Expanding the concept of fit in strategic human resource management: An examination of the relationship between human resource practices and charismatic leadership on organizational outcomes

2018 ◽  
Vol 58 (2) ◽  
pp. 187-202 ◽  
Author(s):  
Elizabeth McClean ◽  
Christopher J. Collins
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Outcomes ◽  
Charismatic Leadership ◽  
Strategic Human Resource Management ◽  
Human Resource Practices ◽  
The Relationship

scholarly journals Human Resource Strategic to Maintain Waste Management in Organization

2018 ◽  
Vol 7 (3.20) ◽  
pp. 119
Author(s):  
Fadillah Ismail ◽  
Ainul Mardhiyah Nor Aziz ◽  
Wan Md. Syukri Wan Mohamad Ali ◽  
Halimah Mohd Yusof
Keyword(s):  
Resource Management ◽  
Waste Management ◽  
Human Resource Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Professional Conduct ◽  
Sustainable Competitive Advantage ◽  
The Relationship

The time constraint to concentrate on human resource management and lack of knowledge for the key strategic management of human resource would constrain the expand of the needs for its execution. The objective or motivation behind this study is to investigate the relationship and practice of strategic human resource management, the awareness of the exploration on strategic human resource management improves and professional conduct on waste management in organization. This investigation enhances to the logical group of research to fill the gap that as of now exists in organization. Waste management is chosen as the concentration of this investigation in relationship between strategic human resource management and sustainable competitive advantage. Thus, this research is important to manager’s level and academia for benefit table to business settings further enhancement.  

The strategic human resource management approaches and organisational performance

2019 ◽  
Vol 16 (2) ◽  
pp. 181-193 ◽  
Author(s):  
Adnan Iqbal
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Organisational Performance ◽  
Content Type ◽  
Starting Point ◽  
Creative Climate ◽  
The Relationship

PurposeDespite the strategic importance of the approaches, most of the approaches consider “internal fit” or “external fit”, and do not consider the role of creative climate. The purpose of this paper is to explore the relationship between approaches to strategic human resource management (SHRM) and organisational performance through a creative climate.Design/methodology/approachThis paper has divided into three parts. First, the paper explores the literatures on the constructs. Second, it examines the relationships between constructs dealt with in the literature. Third, the review identifies the gaps in the literature and describes future recommendations of research for this field.FindingsThis study can serve as a starting point for future research on the relationship between SHRM practices, creative climate and organisational performance in terms of financial, human resource and customer retention. Researchers and practitioners need to understand the relationship between the three constructs.Originality/valueThe paper helps managers need to design strategic HRM policies and practices that are aligned with creative climate and organisational performance. Furthermore, it helps scholars/researchers focus their research on the relationship between HRM approaches (universal and contingency approaches), organisational performance and examining the role of creative climate as a mediator to overcome its causal limitations.

A study on Influence of Strategic Human Resource Management on Performance of Organizations

GIS Business ◽  
2020 ◽  
Vol 14 (6) ◽  
pp. 1038-1049
Author(s):  
S.Ramalingam ◽  
N.Subburaj
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Dynamic Execution ◽  
The Impact ◽  
The Relationship

The Execution of association is getting progressively basic, especially in a market with increasingly noticeable contention and dynamic. Execution of association is estimated through different pointers. It guarantees the movement of the relationship to be engaged in an overall business focus. Customarily, the execution of Performance markers achieved through HR. HR is the key for keeping the relationship in the market so engaged. These HR ought to be directed effectively to achieve the necessary execution of the affiliation. It is imperative to manage intentionally the HR and to modify at its strategy with legitimate framework. The purpose of this audit is fixated on the impact of the indispensable organization of human resource in achieving progressive execution. This survey was coordinated in perspective on basic and discretionary sources. What measure of affiliations appears to be engaged in the market through achieving the execution pointers? How basic is the organization of HR in achieving legitimate execution? Along these lines, through the aptitudes, practices and mindsets would be depended upon by HR to achieve the necessary execution in the affiliation.

Chain Affiliation and Human Resource Investments: Evidence from the Restaurant Industry

2022 ◽  
Author(s):  
Tashlin Lakhani ◽  
Can Ouyang
Keyword(s):  
Human Resource ◽  
Organizational Outcomes ◽  
Strategic Human Resource Management ◽  
Restaurant Industry ◽  
Human Resource Practices ◽  
Organizational Routines ◽  
Long Run ◽  
Using Data ◽  
Random Survey ◽  
The Relationship

Drawing on organizational theory, agency theory, and research in strategic human resource management, this study explores how chain affiliation influences human resource (HR) investments using data from a nationally random survey of restaurant establishments. We propose that chain-affiliated units will make different investments in those areas of the HR system where chains establish superior organizational routines compared with nonaffiliated units. By contrast, we argue that in the absence of chain routines, ownership incentives will drive differences in human resource investments. Specifically, we find that franchisee-owned units focus more on cost reduction by underinvesting in human resource practices compared with company-owned units and independently owned units when organizational routines are not provided by the chain. We provide further support for our theoretical arguments using additional data on multiunit ownership and franchisor influence. Finally, we conduct supplemental analyses to explore the relationship between different human resource investments and two important organizational outcomes: employee turnover and customer satisfaction ratings from Yelp. Our results highlight the types of human resource practices that are important for service work and suggest that the provision of organizational routines can have important implications for the long-run success of chains and their units.

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