Log in

Relevant bibliographies by topics / Strategic Human Resources Management / Journal articles

To see the other types of publications on this topic, follow the link: Strategic Human Resources Management.

Journal articles on the topic 'Strategic Human Resources Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 28 January 2023

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Strategic Human Resources Management.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

2

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

4

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

5

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

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.

Full text

Abstract:

 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.  

APA, Harvard, Vancouver, ISO, and other styles

7

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

8

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.

Full text

Abstract:

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 &lt; 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.

APA, Harvard, Vancouver, ISO, and other styles

9

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

11

Crandall, Sonia J. S. "Strategic human resources planning and management." Long Range Planning 22, no. 1 (February 1989): 138. http://dx.doi.org/10.1016/0024-6301(89)90064-2.

Full text

APA, Harvard, Vancouver, ISO, and other styles

12

M. Swiercz, Paul, and Marjorie Icenogle. "Strategic human resources management: a bibliography." International Journal of Human Resource Management 3, no. 1 (May 1992): 159–66. http://dx.doi.org/10.1080/09585199200000143.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

Elçin qızı Muradzadə-Abdullayeva, Gülanə. "Importance of Strategic Human Resource Management." SCIENTIFIC RESEARCH 09, no. 5 (May 22, 2022): 62–67. http://dx.doi.org/10.36719/2789-6919/09/62-67.

Full text

Abstract:

İnsan resursunun strateji idarə edilməsi termini 1990-cı illərdən geniş istifadə edilməyə başlayıb. İnsan resursunun strateji idarə edilməsi insan resursunun idarə edilməsi ilə strateji idarəetmə arasında interfeysdir. Başqa sözlə, o, təşkilatın gələcək inkişafının və məqsədlərinə nail olunmasının onun insan resursları siyasətləri və təcrübələri ilə necə dəstəklənəcəyini təsvir edir. Bacarıqlı, qabiliyyətli və motivasiyalı işçi qüvvəsinin olması rəqabət üstünlüyü üçün əsas kimi qəbul edilir və insan resurslarının strateji idarə edilməsi yüksək keyfiyyətli işçilərin işə götürülməsinə, dəstəklənməsinə və inkişaf etdirilməsinə yönəldilmişdir. Bu məqalədə strateji insan resurslarının idarə edilməsinin mahiyyəti, əsas xüsusiyyətləri, modelləri, alətləri araşdırılır və bu anlayışın əhəmiyyətindən bəhs edilir. Açar sözlər: insan resursları, insan resursunun idarəedilməsi, insan resurslarının strateji idarəedilməsi, strategiya, təşkilat, idarəetmə Gulana Elchin Muradzade-Abdullayeva Importance of Strategic Human Resource Management Abstract The term strategic human resource management have widely been used since the 1990s. Strategic human resource management is the interface between human resource management and strategic management. In other words, it describes how the future development of the organisation and the achievement of its objectives can be supported by its human resources policies and practices. Having a skilled, capable and motivated workforce is perceived as fundamental to competitive advantage and strategic human resource management is oriented towards recruiting, supporting and developing high-quality employees. This article researches the essence, main characteristics, models, tools of strategic human resource management and importance of this notion is discussed. Key words: human resources, human resource management, strategic human resource management, strategy, organization, management

APA, Harvard, Vancouver, ISO, and other styles

14

Anggraeni, Indra, and Eny Lestari Widarni. "Strategic Human Resource Management, Regulatory Violation and Job Satisfaction in Indonesia." SPLASH Magz 1, no. 2 (April 21, 2021): 93–96. http://dx.doi.org/10.54204/splashmagzvol1no1pp93to96.

Full text

Abstract:

This study aims to investigate the level of employee job satisfaction, employee compliance with work regulations and strategic human resource management by conducting online interviews with 349 government and private employees in Indonesia by random sampling using the LinkedIn application then quantifying them 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 management of strategic resources in companies or government institutions.

APA, Harvard, Vancouver, ISO, and other styles

15

Machado, Luciano Aparecido Nascimento, Deosir Flavio Lobo de Castro Junior, Tiago Savi Mondo, Elvis Silveira-Martins, and Jean Carlos de Abreu. "Strategic human resources management and hotel performance." Tourism & Management Studies 15, no. 1 (January 31, 2019): 65–79. http://dx.doi.org/10.18089/tms.2019.150106.

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

Bennett, Joye. "Book Review: Strategic Management of Human Resources." Community College Review 13, no. 2 (October 1985): 61–63. http://dx.doi.org/10.1177/009155218501300210.

Full text

APA, Harvard, Vancouver, ISO, and other styles

17

Guo, Chao, William A. Brown, Robert F. Ashcraft, Carlton F. Yoshioka, and Hsiang-Kai Dennis Dong. "Strategic Human Resources Management in Nonprofit Organizations." Review of Public Personnel Administration 31, no. 3 (March 14, 2011): 248–69. http://dx.doi.org/10.1177/0734371x11402878.

Full text

APA, Harvard, Vancouver, ISO, and other styles

18

Brandenburg, Stefanie G., Carl T. Haas, and Keith Byrom. "Strategic Management of Human Resources in Construction." Journal of Management in Engineering 22, no. 2 (April 2006): 89–96. http://dx.doi.org/10.1061/(asce)0742-597x(2006)22:2(89).

Full text

APA, Harvard, Vancouver, ISO, and other styles

19

Nuangjamnong, Chompu, and Stanislaw Paul MAJ. "Strategic Human Resource Management in International Organizations." Modern Applied Science 11, no. 5 (April 8, 2017): 1. http://dx.doi.org/10.5539/mas.v11n5p1.

Full text

Abstract:

This an initial study of Strategic Human Resources in Human Resource Management. This is important because in a globally competitive economy company longevity depends upon its more important aspect – their staff. This is principally governed by resource management principles and policies. This paper presents the results of a wide range of companies in different industries and with different ownership models using statistical methods. The results clearly show human resource practices have a positive impact on organisations.

APA, Harvard, Vancouver, ISO, and other styles

20

Jain, Harish C. "Book Review: Human Resources: The Strategic Managing of Human Resources." ILR Review 39, no. 3 (April 1986): 465. http://dx.doi.org/10.1177/001979398603900328.

Full text

APA, Harvard, Vancouver, ISO, and other styles

21

Kaye, Leah. "Strategic human resources management in Australia: the human cost." International Journal of Manpower 20, no. 8 (December 1999): 577–87. http://dx.doi.org/10.1108/01437729910302750.

Full text

APA, Harvard, Vancouver, ISO, and other styles

22

Anwar, Syaiful, and Erna Herlina. "THE IMPACT OF STRATEGIC HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE." Jurnal Indonesia Sosial Teknologi 3, no. 12 (December 23, 2022): 1303–9. http://dx.doi.org/10.36418/jist.v3i12.555.

Full text

Abstract:

Strategic Human Resource Management (SHRM) is concerned with the role human resource management systems play in firm performance, primarily focusing on the alignment of human resources as a means of gaining competitive advantage. The purpose of this research is to identify the Impact of Strategic Human Resource Management (SHRM) on Performance Organizations. The method used is literature by using an approach that uses specific examples from academic research on the impact of human resource strategy management on organizational performance. From this review, descriptions and conclusions will be drawn for later evaluation into new research that can be implied in the organization. The results and discussion are divided into 3, namely Human Resources as a Source of Competitive Advantage, the Strategic Role of Human Resources, and the impact of Strategic Human Resource Management (SHRM) on Performance Organizations. Based on the results of the analysis in this study it can be said that human resources are a source of sustainable advantage, while, traditionally, the costs associated with developing HR strategies as operational costs, these costs would be better off as an investment in assets. Then, the direct source found in this study is human resources which rarely have an effect on company performance.

APA, Harvard, Vancouver, ISO, and other styles

23

Hammad, Dr Ahmed Jadaan, Dr Roa Ahmed Ibrahim Hammadi Al-Mashhadani, and Lina Tariq Ali Naama. "The Impact of Strategic Human Resources Tools on Enhancing Human Competencies - An Exploratory Study for a Sample of Workers in the Salah Al-Din Education Directorate." International Academic Journal of Organizational Behavior and Human Resource Management 9, no. 1 (June 28, 2022): 23–36. http://dx.doi.org/10.9756/iajobhrm/v9i1/iajobhrm0903.

Full text

Abstract:

In a rapidly changing competitive environment, human resources are one of the important sources of competitive advantage. Human resources tools can contribute to achieving a sustainable competitive advantage by facilitating the development of competencies for the organization. Strategic human resources management tools are concerned with finding a link between the overall strategic objectives of the business and the human resources strategy. And implemented in order to enhance the competencies of employees in the organization. The current research aims to demonstrate the impact of strategic human resources tools (strategic map, human resources management card, dashboard) in enhancing human competencies (knowledge, relationship management, work intelligence, capacity assessment) in the Salah al-Din Education Directorate. It includes variables and dimensions, according to the exploratory curriculum in the Salah al-Din Education Directorate, then formulating research hypotheses and testing them using appropriate statistical methods and using the statistical package (SPSS) program. In general, the descriptive approach was adopted in explaining the theoretical and analytical frameworks to test and analyze the research hypotheses, while the study community consisted of workers in the Salah al-Din Education Directorate at the three administrative levels, and the sample size was (85) individuals. The research reached several conclusions, the most important of which was the significant effect of the strategic human resources tools (strategic map, human resources management card, dashboard) in enhancing human competencies in the Salah al-Din Education Directorate. In conclusion, the researcher recommended the necessity of identifying the appropriate tools for strategic human resource management, by relying on academic research regarding the impact of strategic human resource management practices on the efficiency of human resource management in the directorate.

APA, Harvard, Vancouver, ISO, and other styles

24

Fauzi, Agus. "MANAJEMEN SUMBER DAYA MANUSIA STRATEGIK: KESESUAIAN ANTARA STRATEGI SUMBER DAYA MANUSIA DENGAN STRATEGI BISNIS." Jurnal Manajemen 1, no. 1 (August 1, 2016): 96–109. http://dx.doi.org/10.54964/manajemen.v1i1.176.

Full text

Abstract:

This article aims to examine the new role of human resources, responsible for building organizational capability utilizing external opportunities. The new role of human resources as a strategic partner, administrative expert, employee champion, and change agents in each organization is different, including the heterogeneity or homogeneity of implementation and relations between various roles in question. Methods and approaches in this study using the study of literature. Literature in this study took on a variety of empirical research journals and books that discuss the new role of human resource management. Human resource professionals, often referred to as a business partner, which is narrowly defined as human resource professionals who work with general managers to implement the strategy as a strategic partner. This time understanding the business partners has changed a lot, not only as a strategic partner, but also as an administrative expert, employee champion and change agent. Results of the study also found that there are four levels of conformity (alignment) between the functions of human resources with strategic planning (business) namely administrative linkage, linkage one-way, two-way linkage, and integrative Linkage.

APA, Harvard, Vancouver, ISO, and other styles

25

Guseinov, Igor. "Multilevel system in strategic management of human resources." University Economic Bulletin, no. 52 (March 18, 2022): 29–34. http://dx.doi.org/10.31470/2306-546x-2022-52-29-34.

Full text

Abstract:

Relevance of research topic. In condition of globalization and a difficult demographic situation, the strategic management of human resources plays a decisive role, both in the planned development of the organization and in the socio-economic development of the state. Formulation of the problem. Building an effective system of strategic management of human resources at the organization level without taking into account external factors is a utopian task. Setting the task, the purpose of the study. The aim of the study is to consider a multi-level system of strategic management of human resources. In this article, the following research objectives are set: 1) to determine the multi-level structure of the strategic management of human resources; 2) to identify the influence of external factors on the strategic management of the organization. Method or methodology for conducting research. The study was conducted using an analytical and comparative method, observation, surveys, interviewing top and middle managers (42 people). Presentation of the main material (results of work). In this article, the importance of the influence of external factors on the functioning of the organization is indicated. The results of the study on the application of a multi-level approach in the strategic management of human resources are also reflected. Conclusions according to the article. The study emphasizes the need to take into account external factors, state and regional policies in strategic development. The use of a multi-level approach in the strategic management of human resources will ensure the achievement of a systemic synergistic effect.

APA, Harvard, Vancouver, ISO, and other styles

26

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

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

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

Full text

APA, Harvard, Vancouver, ISO, and other styles

28

Jain, Harish C., John Douglas, Stuart Klein, and David Hunt. "The Strategic Managing of Human Resources." Industrial and Labor Relations Review 39, no. 3 (April 1986): 465. http://dx.doi.org/10.2307/2524120.

Full text

APA, Harvard, Vancouver, ISO, and other styles

29

Lim, Seunghoo, Tae Kyu Wang, and Soo-Young Lee. "Shedding New Light on Strategic Human Resource Management: The Impact of Human Resource Management Practices and Human Resources on the Perception of Federal Agency Mission Accomplishment." Public Personnel Management 46, no. 2 (April 24, 2017): 91–117. http://dx.doi.org/10.1177/0091026017704440.

Full text

Abstract:

We assess the resource-based view in the study of strategic human resource management in public agencies. We mainly examine the impact of both human resource management (HRM) practices and actual human resources on the perception of federal agency mission accomplishment. We show that all types of goal-aligned and performance-based HRM practices (including rewards, training, appraisal, and recruitment) positively affect perceived agency mission accomplishment. In addition, certain types of human resources (including the percentage of career senior executive service members and organizational size) contribute to perceived agency mission accomplishment although others (including the percentage of professionals and noncareer senior executive service members) make negative contributions. Strategic knowledge, regarding an organization’s valuable, rare, inimitable, and nontradable resources—in both HRM practices and human resources—can help improve perceived federal agency mission accomplishment.

APA, Harvard, Vancouver, ISO, and other styles

30

Duffy, Neil. "Information management through human resources spectacles." South African Journal of Business Management 22, no. 4 (December 31, 1991): 94–100. http://dx.doi.org/10.4102/sajbm.v22i4.906.

Full text

Abstract:

The purpose with this article is to highlight the similarities of, and mutual dependence between, information management and human resource management. Information pervades almost everything we do. The information resource itself comprises applications, tools, people, organization, software, hardware and data. Many of the issues that drive information systems today have strong human resources (HR) connotations: organizational learning, IS's role, contribution and alignment in the organization, end-user computing, IS implementation, change and organization design. Both IS and HR manage a key resource, require a strategic vision, are important components of the strategic plan, have similar components and are experiencing changing and increasingly important roles in their organizations. IS itself has become increasingly high touch over the years and as such needs to draw more and more on HR skills and support. In future the bottom line will depend on strength in both HR and IS and the ability of management to derive synergy from them.

APA, Harvard, Vancouver, ISO, and other styles

31

Smolkin, V. P., O. F. Udalov, and A. M. Izmailov. "STRUCTURAL TRANSFORMATIONS IN STRATEGIC MANAGEMENT OF HUMAN RESOURCES." Vestnik of Samara State University of Economics 12, no. 182 (2019): 83–88. http://dx.doi.org/10.46554/1993-0453-2019-12-182-83-88.

Full text

APA, Harvard, Vancouver, ISO, and other styles

32

Sizova, Victoria Valentinovna, and Anna Evgenyevna Shabanova. "STRATEGIC HUMAN RESOURCES MANAGEMENT. FORMATION OF THE INDUSTRY." Bulletin of the Tver State Technical University Series «Social Sciences and Humanities», no. 1 (2021): 101–6. http://dx.doi.org/10.46573/2409-1391-2021-1-101-106.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

Lazebnyk, I. O., and K. O. Korepanova. "Strategic Management of Human Resources in Uncertain Environment." PROBLEMS OF ECONOMY 4, no. 50 (2021): 121–26. http://dx.doi.org/10.32983/2222-0712-2021-4-121-126.

Full text

Abstract:

The article is aimed at forming a methodological framework for the strategic management of human resources (HRM) in uncertain environment caused by the COVID-19 pandemic. The paper considers the main approaches to defining the concept of strategic personnel management and research areas in this field. The key issues that arose during the COVID-19 pandemic affecting the behavior and form of work of most employees are revealed. Critical views on the (conceptual) inability of strategic research on personnel management to take into account new, modern HR practices are analyzed. The study identifies and analyzes three main consequences (problems) for strategic human resource management studies that emerged during the COVID-19 pandemic. In particular, the impact of the work context on the employees’ behavior and actions, tensions between stakeholders (employees, customers and communities together with shareholders), tensions between the strategic and operational roles of HR. In order to identify the main trends in personnel management and assess the priorities and expected challenges for 2022, the authors analyze the results of questioning several companies’ heads of department dealing with personnel, legal and financial issues. Based on the study, the main trends (areas) of human resources management in 2021 are identified, and recommendations are given to form strategic directions of personnel management for the future. Prospects for further research in this area are to develop recommendations on how to change personnel management practices to take into account changes in service delivery, such as increase in service digitization or reduction in physical interaction in service delivery in response to COVID-19, and to determine their influence on the customers’ key results.

APA, Harvard, Vancouver, ISO, and other styles

34

Vardarlıer, Pelin. "Strategic Approach to Human Resources Management During Crisis." Procedia - Social and Behavioral Sciences 235 (November 2016): 463–72. http://dx.doi.org/10.1016/j.sbspro.2016.11.057.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

Tompkins, Jonathan. "Strategic Human Resources Management in Government: Unresolved Issues." Public Personnel Management 31, no. 1 (March 2002): 95–110. http://dx.doi.org/10.1177/009102600203100109.

Full text

Abstract:

The concept of strategic human resources management (SHRM) holds considerable promise for improving government performance. However, to realize this promise, it is necessary to invest the concept with clear meaning. This article explores unresolved issues regarding the meaning of SHRM and its relevance to public organizations. Arguing that the value of the concept is undermined by tying it too closely to strategic planning, the article offers an expanded, two-pronged understanding of SHRM. The personnel office, in addition to helping the agency implement strategic initiatives, also carries out an integrated personnel program guided by a coherent theory about what it should be doing and why.

APA, Harvard, Vancouver, ISO, and other styles

36

Editor, The. "Reforming Strategic Management of Human Resources for Health." Sri Lankan Journal of Medical Administration 14 (March 26, 2013): 5. http://dx.doi.org/10.4038/sljma.v14i0.5344.

Full text

APA, Harvard, Vancouver, ISO, and other styles

37

Sutomo, Sumengen. "Manajemen Strategis Organisasi Nirlaba." Kesmas: National Public Health Journal 1, no. 4 (February 1, 2007): 176. http://dx.doi.org/10.21109/kesmas.v1i4.301.

Full text

Abstract:

Banyak pimpinan organisasi nirlaba kehabisan tenaga dan waktu melakukan manajemen operasional. Mereka tidak sempat berpikir strategis mengembangkan masa depan organisasi dan memberikan pelayanan bermutu yang memuaskan pelanggan. Manajemen strategis yang merupakan proses mengembangkan tujuan, rencana strategis, dan alokasi sumber daya mencakup analisis strategi, formulasi strategi, implementasi strategi, dan evaluasi strategi. Analisis stategi mengidentifikasi kekuatan dan kelemahan internal jang terkait sumber daya, struktur organisasi, strategi dan kinerja program, serta peluang dan ancaman eksternal yang terkait faktor politik, ekonomi, sosial dan teknologi. Selanjutnya, formulasi strategi adalah proses menyiapkan rencana strategis: mengembangkan nilai, misi, visi, gol, tujuan, identifikasi isu strategis dan memilih strategi pencapaian tujuan. Strategi yang sesuai dengan struktur organisasi, budaya, kepemimpinan, alokasi sumber daya, komunikasi, hambatan internal dan eksternal, diharapkan akan mempermudah implementasi. Monitoring yang mempelajari kemajuan dan evaluasi yang mempelajari pencapaian tujuan program merupakan bagian penting upaya pencapaian tujuan. Proses manajemen strategis menghasilkan pedoman yang diperlukan untuk menghadapi perubahan internal dan eksternal dengan menggunakan bisnis metoda baru, menerapkan praktik yang terbaik dan memelihara fleksibilitas. Melalui manajemen strategis pimpinan mampu mengembangkan nilai, misi,visi dan strategi untuk menghasilkan pelayanan unggulan secara efektif dan efisien.Kata kunci : Manajemen, strategis, nirlabaAbstractIn not for profit organizations, many of the organizations’ managers and executive officers spend energy and time to work more on operational management. They do not have enough time to deal with organizations’ future development. A strategic management is a process of developing an organization’s objectives, strategic plan, and allocating resources to implement the plan. Basically a strategic management covers strategy analysis, strategy formulation, strategy implementation, and strategy evaluation. A strategy analysis is to provide information on strengths and weaknesses of internal organization factors: human resources, organization structure, program performance; and information on opportunities and threats of external organization factors, politic, economy, social, and technology. A strategy formulation is a process of developing strategic plan including organization value, mission, vision, goal, strategic objectives, strategic issues, and strategy. A strategy implementation involves with the organization structure, value, operational activities, leadership, resource allocation, and communication. Strategy evaluation includes monitoring and evaluation activities to identify progress of the program implementation and to identify program achievement and its performance. A strategic management process provides a guide for addressing internal and external organizational challenges and changes using a new bussiness method and approach for practical application and maintaining flexibilities, Through a straqtegic management, the managers and executives will be able to provide better quality of services effecively and efficienly.Keywords: Management, strategic, not for profit

APA, Harvard, Vancouver, ISO, and other styles

38

Neamat, Sevar. "Human Resource Management with Strategic Development." Journal of Civil Engineering Frontiers 1, no. 1 (December 7, 2020): 16–19. http://dx.doi.org/10.38094/jocef117.

Full text

Abstract:

The development in globalization helped a lot of countries to consider China as a noticeably improved state in its technical, substructure, industrial, and producing possessions with facilities. Despite these signs of progress, there is an area of investigation for undertaking a rough spreading of revenue that has produced dogmatic and socio-economic difficulties in the republic. The aim of research to determine the character of managing the human resources aptitude in carrying growth and creativity competencies in standing the market. This study concentrated on the qualitative analysis of researches concentrated on planned and humanoid reserve management. An investigation assessment discovered that these human-related organizations are a vital obligation in shaping the business competences. Though, as the business retains increasing, the performance and progress of workers want to save up the covering up of the international marketplace. Open-handed some direction, training, and exercise consider as one of the good savings in developed the competencies. Client faithfulness is a decisive issue of the presentation of the corporation.

APA, Harvard, Vancouver, ISO, and other styles

39

Novikova, I. V. "Strategic Management of Labor Resources." Russian Journal of Industrial Economics 11, no. 4 (December 25, 2018): 318–26. http://dx.doi.org/10.17073/2072-1633-2018-4-318-326.

Full text

Abstract:

This article discusses the main elements and functions of the strategic management of labor resources. The theoretical basis of this work is the methodology of strategic management, developed by Dr. Vladimir Kvint.This article substantiates the need for the strategic planning of labor resources in an enterprise. The article analyzes an employer’s eleven types of direct and indirect labor resources costs that can be optimized in the strategizing process.The main elements of strategic management are leadership, organizational structures, management, managers and their organizational skills, a well developed decision making process, and managerial technology. The use of an automated process model of human resource management in the transition to industry 4.0, is promising. This includes all divisions of the organization and all the stages of labor resources functioning.The main functions of the strategic management system which are discussed in the article are the strategic planning, strategic motivation, strategic monitoring and control of personnel.This article supports the concept that global labor markets which are in the process of formation need to use different forms of employment for strategic management than their counterparts in developed economies. To that end, this paper presents new organizational forms of employment by the Eurofund. Professor Kvint also discusses the need to take into account the norms of international labor legislation and the laws of those countries whose labor resources will be necessary for the project.The experience in developing industrial and labor cards 4.0. is part of the strategic management of labor resources. This new technology is very promising, because it will substantially increase the efficiency of the systems necessary for managing labor resources in the global perfect.

APA, Harvard, Vancouver, ISO, and other styles

40

Klingner, Donald. "Reinventing Public Personnel Administration as Strategic Human Resource Management." Public Personnel Management 22, no. 4 (December 1993): 565–78. http://dx.doi.org/10.1177/009102609302200406.

Full text

Abstract:

Strategic human resource management (SHRM) is an enhancement in the effectiveness of personnel management which has developed out of pressures for change in the way organizations manage human resources. It consists of common elements found in a variety of public and private employers: recognition that human resources are critical; a shift from position management to work and employees; more innovation; asset development and cost control; and a transition from EEO/AA compliance to work force diversity.

APA, Harvard, Vancouver, ISO, and other styles

41

Ricceri, Federica, and James Guthrie. "The strategic management of knowledge resources." International Journal of Learning and Intellectual Capital 8, no. 3 (2011): 310. http://dx.doi.org/10.1504/ijlic.2011.041076.

Full text

APA, Harvard, Vancouver, ISO, and other styles

42

Wang, Zhongming, and Zhi Zang. "Strategic human resources, innovation and entrepreneurship fit." International Journal of Manpower 26, no. 6 (September 1, 2005): 544–59. http://dx.doi.org/10.1108/01437720510625458.

Full text

Abstract:

PurposeStrategic human resource management (SHRM) is seen as crucial for innovation and entrepreneurship in China. An empirical research was carried out to investigate main dimensions of the model of human resources management (HRM), practices and their effects on organisational performance in relation to innovation and entrepreneurship.Design/methodology/approachThe research has two parts. The first part is a field survey on human resource management practices and its main dimensions. The study was conducted in the Chinese local companies and joint ventures across different partnerships. The second part is an in‐depth case‐set analysis of Chinese entrepreneurship models from a strategic HRM perspective.FindingsThe results showed that both functional and strategic dimensions of HRM could be identified which had differential effects upon organisational performance and that the most successful local entrepreneurial firms were among the collective‐based and globally‐oriented ones.Originality/valueThis study demonstrated that the fit between strategic HRM practices, innovation strategy and entrepreneurship model was significantly contributed to entrepreneurial performance. A regional comparative model of SHRM and entrepreneurship was proposed for sustainable business developments and organisational change.

APA, Harvard, Vancouver, ISO, and other styles

43

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

44

Boon, Corine, Rory Eckardt, David P. Lepak, and Paul Boselie. "Integrating strategic human capital and strategic human resource management." International Journal of Human Resource Management 29, no. 1 (October 5, 2017): 34–67. http://dx.doi.org/10.1080/09585192.2017.1380063.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

Wright, Patrick M., Kendrith M. Rowland, and Gerald R. Ferris. "Perspectives on Human Resources Management." German Journal of Human Resource Management: Zeitschrift für Personalforschung 8, no. 3 (August 1994): 336–52. http://dx.doi.org/10.1177/239700229400800312.

Full text

Abstract:

For an overview of the field, this paper will examine the HRM function from a number of different perspectives. First, the evolution of the HRM function from a historical perspective will provide an understanding of the forces which have molded and defined present activities. Second, an environmental perspective will shed light on the external forces which continually pressure and constrain these activities. Third, a strategic perspective explores the role of the HRM function in the strategy of the organization. Fourth, an international perspective examines the problems and opportunities that face the HRM function in what is fast becoming a global marketplace. Finally, an evaluation perspective will discuss the ways in which human resources activities can be evaluated as to their usefulness toward aiding in the attainment of organizational goals.

APA, Harvard, Vancouver, ISO, and other styles

46

Zakaria, Sabarudin. "Transforming Human Resources into Human Capital." Information Management and Business Review 2, no. 2 (February 15, 2011): 48–54. http://dx.doi.org/10.22610/imbr.v2i2.882.

Full text

Abstract:

Human resource refers to the stock of productive skills and technical knowledge embodied in labor. It is tangible in nature. Many early economic theories refer to it simply as labor, one of the three factors of production, and consider it to be a fungible resource -- homogeneous and easily interchangeable. The goal of human resource management is to help an organization to meet strategic goals by attracting, and retaining employees and also to manage them effectively so that they deliver productive outputs. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organizationâ€™s employees, and the overall strategic direction of the company. Human capital instead, refers to the intangible aspect of human resources. It enhances the value of employees by striking a win-win goal for employers and employees. It focuses on the intrinsic value of each employee, where any expenditure on employees is regarded as an investment rather than an expense. The varying talents and motivations of employees are given cognizance so that incentives and working arrangements can be created to enhance each employee's contributions to organizational performance. This paper distinguishes human capital from human resources and how human resource may be transformed into human capital.

APA, Harvard, Vancouver, ISO, and other styles

47

Haraj, Ali Hassan, and Mohammed Hameed. "Impact of Strategic Planning on Human Resources Management Practices: An Empirical Study of Iraq." Journal of Social Sciences Research, no. 53 (March 10, 2019): 626–33. http://dx.doi.org/10.32861/jssr.53.626.633.

Full text

Abstract:

The main aim of this study is to investigate the impact of strategic planning on human resources management practices. 100 questionnaire was distributed among the managers in the Ministry of Electricity in Iraq and only 59 questionnaire was received. SPSS software was used to analysis the data. The study examines the relationship of strategic planning on HRM practices. The strategic planning has three constructs i.e. Strategic Analysis, Strategic Attitude and Strategic Selection while Human resource practices has four constructs i.e. Selection, Training, Incentives, Performance Evaluation. The findings indicted that significant positive relationship of strategic planning with human resource practices. Hence showing that better strategic planning will result in better HRM practices.

APA, Harvard, Vancouver, ISO, and other styles

48

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

Full text

Abstract:

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

APA, Harvard, Vancouver, ISO, and other styles

49

Madera, Juan M., Mary Dawson, Priyanko Guchait, and Amanda Mapel Belarmino. "Strategic human resources management research in hospitality and tourism." International Journal of Contemporary Hospitality Management 29, no. 1 (January 9, 2017): 48–67. http://dx.doi.org/10.1108/ijchm-02-2016-0051.

Full text

Abstract:

Purpose The purpose of this paper is to provide a review of the strategic human resources management (HRM) literature from the points of view of both general management and hospitality and tourism. Design/methodology/approach The paper provides a critical, qualitative and comparative review of the strategic HRM research literature in the fields of general management and hospitality and tourism, providing insights into emerging research trends and pointing to the gaps in the literature. Findings The results of the review showed six streams of research from the hospitality and tourism literature: human capital and firm performance, high-performance HRM practices and performance, international/global issues and strategic HRM, individual HRM practices and performance, qualitative reviews of the hospitality and tourism HRM literature and country-specific strategic HRM. This review also points to the gaps between the two bodies of literature and gives recommendations for future research. Practical implications The current conceptual model provides a useful framework for examining how strategic HRM practices impact firm performance through macro (organizational) and micro (individual) levels. The current review illustrates the important role that frontline managers have in delivering HRM practices. Originality/value This review provides a conceptual model for future research and practical implications.

APA, Harvard, Vancouver, ISO, and other styles

50

MARKOV, R. A. "HUMAN RESOURCE MANAGEMENT STRATEGY AT IT ENTERPRISES." Central Russian Journal of Social Sciences 17, no. 4 (2022): 141–59. http://dx.doi.org/10.22394/2071-2367-2022-17-4-141-159.

Full text

Abstract:

The purpose of the study: disclosure of the concept of strategic management of human resources at the enterprises of IT - sphere on the basis of identification and assessment of factors affecting the number of employees in the industry of information and communication technologies in the current economic conditions. The relevance of the study lies in the fact that the human resource management system is a fundamental part of organizational management. It is based on corporate strategy, determines the needs of business entities in personnel to address strategic objectives, integrates all areas and subsystems of the business. If an IT company does not have qualified employees, then successful operation and achievement of high financial performance will be a problem. Finding effective ways of attracting, using and evaluating human resources is of particular importance in the set of measures for improving organizational management. Research results: the assessment of the current state of the sector of information and communication technologies and its impact on human resource management. The expediency of the strategic approach to human resource management of IT-sphere enterprises is substantiated. The contents of personnel strategy, including principles, methods and stages of its formation and implementation is disclosed from the author's point of view.

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!