (IJE3) 3, no. 1 (2023): 333–43. https://doi.org/10.53067/ije3.v3i1.148.

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Human resource management plays an important role in improving lecturer performance and developing the organization. By taking the right steps in recruitment and selection, development and training, compensation, performance appraisal, and building an organizational culture that supports lecturer performance, organizations can create a conducive environment for lecturer development and growth as well as organizational progress. This research method uses a qualitative descriptive method using a literature review to find out effective human resource management strategies in improving lecturer performance to develop organizations. This method allows the author to obtain detailed and detailed data on effective strategies for improving lecturer performance. Thus, the results of this study can assist organizations in developing effective human resource management strategies in improving lecturer performance and developing the organization as a whole. The results of the research show that human resource management plays an important role in managing human resources which is one of the important assets in an organization. Human resources have different abilities, knowledge and skills, and if managed properly, human resources can be a major force in achieving organizational goals. Human resource management is an important factor in organizations. Human resource management can play an important role in improving lecturer performance in developing the organization by developing effective strategies to increase lecturer motivation, enthusiasm, will, and thoroughness

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AR, Khorida, Siti Nurhaeni, Reinna Devianti, and Muljadi Muljadi. "HUMAN RESOURCE MANAGEMENT, WORK EFFECTIVENESS EMPLOYEE." Dynamic Management Journal 9, no. 1 (2025): 143. https://doi.org/10.31000/dmj.v9i1.12973.

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This study aims to analyze human resource management strategies in improving employee work effectiveness at PT. Tranciv Global Perkasa. Employee work effectiveness is one of the key factors in achieving the company's goals. This research employs a qualitative approach with a descriptive method, where data were obtained through in-depth interviews with relevant informants. The results indicate that the implemented human resource management strategies include planning, recruitment, selection, employee placement based on competencies, and employee development through training and workshops. Furthermore, performance-based rewards and compensation policies are key measures taken by the company to motivate and enhance employee loyalty. The employee performance evaluation system is conducted periodically to ensure optimal work effectiveness. This study concludes that integrated and adaptive human resource management significantly contributes to improving employee work effectiveness and the company’s competitiveness. The author suggests that performance evaluations be conducted more frequently, every three months, to monitor employee performance progress more effectively and enhance work motivation through a competitive reward system.

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Panchuk, Ekaterina. "DIVERSITY AND INCLUSIVE HUMAN RESOURCE MANAGEMENT." Bulletin of the Angarsk State Technical University 1, no. 17 (2023): 348–51. http://dx.doi.org/10.36629/2686-777x-2023-1-17-348-351.

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The definition of diversity, its form, and the benefits of diversity in organizations are considered. An analysis of the concept of «inclusive personnel management» is given, the role and direc-tions of work of organizational management in creating an inclusive environment are deter-mined. Strategies for creating an equitable and productive team and examples of best practices are provided

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Santoso, Tuti Nurhaningsih, Arita Marini, and Rihlah Nur Aulia. "Human Resource Planning Strategy to Improve the Quality of Online Library Management Information Systems (E-Libraries) of Higher Education in the Industrial Era 5.0." International Journal Of Education, Social Studies, And Management (IJESSM) 4, no. 3 (2024): 1082–90. http://dx.doi.org/10.52121/ijessm.v4i3.463.

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Library management information systems in universities are essential for managing e-libraries in universities. The world of education will face one of the challenges after 2030: the use of information technology or robotics in various sectors of human life, one of which is university libraries. This research was conducted using a literature approach by collecting data from various relevant theoretical sources about human resource management and higher education management information systems in the context of university library human resource planning strategies. This article delves into the practical application of library human resource planning strategies in universities. It discusses the formulation of university library human resource planning and the development of human resources in the era of Society 5.0. Furthermore, it explores the challenges and opportunities in implementing these strategies, such as change management, adaptive higher education management information system policies, and the development of librarians' professionalism in the era of society 5.0. This study uses a literature approach by collecting data from relevant theoretical sources about library human resource management and higher education management information systems in the educational context of university library human resource planning strategies. Data is analyzed through systematic literature synthesis to identify university library human resource planning strategies that can improve the quality of management e-library in the era of Society 5.0. In this era, adaptive and technology-oriented human resource management strategies are the key to improving the quality of university e-library management.

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Rio Mattajang. "Human Resource Management Strategy in Facing Organizational Change." Jurnal Ekonomi, Akuntansi dan manajemen Indonesia 2, no. 02 (2023): 115–22. https://doi.org/10.58471/jeami.v2i02.558.

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Organizational change is an inevitable phenomenon in the dynamic business world, and HR management has a crucial role in facilitating successful adaptation to such changes. This research aims to investigate effective human resource management (HR) strategies in facing organizational change. This research uses a qualitative approach with descriptive methods. The research results show that in facing organizational change, human resource management (HR) plays a crucial role in ensuring effective adaptation. Challenges such as lack of leadership support, resistance to change, lack of resources, and global expansion came into focus. A holistic and strategic approach is needed in designing and implementing HR strategies that support organizational strategic change. This includes thorough evaluation, effective allocation of resources, and involving key stakeholders. Thus, effective and focused human resource management is key in helping organizations face change successfully and achieve their long-term goals.

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Petrova, Iryna. "Creativity development as an imperative for strategic human resource management." Social and labour relations: theory and practice 12, no. 2 (2023): 40–48. http://dx.doi.org/10.21511/slrtp.12(2).2022.05.

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The article is devoted to the development of creativity using methods and tools of strategic human resource management. As a result of a number of factors, the need for every organization to create is increasing as the main source of its competitiveness and business success. The author examines different approaches to creativity and gives her own vision of its characteristics with other related concepts. With this in mind, creativity is not just any creative action, but creativity in the field of specific business processes, focused on profit (income) by satisfying certain needs of consumers, both real and potential. Unlike other manifestations of creativity, the article puts forward and substantiates the idea of creativity as a strategic imperative, the achievement of which requires a purposeful and coordinated interaction of all processes in the field of personnel management. To ensure the imperative, it is necessary to develop a human resource management strategy focused on the creative development of personnel and the organization in general. The strategy of managing the creative development of personnel allows you to build a cycle of creativity with a certain sequence of elements, as well as to develop a mechanism for reproducing this cycle. The article analyzes HR technologies that contribute to the development of creativity of human resources. A new look at the problem is the justification of the need for methods of “soft” creativity management by creating a favorable environment for its development.

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Wijayanti, Tri Cicik, Kurniaty Kurniaty, Dyah Sawitri, Maya Rupa Anjeli, Yeni Tata Rini, and Abdul Hadi Bin Abdul Satar. "Implementation of Training Strategies, Financial Management, Human Resource Management, Business Management, Layer Chicken." Teumulong: Journal of Community Service 2, no. 2 (2024): 100–112. http://dx.doi.org/10.62568/jocs.v2i2.114.

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This article explores the implementation of financial management, human resource management (HRM), and business management training strategies in the context of layer chicken farming in Indonesia. Using a case study method, this research investigates best practices and challenges faced in implementing these strategies. The findings indicate that training in financial management, HRM, and business management significantly enhances operational efficiency and profitability of layer chicken farming businesses. However, the implementation of these strategies also encounters several obstacles such as limited resources, resistance to change, and a lack of understanding of the importance of effective management. This article provides valuable insights for layer chicken farming business owners and other stakeholders to strengthen management practices in the poultry industry. Further steps are also suggested to address the challenges encountered in implementing these strategies.

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Goran Mihajlovski. "Human resource management in unprofitable companies." International Journal of Scholarly Research and Reviews 2, no. 2 (2023): 118–21. http://dx.doi.org/10.56781/ijsrr.2023.2.2.0050.

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This research paper aims to explore the unique challenges faced by Human Resource Management (HRM) in unprofitable companies and identify potential strategies to enhance HRM effectiveness in these organizations. Unprofitable companies often struggle with financial constraints, declining market share, low employee morale, and talent retention issues, which significantly impact their HRM practices and overall organizational performance. These challenges include limited budgets for HR initiatives, difficulties in attracting and retaining high-quality talent, and managing employee motivation during times of uncertainty and restructuring. Additionally, the study examines the impact of these challenges on crucial HR metrics, such as employee engagement, turnover rates, and productivity. To address these challenges, this paper proposes a comprehensive framework for HRM strategies in unprofitable companies. The framework emphasizes the importance of aligning HR practices with the company's overall strategic goals, adopting innovative approaches to talent management, and enhancing employee engagement through effective communication and motivation techniques. The findings of this research contribute to the understanding of HRM in unprofitable companies by highlighting the distinctive challenges faced and providing practical insights for HR professionals offering guidance on strategic HR interventions that can help revitalize organizational performance, foster employee resilience, and contribute to the long-term sustainability of unprofitable companies.

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Ainur Rofiqi, Muchammad, Bestari Ikes Niswatul, Fauji M. Nauval Zhahfran, Rohmah Nadya Latifatu, Sholiha Evi Fatu, and Faruq Faruq. "Human Resource Management in Broadcasting Organizations." IJIP : Indonesian Journal of Islamic Psychology 6, no. 1 (2024): 12–23. http://dx.doi.org/10.18326/ijip.v6i1.1629.

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Human Resource (HR) management is one of the most important factors in determining organizational success. One of them is a broadcasting organization. This research aims to identify the HR management process in broadcasting organizations and find implementation strategies. This type of research uses qualitative research methods with a phenomenological approach. This research uses purposive sampling data collection techniques with five participants at the SATU TV broadcasting organization with the following characteristics: first, the participant must be an organizer and currently serving in one of the broadcasting organizations, the second must have experience in being a producer or in leading the program, on the organization. The data collection instrument used was interviewed. The research results reveal the process of HR management in broadcasting organizations as follows: 1) division of tasks and authority, 2) becoming a forum for talents and interests, 3) established communication, 4) HR development, and 5) evaluation. The strategies carried out in the management process are as follows: 1) there are challenges to finding solutions for, 2) approach the crew, 3) overcome boredom with holidays, and 4) empower seniors in the production process if they experience difficulties. The results of this research can help organizational producers in the broadcasting sector manage HR.

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Neetu, Jindal. "The impact of strategic human resource management on organizational performance." International Journal of Trends in Emerging Research and Development 2, no. 2 (2024): 75–80. https://doi.org/10.5281/zenodo.12737375.

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In a rapidly evolving competitive landscape, human resources represent a crucial source of competitive advantage. Effective human resource systems can foster a sustained edge by developing firm-specific competencies. Strategic human resource management (SHRM) focuses on aligning human resource strategies with the overall strategic goals of a business. Research indicates a positive correlation between the adoption of comprehensive HR practices and improved business performance. The 21st-century business environment is marked by rapid changes due to factors such as globalization, technological advancements, shifts in consumer preferences, and environmental fluctuations. As competition intensifies and markets become more dynamic, organizational performance becomes increasingly vital. Success is measured through various indicators, ensuring that companies remain competitive globally. Proper management of human resources is essential for maintaining this competitiveness. It is crucial to strategically manage HR to achieve organizational goals and adapt HR strategies in alignment with the overall business strategy. SHRM has become a key factor in the success of businesses within this competitive environment. It encompasses the principles and practices that align HR management with the strategic and long-term objectives of an organization, with a focus on human capital. The foundation of SHRM lies in developing methodologies for long-term people management, which helps organizations gain a competitive advantage. SHRM involves integrating human resource management with the strategic management of the organization to achieve its goals effectively and efficiently. This study aims to explore the impact of strategic human resource management on organizational performance.

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Dong, Zhenlin. "Current Situation of Human Resource Management in Tobacco Enterprises from the Perspective of Strategic Human Resource Management." Tobacco Regulatory Science 7, no. 4 (2021): 749–55. http://dx.doi.org/10.18001/trs.7.4.1.29.

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Objectives: In order to promote the optimization of talent structure in tobacco industry, this paper studies the current situation of human resource management in tobacco enterprises from the perspective of strategic human resource management. Methods: This study is divided into two stages: the first stage is literature research. The main purpose is to study the effect of different human resource management orientations on performance. The second stage is empirical research, which mainly focuses on the impact of government policies on entrepreneurial orientation, the impact of human resources strategies on entrepreneurial orientation, and the relationship between entrepreneurial orientation and performance. A total of 161 valid questionnaires were collected from the tobacco industry. Results: Among the three types of human resource strategies, cumulative innovation and action leadership are significantly positively correlated at the level of 0.01, but the correlation with risk-taking is not significant. There is a significant positive correlation between assisted innovation and action leadership at the level of 0.01, but there is no significant correlation with the dimension of risk-taking. The two dimensions of innovation and action leadership in human resource orientation have a positive impact on the two dimensions of financial performance and growth performance respectively. Conclusion: The cumulative human resource strategy in the human resource strategy has a positive impact on the two dimensions of innovation and action leadership of the tobacco industry.

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Ali, Md Chapol, K. M. Anwarul Islam, Soojin Chung, Nurul Mohammad Zayed, and Mithila Afrin. "A Study of Green Human Resources Management (GHRM) and Green Creativity for Human Resources Professionals." International Journal of Business and Management Future 4, no. 2 (2020): 57–67. http://dx.doi.org/10.46281/ijbmf.v4i2.857.

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The concept of green human resource management has recently combined with ecological management in business, urbanization, industrialization and so many so forth. It is mainly responsible for managing human resources work, and these work conditions are good. Green human resource management procedures are fundamentally used to reduce the carbon impression of each worker and the information capital of the holding association. It also plays role in convincing workers to look after resources, and participate in waste management to control pollution. It is recommended that companies should be more aware of each of the capabilities that make human resources management green. The development needs of combining ecological manageability with human resource management. Organizations now recognize that while focusing on money-related benefits, they should think about the social and ecological effects to ensure their manageability. Therefore, this notion has lately taken into account, academic analysts and experts. This paper investigates GHRM practices in organizations based on the many current writings. The study found the importance of GHRM ideas, practices, strategies, and difficulties in the business and other organizations. The study uses documented strategies to observe, collect and dissipate contemporary surveys of green human resource management.

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FERDINAND, SOMIDO TAN DUOJIAO. "AI in Human Resource Management: Balancing Innovation and Human-Centric Strategies." International Journal of Research 12, no. 4 (2025): 702–8. https://doi.org/10.5281/zenodo.15346034.

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The integration of Human Resource Management (HRM) and Artificial Intelligence (AI) is poised to reshape the modern workplace by streamlining processes and enhancing decision-making. The adoption of AI in HRM presents unique opportunities to improve organizational efficiency, automate routine tasks, and optimize strategic workforce management. This study explores the role of AI in HRM and examines how organizations can effectively implement AI technologies while maintaining a balance between automation and human-centric approaches.

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Weber, Caroline L., Richard J. Niehaus, and Karl F. Price. "Human Resource Strategies for Organizations in Transition." Industrial and Labor Relations Review 45, no. 1 (1991): 211. http://dx.doi.org/10.2307/2524721.

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Thomason, George F. "Human resource strategies in the health sector." International Journal of Human Resource Management 1, no. 2 (1990): 173–94. http://dx.doi.org/10.1080/09585199000000046.

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Mishra, Harichandan, Sundaray Bijaya Kumar, and Santosh Kumar Tripathy. "Alignment of Knowledge Management Strategies with Human Resource Management: An Overview." Training & Development Journal 8, no. 1 (2017): 60. http://dx.doi.org/10.5958/2231-069x.2017.00007.5.

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Hogan, Pamela. "Human resource management strategies for the retention of nurses." Contemporary Nurse 10, no. 3-4 (2001): 251–57. http://dx.doi.org/10.5172/conu.10.3-4.251.

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Wilhelm, Paul G., M. T. Matteson, and J. M. Ivancevich. "Controlling Work Stress: Effective Human Resource and Management Strategies." Academy of Management Review 14, no. 3 (1989): 460. http://dx.doi.org/10.2307/258180.

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