...The current issue and full text archive of this journal is available at www.emeraldinsight.com/2051-6614.htm Human resource management and organizational effectiveness: yesterday and today Randall Schuler and Susan E. Jackson School of Management and Labor Relations, Rutgers University, New Jersey, USA and Lancaster University Management School, Lancaster, UK Abstract Purpose – The purpose of the paper is to describe how the understanding of the relationship between human resource management (HRM) and organizational effectiveness (OE) has evolved during the past three decades and to provide examples how firms are using HRM to improve their OE today by addressing several challenges that result from a broader stakeholder model. Design/methodology/approach – This paper reviews the past and current work on the relationship between HRM and OE. Findings – This findings indicate that the relationship between HRM and OE is very different when comparing the past with the current work on the relationship between HRM and OE. A major reason for this is the current work on OE uses the multiple stakeholder model that accounts for many more stakeholders than the past work. Practical implications – Human resource (HR) professionals have the opportunity to demonstrate many ways by which HRM can influence OE, and not just solely on the basis of firm profitability. Thus the use of the multiple stakeholder model today offers the HR professional and the HR profession many more opportunities...
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...RELATIONSHIPS BETWEEN HUMAN RESOURCE MANAGEMENT PRACTICES, BUSINESS STRATEGY FIT AND FIRM PERFORMANCE Oya Erdil & Ay e Günsel Gebze Institute of Technology, Turkey ABSTRACT While there has been growing interest concerning the relationship between human resource (HR) practices, firm strategy and firm performance, limited research attention has been paid providing empirical evidence in support of them. This study investigates the relationships between HR practices, human resources management (HRM) - firm strategy fit and the firm performance of 63 small and medium sized firms located around Kocaeli and Gebze from both theoretical and empirical perspective. The findings indicate a strong relationship between different HR practices and HRM-firm strategy fit and firm performance. Further, the results provide support for the assertion that HR-firm strategy fit can significantly assist a firm in improving performance. Therefore, empirical support is obtained for the efforts at aligning HRM practices with firm strategy and firm performance. (recruitment, development, etc.) share the same basic character and play a similar kind of role in relation to strategic management (Luoma, 2000: 771). Effective HRM strategy systematically organizes all individual HRM measures to directly influence employee attitude and behavior in a way that leads business to achieve its competitive strategy. (Huang, 2001: 134). In view of the fact that the goals and necessities of each of the competitive...
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...operational performance of the companies is the human resources. Therefore, in order to enhance the importance of relation the development of organizational commitment needs effective human resource management practices. The current study is intended to provide analysis of the relationships between HRM practices and organizational commitment. These include “manufacturing and human resources fit, behavior and attitude, team activities, interaction facilitation, incentives to meet objectives, training on job skills, training in multiple functions, communication of strategy, feedback on performance. In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance.. Data was analyzed using descriptive statistics to project the respondents’ profiles as well as the general patterns of the variations in the HRM variables and organizational commitment. Correlations and multiple regression, statistic regression analysis were used to explore the relationship between the variables involved in the study. As a result of analysis of the findings from top, middle and, the first-tier managers except for “training on job skills”. It was found that there was a strong and statistically positive significant relationship between other HRM variables and organizational commitment. The...
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...Journal of Management 1999, Vol. 25, No. 3, 385– 415 Human Resources Management: Some New Directions Gerald R. Ferris University of Mississippi Wayne A. Hochwarter University of Alabama M. Ronald Buckley University of Oklahoma Gloria Harrell-Cook Mississippi State University Dwight D. Frink University of Mississippi The theory, research, and practice of Human Resource Management (HRM) has evolved considerably over the past century, and experienced a major transformation in form and function primarily within the past two decades. Driven by a number of significant internal and external environmental forces, HRM has progressed from a largely maintenance function, with little if any bottom line impact, to what many scholars and practitioners today regard as the source of sustained competitive advantage for organizations operating in a global economy. In this 25th anniversary Yearly Review issue, we conduct a less comprehensive and more focused review of the field of HRM. In doing so, we attempt to articulate some key concepts and issues that can be productively integrated with HRM to provide some interesting and important directions for future work, and consider ways to bridge the gap between the science and practice of HRM. © 1999 Elsevier Science Inc. All rights reserved. This 1999 Yearly Review marks the 25th anniversary of the Journal of Management, and indeed, over this quarter century, the organizational sciences have witnessed an evolution...
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...Areas Of Overlap An area of overlap for a Human Resources consulting include the area of employment laws based in Title VII of the 1964 Civil Rights Act as amended. HR consultants serving as strategic partners are giving access to sensitive information consequently, the client expects the consultant to act professionally and ethically concerning distribution of information that is the property of the client (Stewart, 2011). When an HR consultant departs one client and joins another client it is understood that the knowledge acquired at the previous company is not only sensitive, it is also valuable if shared with the new client. It is worth mentioning that all information is not sensitive. For instance if the overlap is an issue such as workplace violence and the HR consultant devised a training module that reduced the occurrence of violence by 20%, then this information can be rightly shared with the new client. Conversely, if the HR consultant was present during strategic planning session with the previous client and learned information that would give the new client a competitive edge, doing so would be an ethical violation and could led to criminal prosecution. Overlapping issues require the HR professional to use good judgment in addition to following the ethical guidelines outlined by the Society of Human Resource Management (SHRM code of Ethics). SHRM requires all of its members and highly recommends all nonmembers to follow the ethical guidelines posted on the SHRM...
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...MBA – II WINTER 2011 COURSE: HUMAN RESOURCE MANAGEMENT (MGT 604) INSTRUCTOR: PROF. F. A. FAREEDY TEACHING ASSOCIATE: HAADIAH QAISER SYLLABUS 1. Case Study Method: How to prepare and present a case analysis. Why to do case studies? Traditional/Lecture approach versus the Case Method, Oral Presentations and Preparing a Written Case Analysis. Constructing Visual Aids and Answering Questions. 2. Introduction to Human Resource Management: Human Resource Management at Work. The changing environment and role of HRM. The Human Resource Managers’ Proficiencies. 3. Strategic Human Resource Management: The HR Scorecard: The Strategic Management Process. Human Resource Management’s Role in Creating Competitive Advantage. Human Resource Management’s Strategic Roles. Creating the Strategic HRM System. 4. A Review of concepts in Organizational Behavior: Motivation. Communication. Leadership. Management and corporate culture. 5. Recruitment and Placement: Job Analysis. Job Specification. Job Description. Human Resource Planning and Recruiting. Planning and Forecasting. Recruiting a more Diverse Workforce. 6. Employee Testing and Selection: Interviewing Candidates. Designing and conducting an effective interview. Structured and Unstructured Interviews. 7. Training and Development: Training and Developing Employees. Management Development systems and programs. 8. Performance Management and Appraisal: Appraising Performance; Problems and Solutions. Managing...
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...Human Resource Management Introduction Human resources management is defined as a scheme of activities and strategies that focus on how to manage employees successfully at all levels of an organization to achieve organization objectives (Byars & rue 2006). According to Stone (2005) HRM is important to determine the effective and efficient use of people in achieving the organization’s strategic, business objectives and the satisfaction of individual employee needs. In order to have a successful HRM it is important to have a strategic HRM, strategic HRM is the process of interconnecting the HR purpose with the strategic objectives of the organization in order to increase performance (Bratton 2013). There is several importance of strategic HRM which is to focus on performance and consistency of its business, bridge between business strategies and human resources practices, identifying and analyzing the external opportunities and threats may impact to the organization, and help companies work harder to meet the needs of their employees (Mathanas 2011). SWOT analysis is part of strategic HRM due to SWOT can determine the future of an organization that are referred to strategic factors. SWOT analysis in HRM is defined as a tool that helps organization assist issues within external which includes assessment of strength, weaknesses, external opportunities and threats, and provides an outline for strategic decision making in HRM (Colbert 2013). According to Chen & Brunenski...
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...Upjohn Institute Press Book Chapters Upjohn Research home page 2005 Human Resource Management and Safety: Technical Efficiency and Economic Incentives Richard J. Butler Brigham Young University Yong-Seung Park Kyung Hee University Citation Butler, Richard J., and Yong-Seung Park. 2005. "Human Resource Management and Safety: Technical Efficiency and Economic Incentives." In Safety Practices, Firm Culture, and Workplace Injuries. Kalamazoo, MI: W.E. Upjohn Institute for Employment Research, pp. 1-12. http://research.upjohn.org/up_bookchapters/33 This title is brought to you by the Upjohn Institute. For more information, please contact ir@upjohn.org. 1 Human Resource Management and Safety Technical Efficiency and Economic Incentives More U.S. workers die each year on the job than were killed in the U.S. military cumulatively from 1998 through November 2004, even after including self-inflicted and accidental military deaths (DIOR 2005). In 2001, there were 8,786 job-related fatal injuries (5,900 not counting the fatalities caused by the terrorist attacks of September 11), or about 3.7 fatal injuries per 100,000 workers. Workers made 2.1 million trips to the emergency room for injuries sustained from accidents at work (Centers for Disease Control and Prevention 2004). Workers’ compensation insurance, which covers all medical expenses and part of lost wages associated with injuries, cost employers $63.9 billion in 2001 (Williams, Reno, and Burton 2003). The...
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...Master thesis for the attainment of the academic degree of ‘Master of Business Administration in Small and Medium-Sized Enterprise Development’ International SEPT Program, University of Leipzig THE ROLE OF HUMAN RESOURCE MANAGEMENT (HRM) PRACTICES AND SERVICE BEHAVIOUR IN SERVICE QUALITY IN VIETNAM’S TOURIST HOTELS Name of Student: Email of student: Matriculation Number: SEPT ID Number: Mai Hung Manh manhmhvnpt@gmail.com 2182281 VN05-14 First supervisor: Second supervisor: Prof. Dr. Utz Dornberger Dr. Nghiem Sy Thuong 20th May 2012 22nd June 2012 Date of assignment of topic: Date of submission: TABLE OF CONTENT LIST OF FIGURE.............................................................................................. 4 LIST OF TABLE ............................................................................................... 5 ACKNOWLEDGEMENT.................................................................................. 7 ABSTRACT....................................................................................................... 8 CHAPTER 1: INTRODUCTION ....................................................................... 9 1.1. Background ............................................................................................. 9 1.2. Rationale of the research........................................................................ 10 1.3. Research objectives ..............................................................................
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...Instructor’s Manual for Fundamentals of Human Resource Management, 4th edition Chapter One: Managing Human Resources [pic] Welcome to your guide to teaching Chapter One, Managing Human Resources! This guide will provide you with a chapter summary, learning objectives, lecture outlines, solutions to in-chapter case questions, suggested use of internet exercises and self-assessments from the online learning center, video resource notes and discussion questions, and suggested uses for the PowerPoint slides contained in your Instructor Resources. Instructor’s Manual Highlights: Chapter One Roadmap We hope you find each chapter of your Instructor Manual practical and useful, but also, exciting! You can adapt the chapter text, the PowerPoint, and the video to work in an online class environment, a guided independent study environment, or a face to face or on-ground environment. ✓ When presenting Chapter One, have the students first read the chapter and encourage them to absorb the “big picture” of Human Resource Management. ✓ Use the PowerPoint for Chapter One to frame your lecture. This Instructor’s Manual will provide you with a suggested placement of the PowerPoint alongside your Lectures. ✓ Then, have your students watch the Video Case on the “Creative Corporation,” and facilitate an in-class or an on-line discussion highlighting the lessons contained in that Case. ✓ Have students read and discuss the end-of-chapter...
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...History of HRM * Scientific Management * Science, not rule of thumb * Harmony, not discord * Cooperation, not individualism * Maximum output, not restricted output * 1920s - appearance of first personnel department * Personnel administrators were called welfare secretaries * 1924-1933 * Human relations movement * Incorporated human factors into work * 1960s * Integration to organizational behavior HRM according to Peter Drucker * Partly a file clerk’s job * Partly a housekeeping job * Partly a social worker’s job * Partly firefighting, heading off union trouble Strategic Importance of HRM Strategic Importance of HRM (application of key concepts) * Analyzing and solving problems from a profit oriented, not just a service oriented point of view; * Assessing and interpreting costs or benefits of such HRM issues as: * Productivity _ Absenteeism * Salaries and benefits _ Overseas relocation * Recruitment - Layoffs * Training - Meeting and attitude surveys * Using planning models that include realistic, challenging, specific, and meaningful goals; * Preparing reports on HRM solutions to problems encountered by the firm; and * Training the human resource staff and emphasizing the importance of HRM and the importance contributing to the firm’s profits HRM and Organizational Effectiveness Three...
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...This article was downloaded by: [Academy of Management] On: 11 February 2014, At: 16:20 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK The Academy of Management Annals Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rama20 An Aspirational Framework for Strategic Human Resource Management Susan E. Jackson , Randall S. Schuler & Kaifeng Jiang a b a a School of Management and Labor Relations, Rutgers University b Mendoza College of Business, University of Notre Dame Accepted author version posted online: 04 Dec 2013.Published online: 04 Dec 2013. To cite this article: Susan E. Jackson, Randall S. Schuler & Kaifeng Jiang (2014) An Aspirational Framework for Strategic Human Resource Management, The Academy of Management Annals, 8:1, 1-56, DOI: 10.1080/19416520.2014.872335 To link to this article: http://dx.doi.org/10.1080/19416520.2014.872335 PLEASE SCROLL DOWN FOR ARTICLE Taylor & Francis makes every effort to ensure the accuracy of all the information (the “Content”) contained in the publications on our platform. However, Taylor & Francis, our agents, and our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views...
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...Discuss the potential influence of an organization’s culture on the ability of organizations to obtain positive HRM outcomes in the area of employee motivation and engagement and consider how such outcomes may be potentially improved. Name Institution Date Executive summary Organizational culture is increasing becoming important in achieving positive outcomes in the HRM function and particularly in the areas of employee motivation and engagement. The organizations are coming to the realization that the organizational culture and the HRM functions cannot be taken in isolations as the culture plays a big role when it comes to the implementation of the Human resource management policies. This paper discusses the potential influences of the organization’s culture on the ability of the organization to obtain HRM outcomes drawing on theoretical and practical examples of the contemporary organizations (Gerhart & Fang, 2005). The paper discusses how these outcomes can be potentially improved by the organization through ensuring they adopt the organizational culture that engages employees and motivates them in undertaking their duties and responsibilities. Introduction The human resource management functions is one of the most important in the organization as it is tasked with attracting, retaining, motivating developing as well as using human capital in a company. Of the many functions of the HR the employee motivation and engagement are important as they can determine how best...
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...Student Name | | Abdulrahman Redwan | 1316429 | A Global Perspective of Human Resources For Dr. Ali Alkahtani Human Resources: A Global Perspective Employee engagement and cultural issues have become the first challenge facing HR professionals around the world, according to the 2015 Global Human Capital Trends report, released by Deloitte. The report concludes, “Today’s HR challenges require a new playbook—one that helps make HR more agile, forward thinking and bolder in its solutions.” The report says today’s organizations are facing a new world of work that will require a reshaping of strategies for leadership and talent management. Because culture is the driving force in most organizations, engagement and retention strategies need to be responsive to these changes. However, more than half of survey respondents said their organizations have poor programs or no programs at all in place to gauge or bolster engagement levels. Other issues uncovered by the report include a global lack of leadership succession programs, with only 10 percent of respondents saying they have an “excellent” program in place, and the need for a complete makeover of most HR departments. Only 5 percent believe their organization's performance is excellent, with 22 percent saying their department is adapting to their workplace’s changing needs . What is happening in HR in 2011? Are we going to see a shift in the way that HR managers are recruiting employees to...
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...Business with a Concentration in Human Resource Management The Bachelor of Science in Business (BSB) undergraduate degree program is designed to prepare graduates with the requisite knowledge, skills, and values to effectively apply various business principles and tools in an organizational setting. The BSB foundation is designed to bridge the gap between theory and practical application, while examining the areas of accounting, critical thinking and decision-making, finance, business law, management, marketing, organizational behavior, research and evaluation, and technology. Students are required to demonstrate a comprehensive understanding of the undergraduate business curricula through an integrated topics course. The Human Resource Management Concentration helps students develop an understanding of the fundamentals of human resource management and its strategic relevance in business. The concentration addresses the legal and ethical components of the decision making process involved in the human resources environment. The Human Resource Management Concentration introduces students to the basic concepts of human resource management, and allows further study in the areas of employment law, risk management, recruitment and selection of employees, international HR, change management, compensation and benefits, employee development, and performance management. Students will also develop an understanding of the critical business implications for human resource professionals today...
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