Linkage between Business Strategy and Human Resource Strategy to gain Competitive Edge for an Organizational Success
|
|
- Elfreda Barber
- 6 years ago
- Views:
Transcription
1 Linkage between Business Strategy and Human Resource Strategy to gain Competitive Edge for an Organizational Success Gulati J.K (Associate Professor) Guru Nanak Dev University College, Jalandhar Monica Research Scholar Guru Nanak Dev University College, Jalandhar Abstract As the human resource is no longer seen as liability for an organization.it is considered as rare, inimitable, valuable resource of an organization in this extremely competitive environment to get superior market place in comparison to its competitors. This paper presents a model which exhibits linkage between business strategy and HR strategy to achieve an overall organizational goal by gaining competitive edge. The purpose of this study is to discuss the brief overview of the strategic human resource management and to show the link between strategic human resource management practices and organizational success. Key Words: Strategic human resource Management, Competitive advantage, Organizational success. Introduction Researchers day by day making their effort to look into the constructs related to the human resource management as human resource contribute to the positive outcome of the firm. Human Resource Development is key in terms of success if it is linked up with business strategy, the firms that are identified themselves in the development of their people it will definitely add value in maintaining and gaining competitive advantage.[1].so the issues related to these constructs present a major challenge for every organization to cover up in order to get competitive advantage.the foundation of philosophy related to Strategic Human Resource Management focuses on Human Capital as the most valuable asset for gaining the organizational success by creating the competitive advantage [2,3] The organization has been found in making strategies to enhance employee retention, employeeengagement, employee involvement, employee empowerment, and to reduce employee turnover, absenteeism and so on to make their human resource as a competitive advantageous.modern theories assert that a firm obtains a competitive advantage by effective human resource management strategies and practices. While responding to the environmental opportunities,porter (1985) stated that Strategic human resource management is proactive in nature and recognized the importance of securing labor who is experienced, diversified, engaged and involved in their work. The` potential gains for organization lie in the effective utilization of strategic human resource management and the investments in the human resources are a potential source of competitive advantage.(4).there is a need to replace traditional HR practices i.e selection training, appraisal etc in order to meet the changing demands by having the organizational culture with empowered, engaged and involved human resources Definition of Strategic Human Resource Management SHRM is managing the human resources by proactively making strategies to satisfy the needs and values of employee and integrates traditional HRM activities within a firm's overall strategic planning and implementations so that they engaged and empowered themselves to actively involved and engaged to attain the organizational goal.strategic management is defined as the set of decisions and actions resulting in formulation and implementation of strategies designed to achieve the objectives of an organization. [5].Strategic human resource management (SHRM) is a concept that integrates HR with otherresources in the setting of goals 62
2 HR Strategies International Journal of Engineering Technology Science and Research [6]) defined strategic human resource management as the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals. SHRM is an approach for the management of employee to achieve competitive advantage through the deployment of a highly committed capable human capital using an array of cultural, structural and personnel techniques [7]classified SHRM into 3 concepts: Improving employees flexible competencies Encouraging work commitment and participation in the business decision making process Promoting learning opportunities for the development of flexible competencies of firm. [8,9,10,11] had employed 5 constructs of SHRM: Competency-Based HR practices. Internal career development opportunities. The performance based reward system. Supportive learning opportunities. Participation opportunities in business decision making. Relationship between SHRM and Competitive Advantage Competitive advantage is a state in which company gains a superior market place relative to its competitors. Maura Sheehan in UK made a study of the HRM practices in small and medium sized enterprises. This paper addressed a significant gap in the HRM performance literature within the extent of such firms. In this study significant relationship between HRM practices and performance indicators are found which ensures that HRM practices positively enhance sustained competitive advantage. Strategic Human Resource Management refers to the use of HRM practices to gain or to keep a Competitive Advantage. The modern approach of managing HR is evolving from traditional emphasis to a strategic emphasize: SHRM Practices/Variables HR Outcomes Competitive Advantage 63 Internal career opportunities Extensive Training Result oriented appraisals Profit sharing Employment security Participation Reduction in Turnover Absenteeism Increment in Job Satisfaction Employee involvement Employee Engagement Work Commitment Cost reduction by employee retention, commitment Employee differentiation with its competitors by Highly skilled and diversified workforce Broad Job descriptions Performance evaluations Performance-based pay Selective staffing Figure 1: SHRM and Competitive Advantage Strategic human resource practices are those which are related to the overall performance of the organization[12,13,14,15] stated that not all HR practices are strategic, they identified seven practices that are considered as Strategic HR Practices as stated above: Internal career opportunities, Training, Result oriented
3 appraisals, Profit sharing, Employment security, Participation, Job description.[16] defined six different variables to measure SHRM System of the firm that are : selective staffing, extensive training, empowerment,performance evaluation, broad job design, and performance-based pay these all practices/variables impact the overall performance of the organization as it comes with the human resourcebehavioral outcomes i.e. reduction in Turnover, Absenteeism, and increase in Job Satisfaction, Employee engagement, involvement and work commitment which will lead to have edge to its competitors by cost reducing of turnover,absenteeism,dissatisfaction and retaining the capable, committed,diversified andskilled workforce. So this figure links the HR strategies and SHRM Practices to the Human Resource outcomes as their performance to gain competitive edge Model of SHRM and Organizational Success SHRM literature consists of work which is concerned with identifying the determinants of the organizational performance and to access their impact on the capability of organization and on people s behavior, attitudes and skills of the employees and it also focuses on the improvement in organizational performance through capacity building and staff management processes. [17]in their study by examining 293 US firms evaluated the impact of HR Managers capabilities on competitive environment and its later impact on the financial performance of the firm and they found positive relationship among all these variables. [18] made a study and identified various models of SHRM in content with Indian organization by studying 300 managers from 9 companies and found that SHRM Practices i.e. flexibility leadership, coherence, empowerment, teamwork, employee involvement and organizational commitment has a positive impact on firm`s success [19]in their research suggested that SHRM gives the opportunity to HR Professionals to play a greater rolein contributing to the organizational success. If the HR managers effective policies and systems relating to Human Resource then it will definitely contribute to the needs of organizational values, goals and mission in an effective manner to gain organizational success. [20]in their study conceptualized Strategic Management from the resource based view. They found that the competencies i.e managerial, input-based, transformational and output based are facilitated by the potential of HR systems to yield sustained competitive advantage for a firm. The resource based view describes that HR systems can contribute to the firm through inhibiting the development of organizational competencies.[21,22,23] There is a positive relationship between SHRM systems and organizational effectiveness. Business performance can be improved by enhancing HRM practices which constitute a core area around which positive outcomes are found as shown in the model: GOA L Strategy formulation SHRM Practices ORGANISATIONAL SUCCESS Competitive Advantage Figure 2: Model of SHRM and Organizational Success [24]in their study identified the key challenges facing by strategic human resource management and several new directions which emphasized on strategic implementation as central mediating variable between human resource and positive firm performance relationship. Organizational variations like:globalization, e-business, 64
4 diversity, IT, Intellectual capital and these days firms have to compete less on product and more on competencies, relationships and new ideas for attainment of organizational goal [25]. HR is an important asset and here roadmap has been given for where managers need to go to for organizational success. Organizational goal is the outline of expected outcomes established by top management. To achieve this objective the business strategy isplanned and HR strategy is formulated in accordance with the overall business strategy to facilitate the employee engagement, employee involvement, employee empowerment for getting the things done effectively and efficiently through people as employee engagement shows the emotional attachment of employees towards his job and organization, employee involvement is the regular participation of the employee in deciding how their work is to be done, employeeempowerment is giving employees a certain degree of autonomy for decision making regarding organizational tasks. All this enable an organization to gain and maintain edge over its rivals to be successful. Employee is seen as a key business driver for success of every organization. High levels of engagement in organization promote retention of talent, foster customer loyalty and improve organizational performance and stakeholder value. Thus to get engaged employee HR should design and evaluate workplace policies and practices to attract and retain talent with skills and competencies necessary for growth and sustainability.strategichuman resource management practices have a positive effect on organizational performance- job satisfaction, commitment, employee productivity and these key practices helps to achieve higher levels of organizational performance.[26] Conclusion and Discussion While the field of strategic HRM is relatively young, significant progress has been made at a rapid pace. Researchers have provided great theoretical and empirical advancements in a period of just over 25 years. Much of this progress is the result of the implementation of advanced techniques to integrate employee s needs with the organizational needs and objectives to attain sustainable competitive advantage to become successful.however, the link between SHRM and competitive advantage to bestrengthened by making more efforts to improve HR practices and strategies. Strategic HRM is proactive in nature and it considers employees as an asset and it defines the organization s intentions and plans on how its business goals should be achieved through people. The fundamental aim of strategic HRM is to generate strategic capability by ensuring that the organization has the skilled, committed and well-motivated employees it needs to achieve sustained competitive advantage. References 1. Hamel &PrahaladCK(1989) Strategic intent. Harvard Business review,67(3), Grant,R.J(1991) the resource-based theory of competitive advantage: Implications for strategy formulation, California Management Review, 33(3), SudiptiBanerjee(2012) Book:Theoratical perspectives of Strategic human resource management. pp David P. Lepak. (1998). Virtual HR: Strategic Human Resources Management Research in 21st Century, Human Resource Management Review, vol. 8 pp Barney, J.B 1992 Integrating organizational behaviour and strategy formulation research: A Resource Based Analysis, In P.Srivastava, A. Huff &J.Dutton (Eds), Advances in strategic management. vol:8, pp Wright & Mc Mahan 1992``Theoratical perspectives for strategic human resource management Journal of Management. 7. Appelbaum, E, Bailey T. Berg,P&Kallerberg,A.(2000)``Manufacturing Advantage : why high-performance work system pay off. Ithaca, NY:ILR Press 8. Delaney, J T and Huseild M A (1996)``The impact of HRM practices on perceptions of organizational performnance Academy of management Journal,39(4) Delery, JE (1998) Issues of fit in SHRM: Implications for research HRM review 8: Delery J E& Doty, D H (1996)``Modes of theorizing in SHRM :Tests of universalistic,contingency anf configurational performance prediction Academy of Management Journal 39(4) Kim(2005) A human Capital of corporate as a consequence of SHRM practices The Korean entrepreneurship society 8(2), Osterman. (1987). Choice of employment systems in internal labour markets. Industrial relations,26:
5 13. Sonnenfeld and Peiperl. (1988). Staffing policy as a strategic response: A typology of career systems. Academy of Management Review,13: Kerr and Slocum. (1987). Linking reward systems corporate cultures. Academy of management executive,1(2): Miles and Snow. (1984). Designing strategic human resource systems. Organisational Dynamic s,13(1): Victor et al. (2002). Strategic Human Resource Management and organisational performance in Singapore. Saga Publications, pp Mark A. Huselid et al (1997) Technical and strategic human resource management effectiveness as determinants of firm performance Academy of Management Journal,vol 40: pp Ashok Swarup (2007)``Strategic Human Resource Management: An indian perspective Indian journal of industrial relationsvol42,pp Cam Caldwell, et al. (2011) Strategic Human Resource Management as Ethical Stewardship Journal of Business ethics Vol 98; pp Augustine A. Ladoet al. (1994) HR systems and sustained competitive advantage: A Competency- based perspective Academy of Management vol:19 pp Barney, J B (1992)``Integrating organizational behaviour and strategy formulation research : A resource based analysis. In p shrivastava, a.huff&j.dutton (Eds)Advances in strategic management vol8 pp Reed & De Fillippi 1990 Causal ambiguity, barriers to imitation and sustained competitive advantage Academy of Management Review 15: Wright & Mc mahan (1992)``Theoratical perspectives for strategic human resource management Journal of management pp Brian et al. (2014). The soft element of Strategic Human Resource Management : The employee s perception of diversity climate. Procedia social sciences and behaviour. 150(2014) Patrick M. Wright. (1998). Introduction: Strategic Human Resources Management Research in 21st Century, Human Resource Management Review, vol. 8 pp
Strategic HR Challenges
Strategic HR Challenges Human Resource Management 1 Lecture Outline Human Resource Basic Concepts Human Resource Management challenges Environmental Challenges Organizational Challenges Individual Challenges
More informationHRM. Unit 1. Dr. Vinita Pimpale. Dr. Vinita Pimpale R.A.Podar College of Commerce & Economics
HRM Unit 1 1 What Is Human Resource Management? Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people
More informationThe new human resources management in the 21 st century: a strategic view
The new human resources management in the 21 st century: a strategic view Yasemin Bal a Abstract Parallel with the changes in the global arena, the qualifications of the workforce has been changed. The
More informationTHE AGILE MBA SUBJECT GUIDE. THE AIB AGILE MBA Version 3.0
THE AGILE MBA SUBJECT GUIDE THE AIB AGILE MBA Version 3.0 SUBJECTS AND FOCUS AREAS COMPLETE ALL 7 CORE SUBJECTS Corporate Governance Financial Management Leadership Marketing Management Operations Management
More informationROLE OF HR PROFESSIONALS IN CHANGING SCENARIO: CHALLENGES AND STRATEGIES
ROLE OF HR PROFESSIONALS IN CHANGING SCENARIO: CHALLENGES AND STRATEGIES Dr. Archana Bhatia, Associate professor Head, Department of Commerce DAV Centenary College, Faridabad. ABSTRACT HRM is a strategic
More informationEXPLORING THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON EMPLOYEES: SYSTEM, CONFIGURATION AND PRACTICE EFFECTS
EXPLORING THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON EMPLOYEES: SYSTEM, CONFIGURATION AND PRACTICE EFFECTS Juan Carlos Bou 1, Kim Hoque 2 and Nicolas Bacon 3 1 Universitat Jaume I 2 Birkbeck, University
More informationNext Generation SHRM Research: From Covariation to Causation
Cornell University ILR School DigitalCommons@ILR CAHRS Working Paper Series Center for Advanced Human Resource Studies (CAHRS) January 2003 Next Generation SHRM Research: From Covariation to Causation
More informationBEST PRACTICE APPROACH TO HUMAN RESOURCE MANAGEMENT
BEST PRACTICE APPROACH TO HUMAN RESOURCE MANAGEMENT Martin Šikýř Abstract Based on summarizing the results of the author s empirical survey on the application of best practices in human resource management,
More informationHuman Resource Management (HRM)
Human Resource Management (HRM) 1 Human Resource Management (HRM) Courses HRM 5051. Human Resources Management Strategies. 3 Credit Hours. The effective management of HR practices has an enormous effect
More informationA Study of the Employee Engagement Practices in the Indian Manufacturing Sector
A Study of the Employee Engagement Practices in the Indian Manufacturing Sector 1 Dr Shilpa Varma, 2 Ms PriyaVij, 3 Dr R Gopal 1 Associate Professor DY Patil University School of Management 2 Assistant
More information1 st DBA-Africa Management Review International Conference (2015) 20th March, 2015 Pp
Joint and Individual Effects of Human Resource Management Practices, Organizational Learning, Employee Outcomes and Competitive Strategy on Performance of Firms Listed on the Nairobi Securities Exchange
More informationHIGH PERFORMANCE WORK PRACTICES AND ORGANIZATIONAL PERFORMANCE: AN ANALYSIS OF THE MACEDONIAN FOOD AND BEVERAGE INDUSTRY
HIGH PERFORMANCE WORK PRACTICES AND ORGANIZATIONAL PERFORMANCE: AN ANALYSIS OF THE MACEDONIAN FOOD AND BEVERAGE INDUSTRY Assoc. Prof. D-r Elenica Sofijanova Goce Delcev University, Faculty of Agriculture,
More informationMANAGEMENT. Management Certificate Major Code: C01 DEGREES AND CERTIFICATES. Management Degree Major Code: A01
Area: Business & Computer Science Dean: Raquel Arata (Interim) Phone: (916) 484-8361 Counseling: (916) 484-8572 Degrees: A.A. - A.A. - Leadership Certificates: Conflict Leadership Introduction to Leadership
More informationStrategic Human Resource Management The SHRM is rooted in manpower planning
The SHRM is rooted in manpower planning It was the work of influential management gurus(for example Ouchi, 1981; Peters & Waterman, 1982), - affirming the importance of the effective management of people
More informationchapter 2 corporate strategy and strategic HRM
STUDENT SUMMARY NOTES chapter 2 corporate strategy and strategic HRM Chapter overview Chapter 2 discusses the concept of strategic HRM (SHRM) and explores various themes associated with SHRM. It also introduces
More informationThe Influence of Human Resource Management Practices on the Retention of Core Employees of Australian Organisations: An Empirical Study
The Influence of Human Resource Management Practices on the Retention of Core Employees of Australian Organisations: An Empirical Study Janet Cheng Lian Chew B.Com. (Hons) (Murdoch University) Submitted
More informationSchool of Management. The Faculty of Management and Economics COURSE OPTIONS FOR VISITING STUDENTS ABOUT THE DEPARTMENT
The Faculty of Management and Economics School of Management COURSE OPTIONS FOR VISITING STUDENTS ABOUT THE DEPARTMENT The School of Management was founded in 1990. It is a dynamic School bringing together
More informationInternational Journal of Economics, Commerce and Management United Kingdom Vol. VI, Issue 1, January 2018
International Journal of Economics, Commerce and Management United Kingdom Vol. VI, Issue 1, January 2018 http://ijecm.co.uk/ ISSN 2348 0386 THE ROLE OF DIFFERENTIATION STRATEGY ON HUMAN RESOURCE MANAGEMENT
More informationSTRATEGIC HUMAN RESOURCE MANAGEMENT AT LUCENT
Strategic Human Resource Management at Lucent 309 STRATEGIC HUMAN RESOURCE MANAGEMENT AT LUCENT Curtis R. Artis, Brian E. Becker, and Mark A. Huselid This article describes the HR Management system in
More informationMotivation of Women Employees Working in BPO Sector - An Empirical Study
Motivation of Women Employees Working in BPO Sector - An Empirical Study Ms. Kiran Borkar Trainer, Rachnoutsav Academy Ameerpet, Hyderabad. ABSTRACT: Women have become equal participants in many respects
More informationDr. Renu Sharma. Associate Professor, Department of Management, Institute of Innovation in Technology & Management New Delhi.
The Impact of various of on the Motivation level of employees A comparative study of selected Indian Public and Private sector Banks Dr. Renu Sharma Associate Professor, Department of Management, Institute
More informationTHE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANISATIONAL PERFORMANCE
REFERENCE: 8 th International Conference in HRD Research and Practice,Oxford, 27-29 June 2007 # 204 THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANISATIONAL PERFORMANCE By DR. MADHURIMA LALL
More informationRole of Talent Management in Job Satisfaction and Employee Engagement in Information Technology Industry
SSRG International Journal of Economics and Management Studies (ICEEMST-27) - Special Issue- March 27 Role of Talent Management in Job Satisfaction and Engagement in Information Technology Industry Mr.T.NareshBabu
More informationRole of Quality Management Practices in Employee Engagement and its impact on Organizational Performance
Role of Quality Management Practices in Employee Engagement and its impact on Organizational Performance A.S.Sathishkumar, Assistant Professor, KSR College of Technology,Tiruchengode, Namakkal, Tamilnadu,
More informationCOPYRIGHT 2015 PEARSON EDUCATION, INC. 2-1
2-1 Chapter 2 Business and Staffing Strategies 1-2 Learning Objectives After studying this chapter, you should be able to: Explain how different staffing strategies support different business strategies.
More informationIMPACT OF HIGH PERFORMANCE WORK PRACTICES SYSTEM ON MOTIVATION
IMPACT OF HIGH PERFORMANCE WORK PRACTICES SYSTEM ON MOTIVATION Mr. S. M. M. Raza Naqvi 6 Mohammad Ali Jinnah University, Islamabad Dr. Sadia Nadeem 7 National University of Computer and Emerging Sciences
More informationA STUDY OF RELATIONSHIP BETWEEN JOB SATISFACTION AND EMPLOYEE ENGAGEMENT
A STUDY OF RELATIONSHIP BETWEEN JOB SATISFACTION AND EMPLOYEE ENGAGEMENT Shweta Malhotra Assistant Professor, Geetaratan Institute of Business Studies Affiliated to GGSIP University, Delhi 1 A STUDY OF
More informationStrategic Human Resource Management and Organizational Performance in Singapore
Strategic Human Resource Management and Organizational Performance in Singapore David Wan, Ph.D. Assistant Professor of Management Faculty of Business Administration National University of Singapore Victor
More informationHR Strategic Plan
UNIVERSITY OF CALIFORNIA Human Resources HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction
More informationWCO Framework of Principles and Practices on Customs Professionalism
WCO Framework of Principles and Practices on Customs Professionalism WCO Framework of Principles and Practices on Customs Professionalism WCO Framework of Principles and Practices on Customs Professionalism
More informationStrategic Human Resource Management: Theoretical Perspective
Strategic Human Resource Management: Theoretical Perspective Dr Mohammed Galib Hussain Emeritus Professor& Rector, Islamiah College, Vaniyambadi, India S. Mohamed Rafique, Assistant Professor, KMG College,
More informationHigh Performance Work Systems
1 High Performance Work Systems 2 HIGH PERFORMANCE WORK SYSTEMS High Performance Work System (HPWS) is a name given to the form of organization that is frequently seen as most appropriate for contemporary
More informationStrategic Human Resource Management. Learning Outcomes A DEFINITION OF STRATEGY
Strategic Human Resource Management Learning Outcomes By the end of this module you will be able to: Explain the purpose of strategic planning in an organisation Demonstrate the ability to explain the
More informationManaging Strategic Performance Lecture Notes. Lecture 1 24/03/16. MSP Definition. - Niche subject in HR. Performance Management Definition
Managing Strategic Performance Lecture Notes Lecture 1 24/03/16 MSP Definition - Niche subject in HR Performance Management Definition Performance: - Task vs contextual performance - Results vs behaviours
More informationA Strategic Management Approach to Human Resource Management
A Strategic Management Approach to Human Resource Management A Diagnostic HRM Framework Can help operating managers focus on a set of relevant factors Offers a map that aids a person in seeing the whole
More informationConsumer-Orientation Economic principle; Maximisation of profits Organisation integration Business management (more specifically, top management)
Thus, if the organisation should fail to appreciate the consumer, the society or the government, by making itself guilty of a practice which goes against predetermined norms, laws or conventions, it would
More informationCreating a Culture of Flexibility:
Boston College Center for Work & Family E X E C U T I V E B R I E F I N G S E R I E S Creating a Culture of Flexibility: What it is, Why it matters, How to make it work. This presentation is a companion
More informationImpact of Human Resource System on Competitive Advantage Status: A Case Study
Volume 9 Issue 11, May 2017 Impact of Human Resource System on Competitive Advantage Status: A Case Study Dr. Saloni Pahuja Assistant Professor JIMS Engineering Management Technical Campus, Greater Noida,
More informationTHE IMPACT OF HUMAN RESOURCE PRACTICES AMONG ACADEMIC STAFF ON WORK PERFORMANCE THROUGH JOB SATISFACTION: THE CASE OF STATE UNIVERSITIES IN SRI LANKA
THE IMPACT OF HUMAN RESOURCE PRACTICES AMONG ACADEMIC STAFF ON WORK PERFORMANCE THROUGH JOB SATISFACTION: THE CASE OF STATE UNIVERSITIES IN SRI LANKA LAKMINI V.K. JAYATILAKE Department of Commerce and
More informationEXISTS A RELATIONSHIP BETWEEN STRATEGIC HUMAN RESOURCES MANAGEMENT, INNOVATION AND COMPETITIVE ADVANTAGE?
EXISTS A RELATIONSHIP BETWEEN STRATEGIC HUMAN RESOURCES MANAGEMENT, INNOVATION AND COMPETITIVE ADVANTAGE? Anca-Ioana MUNTEANU West University of Timisoara, 300223, Romania ank.ioana@yahoo.com Abstract
More informationHUMAN RESOURCES MANAGEMENT CONTRIBUTION TO ORGANIZATIONAL PERFORMANCE IN THE CONTEXT OF GLOBALIZATION
HUMAN RESOURCES MANAGEMENT CONTRIBUTION TO ORGANIZATIONAL PERFORMANCE IN THE CONTEXT OF GLOBALIZATION Luţ Dina Maria lecturer, PHD student Christian University Dimitrie Cantemir Faculty of Management in
More informationEmployee Retention: A Much Needed Strategy in Global Work Environment
Volume-7, Issue-4, July-August 2017 International Journal of Engineering and Management Research Page Number: 201-205 Employee Retention: A Much Needed Strategy in Global Work Environment Dr. Swaty Wadhwa
More informationEmployee engagement is promoted by a myriad of
SHRM Foundation Executive Briefing Employee Engagement: Your Competitive Advantage Sponsored by Randstad Employee engagement is promoted by a myriad of consultants, books and articles, but does it really
More informationMODULE 6. Planned Change Introduction To Od
MODULE 6 Planned Change Introduction To Od Organization Development (Od) A long-term effort, led and supported by top management, to improve an organization's visioning, empowerment, learning, and problem-solving
More informationFrom Employee Perceived HR Practices to Employee Engagement: The Influence of Psychological Empowerment and Intrinsic Motivation Jie HE 1,a
International Conference on Management Science and Management Innovation (MSMI 2014) From Employee Perceived HR Practices to Employee Engagement: The Influence of Psychological Empowerment and Intrinsic
More informationThe Impact of Human Resource Management on Organizational Effectiveness
895 A publication of CHEMICAL ENGINEERING TRANSACTIONS VOL. 51, 2016 Guest Editors: Tichun Wang, Hongyang Zhang, Lei Tian Copyright 2016, AIDIC Servizi S.r.l., ISBN 978-88-95608-43-3; ISSN 2283-9216 The
More informationEMPLOYMENT LIFE CYCLE
Engaging and Retaining Employees through the EMPLOYMENT LIFE CYCLE Presented by: Shellie Haroski, SPHR, SHRM-SCP Assessing Engagement 1. List what works well to engage your employees 2. List areas of opportunity
More informationResponsible Leadership and Talent Retention: Insights from India
Responsible Leadership and Talent Retention: Insights from India Jonathan P. Doh Rammrath Chair in International Business Director, Center for Global Leadership Villanova School of Business University
More informationCAUSAL AMBIGUITY OF TECHNOLOGICAL COMPETENCIES, HUMAN RESOURCE PRACTICES AND COMPETITIVE ADVANTAGE
González, N. & Muñoz, M.F. (2006): Causal ambiguity of technological competences, human resource practises and competitive advantage,international Journal of Technology Management, vol. 35, (308-328).
More informationSEE Enterprise Design and Galbraith Organizational Design Comparison
SEE Enterprise Design and Galbraith Organizational Design Comparison The following outline broadly compares the organizational design elements between the SEE framework and Galbraith taxonomy. SEE Framework
More informationSchool of Management & Labor Relations, Rutgers University, Piscataway, NJ Assistant Professor, Human Resource Management
Han 1 JOO HUN HAN School of Management & Labor Relations Rutgers, The State University of New Jersey Janice H. Levin Building, Room 210 94 Rockafeller Road, Piscataway, NJ 08854 Tel: 848-445-9448 Fax:
More informationThe influence of Strategic Human Resource Management on Firm Performance of Jordan s Corporate Organizations
The influence of Strategic Human Resource Management on Firm Performance of Jordan s Corporate Organizations 1 Zeyad Alkhazali, 2 Mohd Ab. Halim School of Business Innovation & Technopreneurship, University
More informationHR Connect Asia Pacific
Best Employers Trends in Hong Kong - Journey to High Performance By Andy Leung, Senior Consultant, and Project Manager of Best Employers Study, Aon Hewitt, Hong Kong In the Best Employers 2.0 Hong Kong
More informationThe Value of Employee Engagement. A Guide to Discovering the Business Impact of High-Engagement Employees
A Guide to Discovering the Business Impact of High-Engagement Employees Introduction Today s business leaders are faced with many challenges brought on by recent economic, technological, demographic, and
More informationEmployee Engagement Related to Employees Performance
Employee Engagement Related to Employees Performance Dr. K. Srinivasa Krishna Professor, Aditya Global Business School, Surampalem, Kakinada Mr. Y.Suryanarayana Murthy Asst. Professor, Aditya Global Business
More informationHUMAN RESOURCES MANAGER
HUMAN RESOURCES MANAGER Are you ambitious, fast-paced and ready for a challenge? If you are a seasoned HR leader seeking an organization that appreciates your contributions and encourages initiative and
More informationImpact of Human Resources Practices on Employee Retention: Study of Community Colleges.
Impact of Human Resources Practices on Employee Retention: Study of Community Colleges. Author Details: Dr. Muneer Ahmed Shah Associate Professor* (Marvi Mallah*, and Shabana*) M. Phil Research Scholar,
More informationVISION, MISSION, VALUES
VISION, MISSION, VALUES Vision Statement: Through a combination of best practices and well established strategic partnerships, the Department of Human Resources will recruit, develop, and support the diverse
More informationFACULTY OF BUSINESS AND ACCOUNTANCY
FACULTY OF BUSINESS AND ACCOUNTANCY List of Courses Offered for University of Malaya Student Exchange (UMSEP) for 2018/2019 Academic Session No. Course Code Topic Pre- Requisite Credit Course Offered Semester
More informationMaster of Business Administration (General)
MBA 510 Financial Accounting Cr Hr: 3 Prerequisite: MBA 511 Grad Scheme: Letter At the end of this course, students will be able to read, analyse and interpret financial data, appreciate the financial
More informationRelationship between HRM Practices and Organizational Commitment of Employees: An Empirical Study of Textile Sector in Pakistan
Vol. 6, No.1, January 2016, pp. 23 28 E-ISSN: 2225-8329, P-ISSN: 2308-0337 2016 HRMARS www.hrmars.com Relationship between HRM Practices and Organizational Commitment of Employees: An Empirical Study of
More informationLearningZone Mapping Against ILM Level 7 NVQ Diploma in Strategic Management and Leadership
LearningZone Mapping Against ILM Level 7 NVQ Diploma in Strategic Management and Leadership ILM Learning Zone Mapping Level 7 NVQ Diploma in Strategic Management and Leadership 1 of 23 Develop a Strategic
More informationThe Singapore HR Awards
The Singapore HR Awards INFORMATION FORM Organised yearly by Singapore Human Resources Institute (SHRI), The Singapore HR Awards celebrates leading organisations and HR practitioners in their drive for
More informationThe Science & Art of Effective Volunteer Management
The Science & Art of Effective Volunteer Management Prof. Sean Rogers, PhD, SPHR, SHRM-SCP Assistant Professor of Employment Relations, HR, and Law Faculty Fellow, Cornell Institute for Healthy Futures
More informationExplaining Organizational Responsiveness to Work-Life Balance Issues: The Role of Business Strategy and High Performance Work System
Explaining Organizational Responsiveness to Work-Life Balance Issues: The Role of Business Strategy and High Performance Work System Jing Wang1 Anil Verma 2 1 Sobey School of Business, Saint Mary's University,
More informationA Literature Review of Strategic Human Resource Management
Management Pichai Phanwattana 1* and Vichit U-on 2 1 D.M. Scholar, Sripatum University, Thailand 2 Dean, Graduate College of Management, Sripatum University, Thailand Corresponding author: josickkboy@gmail.com
More informationHow Businesses Can Cultivate Engaged, Committed Employees
University of Rhode Island DigitalCommons@URI School of Education Faculty Publications School of Education 2017 How Businesses Can Cultivate Engaged, Committed Employees Carla White Ellis Kathleen Peno
More informationBuilding a Culture of Employee Effectiveness & Engagement. It Requires More Than Just a Survey
Building a Culture of Employee Effectiveness & Engagement It Requires More Than Just a Survey 1 Employee Engagement is a Critical Human Capital Outcome That Drives Business Performance Business Objectives/Outcomes
More informationBusiness and management studies
Business and management studies How is the world of work and business changing? How do global markets operate, how can we make use of them and what do ethical business and entrepreneurship really mean?
More informationSTRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM)
STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM) COURSE OVERVIEW It is now a cliché that employees are among the firm s most valued assets; both theory and practice agree on this assertion. Despite that, many
More informationCenter for Effective Organizations STRATEGIC HUMAN RESOURCE MANAGEMENT: ALTERNATIVE THEORETICAL FRAMEWORKS
Center for Effective Organizations STRATEGIC HUMAN RESOURCE MANAGEMENT: ALTERNATIVE THEORETICAL FRAMEWORKS CEO PUBLICATION T 93-20 (240) PATRICK M. WRIGHT Texas A&M University GARY C. MCMAHAN University
More informationIntroduction. Introduction
1 Introduction No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organised in such a way as to be able to get along under a leadership composed of average human
More informationExternal and Internal Analyses. External and Internal Analyses. Nature of an Internal Audit. Key Internal Forces. Basis for objectives & strategies:
Comprehensive Strategic Management Model External Audit External and Internal Analyses Vision & Mission Statements Chapter 2 Chapter Long-Term Objectives Chapter 5 Internal Audit Chapter 4 Generate, Evaluate,
More informationintroduction to human resource second edition paul banfield & rebecca kay OXFORD UNIVERSITY PRESS
introduction to human resource second edition paul banfield & rebecca kay OXFORD UNIVERSITY PRESS Contents in full List of Case Studies About the Authors About the Book How to Use This Book How to Use
More informationMBA REQUIRED (CORE) COURSES
MBA REQUIRED (CORE) COURSES ACCT 720 - Strategic Cost Management Study of the role of cost management methods in aiding managers in all of their planning, controlling and evaluating activities; focus on
More informationINVEST IN PEOPLE TO STRENGTENING ORGANIZATIONAL CAPABILITY AND ACHIEVING TOP- TIER PERFORMANCE IN OIL COMPANY
INVEST IN PEOPLE TO STRENGTENING ORGANIZATIONAL CAPABILITY AND ACHIEVING TOP- TIER PERFORMANCE IN OIL COMPANY Ruly Lesmana, School of Business and Managment, Institute of Technology Bandung (ITB), Jl.
More informationFROM BUSINESS TO TALENT STRATEGY BERLIN, 22 MAY Joachim Krötz Oliver Wyman
FROM BUSINESS TO TALENT STRATEGY BERLIN, 22 MAY 2015 Joachim Krötz Oliver Wyman Agenda Mega trends with impacts on future businesses 3 Business strategy and Talent Management 14 Future requirements for
More informationPresentation. Values Create Value. Why Corporate Values Matter. Berlin 14 th October 2004
Presentation Values Create Value Why Corporate Values Matter Berlin 14 th October 2004 1 This presentation covers three main topics Management of corporate culture and values ultimately impacts company
More informationEmployee Engagement and empowerment - a popular global buzzword
Human Resource Management Employee Engagement and empowerment - a popular global buzzword Dr.Sateeshchandra Joshi, Asst.Professor Neville Wadia Institute of Management Studies & Research, Employee empowerment
More informationBasic Motivation Concepts
Basic Motivation Concepts 2005 Prentice Hall Inc. All rights reserved. ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S
More informationORGANIZATIONAL DEVELOPMENT AND EMPLOYEES PERSPECTIVES IN FINANCIAL ADMINISTRATION CAREER PATHWAY
ORGANIZATIONAL DEVELOPMENT AND EMPLOYEES PERSPECTIVES IN FINANCIAL ADMINISTRATION CAREER PATHWAY Jana Jarošová INTRODUCTION Every year, organizations spend a lot of money on recruitment and staff turnover.
More informationQUALIFICATION AND COURSE CATALOGUE CIPD
QUALIFICATION AND COURSE CATALOGUE CIPD CIPD CATEGORIES Click on a category to view course titles CIPD Advanced Awards in HR CIPD Intermediate Awards in HR CIPD Intermediate Awards in L&D CIPD Foundation
More informationDuring strategy implementation, the organization follows through on the chosen strategy
Human Resources Chapter 2: Strategic Human Resource Management The goal of strategic management in an organization is to deploy and allocate resources in a way that gives it a competitive advantage. Resources
More informationValue and Contribution to Organisational Success
Unit 36: Unit code Human Resources Value and Contribution to Organisational Success F/508/0595 Unit level 5 Credit value 15 Introduction This unit gives students the opportunity to make links between the
More informationHRM, organisational performance and the role of firm size
HRM, organisational performance and the role of firm size Fons Kortekaas (260214) December 2007 Coordinator: Dr. A. van Stel Co-reader: Drs. P. van der Zwan Erasmus School of Economics Department of Entrepreneurship,
More informationChapter Outline. Chapter 4 The Internal Assessment. The Nature of an Internal Audit. The Resource-Based View (RBV) Integrating Strategy & Culture
Chapter 4 The Internal Assessment Strategic Management: Concepts & Cases 13 th Edition Fred David Ch 4-١ Chapter Outline The Nature of an Internal Audit The Resource-Based View (RBV) Integrating Strategy
More informationCAUSES AND PROPOSED SOLUTIONS OF EMPLOYEE TURNOVER WITH SPECIAL REFERENCE TO PRIVATE SCHOOLS IN DISTRICT HOSHIAPUR (PUNJAB): AN EMPIRICAL STUDY
CAUSES AND PROPOSED SOLUTIONS OF EMPLOYEE TURNOVER WITH SPECIAL REFERENCE TO PRIVATE SCHOOLS IN DISTRICT HOSHIAPUR (PUNJAB): AN EMPIRICAL STUDY Abstract Lalita Kumari (JRF), Guru Nanak Dev University The
More informationStrategic Human Resources Management and its Impact on Performance: The Case from Saudi Arabia
ISSN:2229-6247 Ikhlas I Altarawneh International Journal of Business Management and Economic Research(IJBMER), Vol 7(1),2016, 486-503 Strategic Human Resources Management and its Impact on Performance:
More informationPerformance Appraisal: Dimensions and Determinants
Appraisal: Dimensions and Determinants Ch.V.L.L.Kusuma Kumari Head of the department, Department of business studies, Malla reddy engineering college for women, Maisammaguda, Secunderabad. Abstract : The
More informationHRM systems and firm performance: The mediation role of strategic orientation
Asia Pac J Manag (2013) 30:53 72 DOI 10.1007/s10490-012-9288-6 HRM systems and firm performance: The mediation role of strategic orientation Irene Hau-siu Chow & Stephen T. T. Teo & Irene K-H Chew Published
More informationImpact of Human Resource Practices on Job Satisfaction: A study of textile industry of Pakistan Muhammad Mushtaq Khan Niazi
International Journal of Management & Organizational Studies Volume 3, Issue 1, 2014 ISSN: 2305-2600 Impact of Human Resource Practices on Job Satisfaction: A study of textile industry of Pakistan Muhammad
More informationEmployee engagement. Chartered Institute of Internal Auditors
26 October 2017 Employee engagement Chartered Institute of Internal Auditors This is an introduction to some of the principles and ideas surrounding employee engagement to help you plan a review. What
More informationThe Internal Assessment
The Internal Assessment Week 04 W. Rofianto, ST, MSi Chapter Outline The Nature of an Internal Audit The Resource-Based View (RBV) Integrating Strategy & Culture Management Marketing Opportunity Analysis
More informationBuilding an Integrated Talent Management Strategy. Stavros Liakakos, VP HCM Strategy Knowledge Infusion
Building an Integrated Talent Management Strategy Stavros Liakakos, VP HCM Strategy Knowledge Infusion 1 Knowledge Infusion: HCM as a Strategy 2 Vicious Cycle 3 Talent Management Strategy Alignment 4 Key
More informationHuman Resource Management (HRM)
Human Resource Management (HRM) 1 Human Resource Management (HRM) Courses HRM 0838. Identity & Crisis. 3 Credit Hours. As we go through life there will be natural changes that we must deal with. For college
More informationHuman Resource Management
Paper: 1 Module: 1 Introduction to HRM: Meaning, definition, scope, objectives and functions of Principal Investigator Co-Principal Investigator Paper Coordinator Content Writer Prof. S P Bansal Vice Chancellor
More informationNEW ROLES AND CHALLENGES FOR HUMAN RESOURCE MANAGEMENT IN KNOWLEDGE BASED ORGANIZATIONS
NEW ROLES AND CHALLENGES FOR HUMAN RESOURCE MANAGEMENT IN KNOWLEDGE BASED ORGANIZATIONS Emanoil MUSCALU Professor Ph.D, Economic Science Faculty, Lucian Blaga University Alexandra STĂNIł Teaching assistant,
More informationAE International Journal of Multi Disciplinary Research - Vol 1 - Issue -3 December 2013
Organizational Climate as a Predictor of Organizational Effectiveness *Dhanisha.M **Dr. B. Johnson *Research scholar, Department of Commerce& Management Studies, University of Calicut, Malappuram. **Associate
More informationUNDERSTANDING TECHNICAL APPROACH TO PRODUCTIVITY IN HUMAN RESOURCE PLANNING
Journal of Management (JOM) Volume 3, Issue 1, June (2016), pp. 13 18, Article ID: JOM_03_01_002 Available online at http://www.iaeme.com/jom/issues.asp?jtype=jom&vtype=3&itype=1 Journal Impact Factor
More informationISO/TC 260 N 46. N46 - HR Metrics Final Recommendations. Document type: Other meeting document. Date of document:
ISO/TC 260 N 46 ISO/TC 260 ISO/TC 260 - Human resource management Email of secretary: jknopes@ansi.org Secretariat: ANSI (USA) N46 - HR Metrics Final Recommendations Document type: Other meeting document
More information