Investigating the Relationship between Strategic Human Resource Management and the Empowerment of Employees of Meli Bank Branches in Golestan Province

2018 ◽  
Vol 1 (2) ◽  
pp. 92-100
Author(s):  
Amirhasan Susaraie ◽  
Seyedeh Fereshteh Pakdaman
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Bank Branches ◽  
Golestan Province ◽  
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.

Strategic Human Resource Management: Perceptions among North Carolina County Social Service Professionals

2002 ◽  
Vol 31 (3) ◽  
pp. 359-375 ◽  
Author(s):  
Dennis Daley ◽  
Michael L. Vasu ◽  
Meredith Blackwell Weinstein
Keyword(s):  
North Carolina ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Sex Education ◽  
Social Service ◽  
Strategic Human Resource Management ◽  
Outcome Assessments ◽  
Employment Security ◽  
The Relationship

Strategic human resource management (SHRM) enhances productivity and the effectiveness of organizations. Research shows that when organizations employ such personnel practices as internal career ladders, formal training systems, results-oriented performance appraisal, employment security, employee voice/participation, broadly defined jobs, and performance-based compensation, they are more able to achieve their goals and objectives. Using a survey of North Carolina county social service professionals, this study examines (1) the extent to which strategic human resource management is perceived, (2) the relationship of these SHRM practices to demographic variables such as age, ethnic status, sex, education, supervisory status and tenure, and county population, and (3) the relationship between SHRM and outcome assessments for welfare reform (unemployment change and organizational report card measures). While SHRM practices are perceived to be present in North Carolina counties, they clearly are not a predominant feature. Weak demographic influences, especially in terms of population and supervisory status and tenure, are evident. Especially disturbing are the influences those demographic influences have on employment security. Few relationships are found (and those only weak) involving outcome assessments.

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