Relevant bibliographies by topics / Strategic Human Resources Management

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Strategic Human Resources Management'

Author: Grafiati
Published: 4 June 2021
Last updated: 28 January 2023

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Journal articles on the topic "Strategic Human Resources Management"

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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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Wilhelm, Paul G., and George S. Odiorne. "Strategic Management of Human Resources." Academy of Management Review 10, no. 4 (October 1985): 870. http://dx.doi.org/10.2307/258055.

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Skoumal, Stan. "Strategic management of human resources." Long Range Planning 19, no. 3 (June 1986): 115–16. http://dx.doi.org/10.1016/0024-6301(86)90210-4.

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Dr. D. RAJASEKAR, Dr D. RAJASEKAR, and C. Devi C.Devi. "Impact of Strategic Management of Human Resources for Modern Corporates." Paripex - Indian Journal Of Research 3, no. 7 (January 1, 2012): 1–3. http://dx.doi.org/10.15373/22501991/july2014/52.

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Ramapriya, M., and Dr S. Sudhamathi. "Models of Strategic Human Resource Management and Human Resources Policies." International Journal of Management Research and Social Science 7, no. 4 (January 2, 2021): 116–21. http://dx.doi.org/10.30726/ijmrss/v7.i4.2020.74022.

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Lišková, S., and P. Tomšík. "Competency-based approach to human resources management." Agricultural Economics (Zemědělská ekonomika) 59, No. 11 (November 29, 2013): 496–504. http://dx.doi.org/10.17221/68/2013-agricecon.

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 The paper deals with the competency approach to human resources management. The approach is seen as one of the possibilities to effectively manage work performance. The paper focuses on defining the term competency, components of competency, types of competencies, and on identification of competencies. The paper also focuses on the competency models, their types, approaches to them, and the procedures of their creation. Finally, the paper summarizes the possibilities of the use of the competency approach in various spheres of management of human resources, and it describes the connection of the competency approach with the strategic management.  
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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 (October 29, 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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Noor Al-Jedaiah, Mohamad, and Rokaya Albdareen. "The effect of strategic human resources management (SHRM) on organizational excellence." Problems and Perspectives in Management 18, no. 4 (November 11, 2020): 49–58. http://dx.doi.org/10.21511/ppm.18(4).2020.05.

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Human resources at different levels are the executives of organizational tasks toward excellence. Missing the track of human resources will leave the organization behind. The objective of this research is to investigate the effect of SHRM components on organizational excellence. The study was applied to industrial organizations in Industrial City in Northern Jordan. A quantitative approach was used to accomplish the objectives. A questionnaire was used to collect data. The questionnaire was composed of three parts: the first part designed to collect demographic data, the second part designed to collect information about SHRM (recruitment, training, development, and career development), the last part designed to collect information about organizational excellence. A simple random sample of 120 organizations’ managers was studied. The results showed that the data collection tool was reliable. The results showed that training was of high concern by managers to reach excellence, followed by organizational development, then career development, and the least evaluation was for recruitment. The SHRM components affect the components of organizational excellence (customer satisfaction, technology deployment, product quality, and competitiveness) (p < 0.05). Recruitment was the highest contributor to organizational excellence related to technology deployment, product quality, and competitiveness, but customer satisfaction was affected by development and career development. The study recommended that the organization connect the SHRM strategy with the other organization activities that lead to excellence with the recruitment process’s concentration as it affects the products of the organizations.
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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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Lojić, Ranko, Želimir Škrbić, and Vladimir Ristić. "Strategic approach to human resources management." Defendology 15, no. 31 (February 27, 2012): 47–62. http://dx.doi.org/10.5570/dfnd.en.1231.04.

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Dissertations / Theses on the topic "Strategic Human Resources Management"

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黃祐榮 and Yao-wing Robert Wong. "Strategic human resources management system." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1993. http://hub.hku.hk/bib/B31265856.

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Wong, Yao-wing Robert. "Strategic human resources management system /." Hong Kong : [University of Hong Kong], 1993. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13497819.

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Sehi, Tamara Grullon. "Human resource professionals' perception of human resources' value to senior management." CSUSB ScholarWorks, 1997. https://scholarworks.lib.csusb.edu/etd-project/1486.

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This study examines and describes the perceptions of human resource professionals about their contribution and that of their departments to strategic planning and management. Human resource leaders from organizations with five hundred or more employees in Southern California responded to this survey. The significance of this study is its potential to increase our understanding of the contribution of the human resource function to strategic planning.
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Lundy, Olive. "Strategic human resource management." Thesis, Queen's University Belfast, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.292572.

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Laforet, Anna, and Anna Larsson. "Mångfald - Från ord till handling : En kvalitativ studie om HRs strategiska arbete med mångfald." Thesis, Högskolan Dalarna, Personal och arbetsliv, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:du-18119.

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Denna studie grundar sig i ett uppdrag från Trafikverket med avsikten att undersöka hur enmångfaldsstrategi kan få ökad effekt i organisationen. Utgångspunkten för denna studie är attdet tycks krävas mer forskning kring hur HR strategiskt kan arbeta med mångfaldsfrågor ochintegrera dem i organisationens alla delar. Syftet med denna studie är således att identifiera hurHR strategiskt kan arbeta med mångfaldsfrågor. Vidare är syftet att visa hur ett strategiskamångfaldsarbete kan bli mer effektivt.Teorier som belyser begreppet mångfald, effekterna av mångfald, strategi, Human ResourceManagement och Strategic Human Resource management kan ses ligga till grund för ettframgångsrikt HRM-arbete med mångfald. Ledarskap, kommunikation, kunskap och att se tillorganisationskulturen belyser teorin som viktiga komponenter för att ett strategiskt arbete skabli mer effektivt och ge effekt i organisationen.Studien bygger på en deduktiv ansats och en kvalitativ metod har genomförts utifrån treindividuella intervjuer och två fokusgrupper. De individuella intervjuernas syfte var att belysaorganisationens nutida arbete med mångfald, framtida perspektiv för hur ett strategisktmångfaldsarbete kan utformas och en målbild för vad arbetet ska resultera i. Den enafokusgruppen bestod av medarbetare från HR från olika regionkontor i landet och hade somsyfte att klargöra hur HR strategiskt kan arbeta med mångfald. Den andra fokusgruppen bestodav chefer från olika regionkontor i landet och hade som syfte att belysa chefers roll och vad deeftersöker i ett strategiskt mångfaldsarbete.Resultatet från intervjuerna har analyserats utifrån den teoretiska referensramen och i dennastudie har vi kommit fram till och identifierat flera betydelsefulla faktorer som för HR är viktigai utformandet av en mångfaldsstrategi. Det är viktigt att definiera begreppet mångfald, klargöraansvarsfrågan, visa på varför organisationen bör arbeta med månglad och kommuniceraeffekterna. Vidare är det viktigt att koppla mångfaldsstrategin till övriga HRM-aktiviteter ochorganisationens övriga strategier och mål för att det strategiska arbetet ska ge effekt. Kunskapom mångfald och att se arbetet som ett förändringsarbete där ledningen utgör en viktig roll harvisat sig vara väsentliga faktorer för att arbetet ska få värde i organisationen.
This study is based on an assignment from the Swedish Transport Administration with the intention to examine how a diversity strategy can be more efficient in the organization. The starting point for this study is that it seems to require more research on how HR can strategically work with diversity issues and integrate them with the rest of the organization. The purpose of this study is to identify how Human Resources strategically can work with diversity. An additional purpose is to show how a strategic diversity work can be more effective.Theories that highlight the concept of diversity, the effects of diversity, strategy, Human Resource Management and Strategic Human Resource Management can be seen as a basis for a successful strategic HRM with diversity. Leadership, communication, knowledge and organizational culture highlight the theory as important components to strategic efforts to become more efficient and provide the power in the organization.The study is based on a deductive approach and a qualitative method has been used on the basis of three individual interviews and two focus groups. With the individual interview, the purpose was to highlight the organization's contemporary work with diversity, future perspectives on how strategic diversity efforts can be designed and a vision for results. One focus group consisted of employees from HR from various regional offices in the country and were intended to clarify how HR can work strategically with diversity. The other focus groups consisted of executives from various regional offices in the country and were intended to highlight the role of managers and what they are seeking in a strategic diversity effortThe result of the interviews were analyzed based on the theoretical framework. In this study we have come up with and identified several significant factors for HR that are important in the design of a diversity strategy. It is important to define the concept of diversity, to clarify the issue of responsibility, to show why the organization should work with diversity, and communicate the impact. Furthermore, it is important to link diversity strategy to other HRM-activities and the organization's other strategies and objectives for the strategic work to effect. Knowledge of diversity and to see the work as a process of change, where management is an important role, have proved to be essential factors for the work to get the value of the organization.
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Bullock, Michael L. "Successful Human Resource Outsourcing Strategies." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6181.

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Human resource outsourcing (HRO) is a strategic choice that managers implement because of a variety of anticipated benefits. The purpose of this qualitative case study was to identify HRO strategies managers used to reduce operating costs while maintaining human resource (HR) effectiveness. Data were collected from semistructured interviews using open-ended questions and a review of company documents. Study participants represented 3 midwestern firms with 50 or more employees. The participants drawn from the population consisted of a minimum of 2 participants per organization who had increased their organization's strategic value using HRO strategies. The transaction cost economics (TCE) theory was the conceptual framework for this study. Data were analyzed using methodological triangulation to identify codes from words, phrases, and sentences using multiple sources to identify recurring themes. Five key themes emerged: outsourcing strategies, outsourced functions, operational costs, organizational effectiveness, and success measurement. The findings of this study may lead to social change by supporting managers in making HRO decisions conducive to reducing operating costs while maintaining HR effectiveness, which might positively impact social change by providing core function jobs to the local community thereby decreasing unemployment rates.
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Boz, Gökhan. "Addressing Critical Business Issues through Strategic Management of Human Resources." Doctoral thesis, Universitat Autònoma de Barcelona, 2013. http://hdl.handle.net/10803/129128.

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Con el fin de alcanzar los objetivos de una organización como el aumento de productividad y la rentabilidad, es un hecho bien conocido que las necesidades de los empleados deben ser satisfechas vía prácticas de recursos humanos (RRHH). La literatura muestra que una estrategia eficaz de gestión de RRHH, que se centre en generar y mantener una mano de obra motivada, es un factor clave para su éxito. Por lo tanto, el objetivo principal de esta tesis doctoral es entender mejor el impacto de la gestión estratégica de RRHH y prácticas de alto rendimiento (PAR) sobre varias cuestiones críticas de negocio tales como la obtención de ventajas competitivas, la lucha contra el absentismo laboral, y la mejora de satisfacción laboral. Primeramente, el hecho de desarrollar y mantener una ventaja competitiva es uno de los factores más importantes para garantizar la supervivencia de una empresa frente a sus rivales. Algunos directivos prevén la posibilidad de obtener una ventaja competitiva a través del capital humano, que depende del talento del director de utilizar prácticas de RRHH. Por lo tanto, el primer capítulo empírico de esta tesis considera el marco teórico y el papel de la gestión estratégica de recursos humanos (DERH), que propone un ajuste muy apretado entre la calidad de la gestión de RRHH y las estrategias empresariales. Analizando los datos de 401 empresas manufactureras españolas, nuestros resultados proporcionan una evidencia que la DERH es un aspecto distintivo de la empresa para asegurar la obtención de una ventaja competitiva sostenible. En concreto, las empresas de gran tamaño con mayor calidad de DERH tienden a tener un mejor desempeño de la organización. Además, es un gran desafío reducir la tasa de absentismo laboral, ya que sus efectos son directamente proporcionales a la disminución de la productividad y la rentabilidad. Todavía hay una falta de investigación europea con conclusiones concretas sobre el impacto de la interacción entre los valores sindicales y las PAR en absentismo. Por lo tanto, el segundo capítulo empírico identifica los determinantes de absentismo centrándose en la interacción entre los sindicatos y los componentes de las PAR, bajo un modelo logístico fraccional en los datos de las empresas manufactureras españolas. Los resultados sugieren que los incentivos basados en el rendimiento y el uso de rotación del trabajo disminuyen la probabilidad de una mayor ausencia en altos niveles de influencia de los sindicatos. Además, formación y horarios flexibles constituyen adaptabilidades para hacer frente al absentismo a niveles bajos y medios de influencia de los sindicatos. La competencia en el mercado laboral también es importante en el absentismo. La probabilidad de mayor ausencia se relaciona positivamente con el tamaño de la empresa, el porcentaje de mujeres trabajadoras, y el porcentaje de trabajadores a tiempo parcial. Por último, muchos estudios sugieren que las organizaciones con bajo nivel de satisfacción en el trabajo tienden a tratar con el absentismo, la tardanza y las huelgas, lo que provoca una gran disminución en el rendimiento y la rentabilidad. La baja satisfacción laboral ha sido un tema emergente en el entorno de negocios. La literatura sugiere que la gestión participativa, que puede ser influenciada por el talento y las habilidades de un director, mejora la satisfacción laboral. Por lo tanto, el tercer capítulo empírico investiga el impacto indirecto de la gestión participativa en la satisfacción laboral. Esto proporciona evidencia de que la gestión participativa tiene un efecto positivo significativo en la satisfacción laboral de los trabajadores a través de sus determinantes intermedios como el entorno de trabajo y políticas de flexibilidad. Además, examinamos las diferencias en los efectos marginales de gestión participativa entre nueve países euro-mediterráneos.
In order to reach an organization’s ultimate objectives as increasing company productivity and overall profitability, it is a well-known fact that employee needs should be met through various human resources (HR) policies and practices. The literature shows that an efficient strategy of human resource management (HRM), which focuses on generating and maintaining a well-motivated workforce, is a key factor for organizational success. Thus, the main purpose of the present doctoral dissertation is to better understand the impact of strategic management of HR and High-Performance Work Practices (HPWP) on several critical business issues such as gaining competitive advantage, tackling absenteeism in the workplace, and improving job satisfaction. Firstly, developing and sustaining competitive advantage is one of the most significant factors to guarantee the survival of a company against its rivals. Many organizations attempt to generate a unique business strategy to get a competitive superiority. Some managers foresee the opportunity to gain competitive advantage through human capital, which depends on manager’s talent to utilize HR practices. Therefore, the first empirical chapter of this dissertation considers the theoretical framework and the role of Strategic Human Resource Management (SHRM), which proposes a “tight-fit” between the management quality of human resources and business strategies. Analyzing a questionnaire from 2007 that covers the data for 401 Spanish manufacturing companies, our results provide evidence indicating that SHRM is a distinctive aspect of a firm to ensure gaining a sustainable competitive advantage. It is also significant to have the support of a higher intensity of industrial technology and a larger proportion of employees with higher education. Specifically, the large-sized firms with higher SHRM quality tend to have a better organizational performance trend. Moreover, it is a major challenge to reduce the absence rate as it has been an emerging issue and its effects are directly proportional to decreased productivity and profitability. Although many researchers have sought solutions, there is still a lack of European research with concrete conclusions regarding the impact of the interaction between union settings and high-performance work practices (HPWP) on absence. Hence, the second empirical chapter of this dissertation identifies the determinants of absenteeism focusing on the interaction between labor unions and HPWP components, applying a fractional logistic model on the data from Spanish manufacturing companies. The results suggest that the performance-based incentives and use of job rotation/enrichment decrease the likelihood of high absence at high levels of union influence. Besides, training time and adoption of flextime practice are found as significant workplace flexibilities to deal with absenteeism at medium and lower union-influence levels. Labor market competition also plays an important role in absenteeism. The probability of higher absence is positively related to the firm size, percentage of female workers, and percentage of part-time employees. Finally, many studies suggest that organizations with low level of job satisfaction tend to face with absenteeism, tardiness, grievances, turnover, and strikes more frequently, which causes a large decrease in performance and profitability. Low job satisfaction has been an emerging issue in challenging business environment, especially during economic crisis. The literature suggests that participative management -as an instrument that can be influenced by a manager’s talent and skills- improves job satisfaction. Therefore, the third empirical chapter of this dissertation investigates the indirect impact of participative management on job satisfaction, utilizing the European Working Conditions Survey 2010. It provides evidence that participative management style has a significant positive influence in employee job satisfaction through its intermediary determinants such as working environment and family-friendly company policies. In addition, we examine the differences in the marginal effects of participative management, interacting with gender-effects, across nine Euro-Mediterranean countries.
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Fung, Leung Pik-wah, and 梁碧華. "Strategic human resources management in a civil engineering/construction company." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1991. http://hub.hku.hk/bib/B31264906.

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Fung, Leung Pik-wah. "Strategic human resources management in a civil engineering/construction company /." [Hong Kong] : University of Hong Kong, 1991. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13055045.

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Elfman, Charlotte, and Elin Olofsson. "Strategic Human Resource Management : en strategi för att uppnå framgångsrika organisationer?" Thesis, Högskolan Väst, Avd för företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-9626.

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Bakgrund: I dagens samhälle präglas organisationer av ekonomiska förändringar, detta genom globalisering, förändrade kundförhållanden och en ökad konkurrens. Organisationer behöver hela tiden förbättra sin konkurrenskraft genom att effektivisera sin verksamhet. Idag ses medarbetarna som organisationers viktigaste tillgång eftersom att de förser organisationer med viktiga källor för att bli konkurrenskraftiga. Strategic Human Resource Management (SHRM) är ett arbetssätt som handlar om att utforma HR-strategier som gör att medarbetarnas kunskap och kompetens bidrar till att nå organisationens övergripande mål. Syfte: Syftet med studien har varit att undersöka hur organisationen använder ett strategiskt HR-arbete (SHRM) och om det är ett framgångsrikt arbetssätt. Vår studie har bidragit till en ökad förståelse om begreppet SHRM och hur det kan användas samt hur SHRM kan påverka organisationen. Metod: Insamlingen av vårt empiriska material bygger på en kvalitativ metod där vi genomfört djupgående intervjuer med HR-chefer som arbetar i en organisation som är verksam inom fordonsindustrin. Slutsats: Vi har kommit fram till att organisationen använder SHRM som arbetssätt. Vi kan dock inte dra några konkreta slutsatser om hur SHRM påverkar or-ganisationen men det finns tydliga indikationer på att SHRM har en positiv inverkan och bidrar till en ökad produktivitet och effektivitet. Vi har även kommit fram till att det är viktigt att organisationen utövar ett ledarskap som främjar SHRM.
Background: In today's society organizations are characterized by economic changes, this by globalization, changing customer circumstances and increased competition. Organizations need to constantly improve their competitiveness by streamlining its operations. Today, employees are seen as the organizations most important asset, this because they provide organizations with important sources to become competitive. Strategic Human Resource Management (SHRM) is an approach that is about to build HR-strategies that make employees knowledge and skills to contribute the organizations to achieve the overall goals. Purpose: The aim of this study was to examine how the organization is using a strategic HR-work (SHRM) and if it is a successful strategy. Our study has contributed to a better understanding of the concept of SHRM and how it can be used and how SHRM can affect the organization. Method: The collection of our empirical material is based on a qualitative approach where we conducted in-depth interviews with HR-managers working in an organization that is active in the automotive industry. Conclusion: We have concluded that our survey shows that the organization uses the SHRM as working strategy. However, we can not draw any concrete conclusions in which way SHRM affect the organization, but there are clear indications that SHRM has a positive effect, contributing to increased productivity and efficiency. A further conclusion of our study is that it´s very important that the organization have a leadership that promotes SHRM.
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Books on the topic "Strategic Human Resources Management"

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Roland, Brühl. Human resources in strategic corporate management. Frankfurt am Main: R.G. Fischer, 1995.

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Sibson, Robert Earl. Strategic planning for human resources management. New York, NY: American Management Association, 1992.

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C, Kazanas H., ed. Strategic human resources planning and management. Englewood Cliffs, N.J: Prentice Hall, 1988.

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Strategic planning for human resources. New York: Pergamon, 1985.

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Lundy, Olive. Strategic human resource management. London: International Thomson Business Press, 1997.

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Lundy, Olive. Strategic human resource management. London: Thomson Learning, 2000.

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John, Douglas. The strategic managing of human resources. New York: Wiley, 1985.

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C, Kazanas H., ed. Planning and managing human resources: Strategic planning for human resources management. 2nd ed. Amherst, Mass: HRD Press, 2003.

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John, Leopold, and Harris Lynette, eds. The strategic managing of human resources. 2nd ed. New York: Prentice Hall : Financial Times, 2009.

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Federal supervisors and strategic human resources management. Washington, D.C: U.S. Merit Systems Protection Board, 1998.

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Book chapters on the topic "Strategic Human Resources Management"

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Weller, Ingo. "Human Resources." In The Palgrave Encyclopedia of Strategic Management, 1–5. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_485-1.

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Weller, Ingo. "Human Resources." In The Palgrave Encyclopedia of Strategic Management, 682–85. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_485.

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Schultz, Cecile M. "Reinventing Strategic Human Resource Management." In Managing Human Resources, 9–29. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-09803-1_2.

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Snell, Scott A., Mark A. Shadur, and Patrick M. Wright. "Human Resources Strategy." In The Blackwell Handbook of Strategic Management, 631–53. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1111/b.9780631218616.2006.00024.x.

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Paauwe, Jaap, and Corine Boon. "Strategic HRM." In Human Resource Management, 49–73. Second edition. | Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781315299556-3.

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Lasserre, Philippe. "Global human resource management." In Global Strategic Management, 335–62. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-1-137-01549-5_12.

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Morschett, Dirk, Hanna Schramm-Klein, and Joachim Zentes. "International Human Resource Management." In Strategic International Management, 391–410. Wiesbaden: Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-6331-4_20.

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Morschett, Dirk, Hanna Schramm-Klein, and Joachim Zentes. "International Human Resource Management." In Strategic International Management, 505–28. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-07884-3_22.

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Osabutey, Ellis L. C., Richard B. Nyuur, and Yaw A. Debrah. "Developing Strategic International Human Resource Capabilities in Sub-Saharan Africa." In International Human Resources Management, 37–51. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-15308-7_3.

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Morschett, Dirk, Hanna Schramm-Klein, and Joachim Zentes. "International Human Resource Managementg." In Strategic International Management, 393–412. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-8332-9_20.

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Conference papers on the topic "Strategic Human Resources Management"

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Stojanović, Nikola, and Mojca Bernik. "Strategic Human Resources Management: Challenges and Opportunities." In Society’s Challenges for Organizational Opportunities: Conference Proceedings. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.3.2022.68.

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Recent events (COVID -19 pandemic, the Ukrainian war) not only have an impact on the business operations of organizations, but have also a broader impact on individual work processes in organizations. One of these is strategic human resource management, which includes the connection of personnel management with the policy of the organization. The article represents an scientific explanatory study, developed on the information collected from the literature from journals and books related to strategic human resources management. It tries to discover connections and relations between strategic HR management and employee performance, engagement, and communication. The conclusion of the literature review is, that employee performance, as the key element of strategic human resources management, cannot be analyzed without a thorough knowledge of communication and employee engagement.
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Sadigov, Rahim. "CONCEPTUAL BASES OF STRATEGIC HUMAN RESOURCE MANAGEMENT." In THE LAW AND THE BUSINESS IN THE CONTEMPORARY SOCIETY 2020. University publishing house "Science and Economics", University of Economics - Varna, 2020. http://dx.doi.org/10.36997/lbcs2020.62.

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The main purpose of the research paper is to study the strategic management of human resources in industrial enterprises, career development and stimulation in the activity. Labor resources are active elements in the production of goods, the creation of material wealth and the provision of services to society. Human resources are important ones in all areas of the national economy. Human resources act as a creative component in the organization and management using their mental, spiritual and psychological capabilities. Human resources study and analyze technical, technological possibilities and financial sources, make management decisions as a leading resource in any organization. Research methodology is related in personnel policy and the comprehensive study of strategic human resource management. Human resource management in industrial enterprises is the main subsystem management system. This issue affects on the development of the enterprise, increasing the quality of products, economic efficiency and profits. The importance of the research paper - is to apply the results in the management of industrial enterprises. Human resource management contributes to sustainable operation in enterprises and organizations. The scientific novelty of the research is the definition of a successful personnel policy in the enterprise. Thus, the article identifies strategic goals in human resource management, and develops a corporate concept in this area. The article discusses the application of new technologies for career development. The application of innovations and methods in the implementation of management functions is the basis for motivating the workforce in an organization. All functions and management methods are applied in the process of strategic management of human resources. Management methods are social in nature, as well as ensure the direct development of employees, labor resources and actively influence on the outcome. Management methods lead to the expansion of financial and economic activities of the enterprise, the development of economic activities, the growth of labor resources. Management methods allow to increase competitiveness, as well as to attract partners, suppliers, customers and others. In this regard, our research can be commended in terms of the application of innovation in management.
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Maria, Vitzileou. "Quality System Management: The Role Of Human Resources." In 17th International Strategic Management Conference. European Publisher, 2022. http://dx.doi.org/10.15405/epsbs.2022.12.02.17.

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Thompson, Sofija. "Improvement of the Human Resources Management Process Through New Systematization." In 26th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2021. http://dx.doi.org/10.46541/978-86-7233-397-8_149.

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Bayraktar, Osman. "Mediating Effect Of Work Engagement Between Green Human Resources Management And Resilience." In 17th International Strategic Management Conference. European Publisher, 2022. http://dx.doi.org/10.15405/epsbs.2022.12.02.12.

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Eleni, Sachini. "Process Mining Human Resources Cost Calculations In Time Driven Activity Based Costing." In 17th International Strategic Management Conference. European Publisher, 2022. http://dx.doi.org/10.15405/epsbs.2022.12.02.15.

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Berger, Thomas. "Human Resource Risk Management Concepts." In 8th International Conference on Human Interaction and Emerging Technologies. AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002796.

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The German Supervisory Board as intended by the German stock corporation act should not only supervise the Executive Board, but also be able to advise and steer it (not in day-to-day business, but strategically). As part of this task, the Supervisory Board needs adequate information on the risks the corporation faces, in all areas of business, e.g. finance, marketing or human resource. As strategic management is a core responsibility of the executive board and supervisory board and personnel risks are an essential part of strategy development and execution, information on the prevalence and severity of personnel risks are essential for a sound debate on strategic issues in the Supervisory Board. Like all risks, the management of personnel risks must be an integral part of a cyclical and company-specific strategy process. Currently, however, the area of human resource risk management plays only a minor role, which may be due to the supposedly comparatively more complex quantifiability of personnel risks or the complexity of human factor interactions. But risks in the domain of human resources are not only an important part of risk management because of current regulatory developments e.g. in the area of corporate social responsibility (CSR), but also because of the important role human resources play at companies in general. Personnel risks cannot be seen independently of a corporate strategy as humans execute them: Every strategy risk is linked with human resources.We therefore have analyzed existing human resource risk concepts with the aim of how such concepts could be used in Supervisory Boards especially for members of the employee representation to be able to advise and steer the Executive Board. We found a number of existing studies dealing with personnel risks from different angles and a few concepts for managing personnel risks. We also found that evidence is scant for personnel risks as a whole category, not only focusing on one area like motivation or health in general, but more broad categories like management risks or adaption risks. The aim of this paper therefore is to first provide a rationale for human resource risk management, second to provide an overview on existing studies and concepts in this field and third to summarize the various concepts into one for the potential usage in the Supervisory Board. This paves the way for more empirical studies on personnel risks and their relation to strategic management or enterprise risk management.
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Lapina, Tatiana. "Humanistic Management as the New Human Resource Management Strategy." In 26th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2021. http://dx.doi.org/10.46541/978-86-7233-397-8_120.

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Lajšić, Helena. "STRATEGIC HUMAN RESOURCES MANAGEMENT WITH SUPPORT OF THE BUSINESS INTELLIGENCE." In 4th International Scientific – Business Conference LIMEN 2018 – Leadership & Management: Integrated Politics of Research and Innovations. Association of Economists and Managers of the Balkans, Belgrade, Serbia et all, 2018. http://dx.doi.org/10.31410/limen.2018.285.

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Stankevich, Anastasiya Alekseevna. "HUMAN RESOURCES MANAGEMENT STRATEGY FORMATION." In Управление человеческими ресурсами - основа развития инновационной экономики. Красноярск: Федеральное государственное бюджетное образовательное учреждение высшего образования "Сибирский государственный университет науки и технологий имени академика М.Ф. Решетнева", 2021. http://dx.doi.org/10.53374/9785864338810_141.

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Reports on the topic "Strategic Human Resources Management"

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Chapelet, Pierre. Analysis of the Education Management and Information System of Jamaica: Diagnosis and Proposal for Strengthening the EMIS. Inter-American Development Bank, December 2022. http://dx.doi.org/10.18235/0004619.

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This document analyzes the functioning of the Education Management and Information System (EMIS) of Jamaica, its strengths and challenges related to the key management processes and structural conditions. A survey methodology was used for the analysis of the six key management processes - (i) Physical infrastructure and equipment; (ii) Schools1; (iii) Human resources, budget and finance; (iv) Students and learning; (v) Digital content for teacher training and students learning; and (vi) Tools for strategic management - and the two structural conditions - (i) Technological infrastructure and (ii) Governance and institutional arrangements. There are several main findings. In terms of strengths, the analysis shows that the processes of human, financial and budgetary resources present the highest percentage of subprocesses in the Established level and that technological infrastructure pre-requisites are in place to sustain the improvement of the EMIS. However, EMIS sub-systems are dispersed and poorly integrated and are not covering all the needs of management processes related to the EMIS. The Ministry of Education and Youth and Information (MOEYI) also has an urgent need to develop a comprehensive and realistic strategic plan for the implementation of its EMIS and to ensure the initial and recurrent funding associated with it. Nor is there a change management plan at the MOEYI to support the evolution of the EMIS at all levels. Overall, the MOEYI is at a critical stage of its EMIS transition from a census based EMIS to a transactional information system able to track real-time information about each student, teaching and non-teaching workforce, school infrastructure and assets. This paper outlines a strengthening proposal.
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Kraynova, O. S., and E. E. Egorov. Human resources management in services industry. Ljournal, 2015. http://dx.doi.org/10.18411/kray-2015-book-00075.

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Sizemore, James B. Strategic Management of Administrative Support Resources Using Performance Measures. Fort Belvoir, VA: Defense Technical Information Center, February 2009. http://dx.doi.org/10.21236/ada494758.

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Pepper, Susan E., and Katherine M. Bachner. International Conference on Human Resource Development for Nuclear Power Programmes: Strategies for Education and Training, Networking and Knowledge Management. Office of Scientific and Technical Information (OSTI), June 2014. http://dx.doi.org/10.2172/1148882.

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Pesnell, Mark E. A Regional Strategic Human Resources Plan for Hospitals and Health Systems in South and Central Texas. Fort Belvoir, VA: Defense Technical Information Center, April 2004. http://dx.doi.org/10.21236/ada432076.

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Kraynova, O. S., and D. M. Sataeva. The maintenance of human resources for the concept total quality management in services industry. Ljournal, 2018. http://dx.doi.org/10.18411/kray-2018-book-00072.

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Cuesta-Valiño, Pedro. Happiness Management. A Social Well-being multiplier. Social Marketing and Organizational Communication. Edited by Rafael Ravina-Ripoll. Editorial Universidad de Sevilla, 2022. http://dx.doi.org/10.12795/2022.happiness-management.

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On behalf of the Happiness University Network, we are pleased to present here an extract of the information concerning the universities working to generate the diffusion of this network. Specifically, with the support of the University of Salamanca and the Pontifical University of Salamanca the aim is to create a friendly and working environment for the dissemination and discussion of the latest scientific and practical developments in the fields of happiness economics, corporate wellbeing, happiness management and organisational communication. It also offers an opportunity for productive encounters, the promotion of collaborative projects and the encouragement of international networking. Below you will find papers related to: Economics of happiness, happiness management, organisational communication, welfare state economics, consumer happiness, leadership, social marketing, happiness management and SDGs, happiness management in human resource strategies, learning and competencies in happiness management, learning and competencies in social well-being, measurement and indicators of happiness and well-being and history of welfare economics.
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Bhatia, A. Participatory Forest Management: Implications for Policy and Human Resources' Development in the Hindu Kush-Himalayas; Volume VI - Pakistan. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2000. http://dx.doi.org/10.53055/icimod.358.

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Bhatia, A. Participatory Forest Management: Implications for Policy and Human Resources' Development in the Hindu Kush-Himalayas; Volume IV - India. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2000. http://dx.doi.org/10.53055/icimod.357.

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Bhatia, A. Participatory Forest Management: Implications for Policy and Human Resources' Development in the Hindu Kush-Himalayas; Volume IV - India. Kathmandu, Nepal: International Centre for Integrated Mountain Development (ICIMOD), 2000. http://dx.doi.org/10.53055/icimod.357.

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