HUMAN RESOURCE MANAGEMENT
Roshni Sharma
IT , KM AND HRM
Lejla, T., & Nijaz, B. (2018) state that Drawing on dynamic capability view, this study aims to offer a conceptual framework to clarify the nature of the effects of firm’s information technology (IT) capability, knowledge management (KM) capability and human resource management (HRM) capability on organizational business performance. IT is the driver that changes all aspects of doing business in the digital era, while both knowledge and human resources (HR) are being increasingly regarded as key levers of competitive advantage in today’s global, dynamic and complex business environment.
This research indicates what managers can do to master their dynamic capabilities, especially those relevant for businesses in the digital era. Companies are urged to develop and improve their capabilities to cope with the dynamic environment and intense competition, as well as business globalization. This emphasizes the human-related KM aspect because, with appropriate HR practices, employees will contribute to the KM processes with their knowledge. Finally, IT together with HRM and KM will enhance business performance, i.e. firm’s success.
THE EFFECTS OF NEPOTISM ON HRM
Arasli, H., Ekiz, E. H. (2006) et al state that the purpose of this study is to investigate the potential effects of nepotism on human resource management (HRM) practices through the use of Turkish Cypriot hotel employees in three, four, and five star accommodation establishments in Northern Cyprus. The principal finding is that nepotism has a significant negative effect on HRM, job satisfaction, quitting intention, and negative word of mouth. The study also shows that HRM exerts a significant positive effect on job satisfaction. This study reveals that nepotism is an unprofessional phenomenon that provides benefits merely to the family members or close friends. Therefore, nepotism paralyzes human resource practices and affects the level of satisfaction among employees.
It has become increasingly clear that in future, HRM must be managed and operated professionally and strategically not as the currently popular systems. However, managers and owners have to provide effective control on human resource practices. There has to be fair and consistent implementation of employee policies. In order to keep up with the changes in the global environment, professional systems need to be followed and adapted to the organization. Human resource departments have to have sufficient power and authority in order to help ensure that employee policies will be implemented without discrimination; ethically and affirmatively.
STRATEGIC INTEGRATION OF HRM PRACTICES
Abang Ekhsan and A. O. (2009) state that the research used mixed-methodology via case studies and questionnaire surveys. Overall 29 questionnaires, 15 from Company A and 14 from Company B were returned and analyzed for a response rate of 58 per cent. In addition, 15 respondents were interviewed, including Executive Director, Head of HR and line managers. Analysis of questionnaire responses and interview findings shows strategic integration of HRM practices has been adopted by both organizations, though their approaches vary slightly. Importantly, the involvement of HR at board level, direct reporting of HR to the CEOs and the organization’s supportive culture symbolize the integrative approach to HRM. Additionally, the findings indicate that although company strategies are in place, other factors such as business credibility of the HR manager and the level of commitment and support from CEOs and line management commitment are important determinants of strategic integration of HRM practices.
The findings demonstrate that the effectiveness of integration of HR strategy with business/corporate strategy was strongly influenced by the strategic role played by HRM policies and practices in the strategic management process of both companies. The overall findings also showed that that the influence of Japanese management practices which has similar characteristics of high performance work system (HPWS) and resource-based view (RBV) approach that emphasizes participatory decision making and which construes employees and the HR function not as cost burdens but as sources of competitive advantage, were important predictors of high and effective strategic integration.
HRM IN CHINESE SMALL AND MEDIUM ENTERPRISES
This article emphasises the development, importance and pressures on the under-researched area of Chinese small and medium-sized enterprises (SMEs) and human resource management (HRM) and provides a review and research agenda, especially relating to the debate on convergence vis-a-vis divergence. Recent research papers are discussed and possible convergence and the pressures on HRM and its practice in Chinese SMEs are examined. Key elements in Chinese HRM are highlighted . It also offers insights which managers, policy makers and Chinese government can use to construct and reform the supporting system for SMEs.
To survive and sustain growth in China’s dynamic environment a system of HRM practices, aligning with other factors, organisational strategic posture and national context, may be a route for SMEs. However, the extent to which SMEs are adopting a HRM approach is debatable. In addition, the speed of shift may vary according to on-going political, economic and social circumstances and constraints in the specific object involved, such as organisational characteristics. As the evidence on convergence is mixed and equivocal, with caveats often used. Thus, it is important to make it clear in HRM studies the specific levels of the HRM system being analysed .
HRM TRANSFER CHALLENGES WITHIN MULTINATIONAL FIRMS
Oppong, N. Y. (2018) State that It is found that MNCs face a dilemma as to how to find best-fit between home-country HRM requirements and host-country demands. In the face of this dilemma, MNCs attempt to build synergy between home-country requirements and host-country demands for a best-fit HRM that is beneficial to both the parent company and their foreign subsidiaries. Despite the best-fit HRM practices to diffuse the tension, parent company has greater influence in the final synergy product which is the trade-off between home-country HRM label and host-country contextual demands, thereby advancing the dominant HRM option of the dilemma .MNCs should be aware of the possible challenges as they internationalise and should equally be aware that though they may build a synergy (a blend of workable headquarters and subsidiary HRM), the final product will continue to favour headquarters’ HRM policies and practices.
Development of alternative cross-border HRM labels and the related framework portrays the author’s point-of-view, which is informed by the dilemma theory. The paper therefore succeeds in achieving its objectives as it reveals some HRM challenges from entry into the international market through to developing a synergy of foreign subsidiary-headquarters HRM practices.
THE IMPACT OF E-HRM ON THE ROLE OF HUMAN RESOURCE MANAGERS
De Alwis And A. C. (2010) State that this study examined the impact of the adoption of electronic Human Resource Management (e-HRM) on the Human Resource Management function and how much it has affected to change the role of Human Resource Managers. In addition to that, it was intended to study the level and types of technologies that are used in HR in Sri Lanka and the drivers of adoption of technology in the Sri Lankan context. The study was initially supported through relevant literature in relation to e-HRM. This research was conducted on a sample of 30 large companies randomly selected across various industries and the primary technique of data collection was through a descriptive questionnaire distributed through e-mail or personal visits to companies. Out of the sample, 70 % of the companies have a moderate knowledge and usage of e-HR and a 30 % have a very high knowledge .The role played by HR professionals also changed from “Administrative Expert” to “Strategic Agent”.
In this study, an attempt is made to find out the background of the e-HR adoption in the Sh Lankan context and its impact on the role of the HR professionals. 70 % of large scale businesses in Sri Lanka have adopted a moderate level balance beyond that point. At the same time, budget allocation for this adoption shows an improvement of usage within the year 2010-2012. If an organization is going to adopt this, first of all they must evaluate employee attitudes, organizational characteristics, culture and the way of collaborating those with HR and IT. This adoption should not be done in an ad hoc way. It should be planned and implemented in the proper manner. An organization should identify the suitability of the select software through cost and benefit analysis, because it critically affects the post performance of the whole system. The adoption of e-HR by HR professionals will make a significant change in their roles by making them strategic partners in business.
ITALIAN NPOs: LEADERSHIP, ORGANIZATIONAL CULTURE AND HRM
Cortini, M., & Benevene, P. (2010) State That Italian NPOs’ organizational culture is action-oriented and self-referral, not knowledge-oriented. Training is not considered as a tool for strategic management of HR. Senior managers are mainly self-taught and lack adequate competence on HR management. Organizational culture does not help the development of human capital as it neither uses structured procedures to select the best candidates, nor develops a training programme based on the organizational specific needs. The group approached is a convenience sample, not a statistical representative sample. The paper suggests that intellectual capital can be an effective tool to address Italian NPOs’ self-referential knowledge and overcome their gaps in strategic management of human resources. NPOs’ senior manager training has rarely been addressed; in addition, the adopted methodology triangulates different qualitative techniques of analysis.
In terms of structural capital, NPOs’ organizational culture definitely privileges knowledge gained from direct experience. In fact, the most recurrent criteria to select senior managers are seniority within the same organization and the experiences gained in the same field of intervention. Organizational culture of Italian NPOs considers the training needs to be deeply different from those of for-profit and public organizations. The way organizational culture of NPOs conceptualize their different needs compared to for-profit and public organizations appears to play a key role, as it seems to underestimate the relevance of adapting practices and techniques of management that have already (successfully) been adopted by their counterparts, such as selection criteria and procedures. Nonetheless, in spite of recognising the importance of training, the representation of it is largely unclear and seems to consider it a way for updating professional skills, rather than a tool for developing human resources.
MANAGEMENT BY VALUES: FOR SHRM IN CHINA
Zhang, Y., Dolan, S., & Zhou, Y. (2009) State that the prototype version of management by values (MBV) was first introduced over decade ago by Garcia and Dolan (1997). This concept was developed over the course of many years of research on culture and values. The introduction of MBV was proposed as a development and further extension of earlier models of management (i.e. Management by instructions (MBI) and Management by objectives (MBO) . As a management philosophy and practice, this latest proposed model is becoming a principal driver for developing sustainable, competitive and more humane cultures .
Introducing the cultural value aspect into strategic management of human resource satisfies the needs to have a more general view of this functionality, which has been self-criticised by HR scholars for its limitation. Additionally, Baron and Kreps (1999) indicated that the true strategic perspective of human resource management needs to be taken care at the general management level, this proposal guides SHRM scholars to continue the journey in this line of contribution to strategic management.
GMHRM And SFHRM
Patrichi, M. E. (2015) State that this is more obvious in the human resource domain than in any other area. In the competition to recruit and retain quality personnel, the military organizations should strategically align the human resource management to the overall strategy. The challenges are greater for the Special Forces because the need for a rigorous selection process to recruit from within the military. The rift already in place between the conventional military and the Special Forces need to be overcome to transform the strain relationship into a positive sum game.
Finding a balance between external and internal factor require for the military organization, and even more for special force, to employ strategically the human resource management system. Understanding the subsystems and the functions performed by those subsystems and the differences between corporate HRM and military HRM is a must if military organizations want to successfully recruit and retain quality personnel in the open labour market.
EM , HRM , GHRM
López-Gamero, M.,D., Tarí, (2021) ET AL State that the literature on human resource management (HRM) and environmental management. Moreover, the paper shows the role that green human resource management (GHRM) plays in environmental management activities. This article examines the main relationships between human resource management and environmental strategy, emphasizing reciprocal influences. Moreover, the main human resource practices used in the literature are examined. In addition, methodological approaches that can be appropriate to advance the study of the link between human resource management and environmental strategy are proposed. Ideas for future research are also provided. As the role of human capital in implementing environmental management is a mature field of research, a new topic known as green human resource management has emerged. We examine studies that analyze both the relationship between general human resource management and environmental strategy and between green human resource management and environmental strategy.
Conclusion :
According To Data HRM Is Essential Because It Helps Companies Utilize Existing Human Resource , Increase Employee Productivity , And Determine Employee Needs.
HRM Is Important For Achieving Long-Term Success.The Important Of Human Resources As A Distinct Competitive Advantage Has Grown.
In Conclusion , Due To Many Challenges That Are Facing Human Resource Departments , There Is A Need For Organizations To Adopt Correct And Workable Policies That Will Not Only Ensure They Alleviate These Challenges But Also Develop Machanisms Of Dealing With Such Chanllenges In Case They Occur In The Future.
References :
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