scholarly journals Strategic Human Resource Management in the Afghanistan Ministry of Mines and Petroleum: A Network Perspective

2019 ◽  
Vol 11 (14) ◽  
pp. 3830
Author(s):  
Latifi ◽  
Lim
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Human Resources Management ◽  
Public Organizations ◽  
Strategic Human Resource Management ◽  
Organizational Level ◽  
Strategic Hrm ◽  
Strategic Role ◽  
Decision Making Processes

The focus of this paper is to examine the strategic role of human resource (HR) management in organizational level goal-setting and decision-making processes and to determine how the Human Resources department collaborates with other departments or outside organizations to execute its practices both within and outside the Afghanistan Ministry of Mines and Petroleum (MoMP). In this study, social network analysis (SNA) is utilized to analyse the formation of networks for each practice of human resources management (HRM) in the Ministry of Mines and Petroleum. This research has found that although public organizations in Afghanistan lack a modern administrative system due to the unsuccessful implementation of administrative reform, some features of strategic HRM are apparent in the current HRM within public organizations in Afghanistan, particularly in the MoMP. This finding provides insight into the strategic HRM concept, which can contribute more than traditional HRM to improving the sustainability of the MoMP.

scholarly journals MENADŽMENT I PLANIRANJE LJUDSKIH RESURSA / MANAGEMENT AND PLANING HUMAN RESOURCES

2016 ◽  
Vol 11 (1) ◽  
Author(s):  
Biljana Panić ◽  
Jana Cvijić ◽  
Nada Petrović
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Strategy ◽  
Practical Knowledge ◽  
Human Resources Management ◽  
Organizational Level ◽  
Resources Management

The importance study shows is based on the possibility of a company that through proper human resources management strategy achieved an increase in effectiveness and efficiency, and therefore the productivity of business in the conditions of high competition. Strategic management of human resources is an important part of the sphere of management, and is based on a theoretical - practical knowledge in the field of work psychology. Human resource management can significantly influence the behavior of employees, their attitudes and success. People, their skills, knowledge and information are the characteristic of the each organization and can not be copied. It must be borne in mind that human resource management can fail if the pursuit organitzacija hire the wrong people, or if they are not motivated enough to their employed. Human resources management strategy needs to be aligned with the company’s strategy. Basic objectives and methods of human resource management needs to ensure the success of the company. Human resources management strategy has an important operational and managerial function carried out by managers of human reusrse. Management Strategy managers are determined by the quality of employees and their potential. The objectives of human resources management in the organization is directly related to the individual indicators work and results achieved by the employees. From the quality of motivation and stimulation of employees rise to its productivity, loyalty and quality of work. At the organizational level, human resource management strategy should be aimed at increasing the level of average productivity, improving quality, improving working conditions. Planing human resources is achieved competitive strategy of the organization. All of that contribute the most to employees and their productive possibility.

The Role of Human Resource Management in Agriculture Sector Enterprises

2020 ◽  
pp. 378-400
Author(s):  
Nemanja Berber ◽  
Agneš Slavić
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
World Wide ◽  
New Technologies ◽  
Human Resources Management ◽  
Practical Implementation ◽  
Agriculture Sector

Agribusiness firms are faced with several challenges like globalization, internationalization of business, the introduction of new technologies, especially the digitalization process, higher competitiveness of foreign agribusiness firms, etc. One of the very important challenges is the effective management of human capital. Although it is one of the most important management activities in each firm, human resource management (HRM) in the agribusiness sector is still unexplored in terms of scientific research and practical implementation. This chapter explores the nature and specifics of human resources management in agribusiness enterprises, and presents the practice of the basic and most important HRM activities in agribusiness firms in Serbia, on the example of 12 organizations that were investigated. The methodology used in the research is based on a theoretical investigation of available literature and data from worldwide databases but also from Cranet project, one of the largest and well-known, world-wide HRM projects.

Teaching Human Resources Management Using SAP

2011 ◽  
pp. 129-137
Author(s):  
Satish P. Deshpande ◽  
Andrew Targowski
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Enterprise Resource Planning ◽  
Employee Performance ◽  
Human Resources Management ◽  
Resource Planning ◽  
Resource Information ◽  
Strategic Role ◽  
College Of Business ◽  
Business Curricula

Information technology has become a critical component for human resource (HR) profes-sionals. Human resource information systems (HRIS) have helped many HR departments automate routine processes, eliminate unnecessary work, and play a strategic role in driv-ing employee performance. Many IT ?rms are now forming alliances with universities to popularize their products. This chapter ?rst investigates the utility and the choice of vari-ous HRIS options available to an organization. Next, it evaluates the utility of universities forming alliances with enterprise resource planning (ERP) ?rms to enrich their business curricula. Finally, the experiences of a college of business at a large university in Midwestern United States with the implementation of IT in the Human resource management (HRM) curriculum are examined.

scholarly journals Recruiting digital talent: The strategic role of recruitment in organisations’ digital transformation

2020 ◽  
pp. 239700222095273
Author(s):  
Phyllis Messalina Gilch ◽  
Jost Sieweke
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Absorptive Capacity ◽  
Digital Technology ◽  
Digital Transformation ◽  
Target Group ◽  
Sensory Organ ◽  
Resource Base ◽  
Strategic Role

Recruitment plays a central role during digital transformation because companies in many industries need to hire employees who possess IT-related knowledge, skills and abilities to digitalise their products, services and processes. However, extant research so far mainly has focussed on the use of digital technology in recruiting processes and its outcomes, whereas strategic aspects have received little attention. Based on 26 interviews with recruiters in 22 organisations, this study examines the interplay between recruitment and digital transformation beyond the use of digital technology in recruitment, focussing on more strategic aspects. The study examines recruitment’s role in organisations’ digital transformation. We found that the recruitment of digital talent as a new target group triggers change within the company, and does so in three ways: First, recruiters have realised the necessity to adapt their measures and processes to the new target group. Second, recruiters have developed a new self-understanding. Third, recruiters have recognised the need to support the organisation’s digital transformation by taking on a bridging function. Our study makes two contributions: First, we identified two new roles for recruitment during digital transformation: It acts as a ‘sensory organ’ that enhances the organisation’s absorptive capacity; and it takes on the role of a ‘mediator’ between external and internal groups. Second, this study builds on the human resources (HR) literature by analysing the strategic implications that digital transformation imposes on recruitment, highlighting recruitment’s part in renewing an organisation’s human resource base, which is crucial for its digital transformation.

scholarly journals Human Resource Management and Quality Assurance System to achieve Competitive Advantage

2021 ◽  
Vol 4 (1) ◽  
Author(s):  
Salim Keffane ◽  
Hocine Bachioua ◽  
Ahmed Zerzour
Keyword(s):  
Quality Assurance ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Human Resources Management ◽  
Quality Assurance System ◽  
Assurance System

This study aims at the role of human resources management and quality assurance system to achieving the competitive advantage for the organization. Human resource management are the most important component among the organization's components, because, even an organization owns all other resources (materials, financial, technological) without the appropriate, skilled and experienced human resources, failure will be the expected result. Addressing By the Mobilis Telecom company, the study and through exploring the recruitment resources and methods that used by the company, in hiring the best employees, and the role of these methods in achieving the competitive advantage in Telecommunications sector. The findings of the study were that the company success in the recruitment process was rely on the employment agencies, firstly and on the universities, secondly. Also the company aimed on maintaining quality assurance system through recruiting method that based on Telecommunications experience and advancement in studying. In order to achieve the competitive advantage, the Company focused on innovation and creating new products and services for its clients. The statistical analysis proved that there is a strong relationship between recruitment resources used by the Company and achieving the competitive advantage, Also a relationship between the quality assurance system of the employees and the ability to gain the competitive advantage.

scholarly journals THE ROLE OF HR AUDITING IN INCREASING THE LEVEL AND POTENTIAL OF HUMAN RESOURCES MANAGEMENT

2020 ◽  
pp. 114-115
Author(s):  
Shukhrat Sattarov
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Resources Management ◽  
The World ◽  
Management And Development

In the recent years, the world has undergone many positive changes and reforms in the field of human resource management and development. There is a growing tendency for organizations to view their employees as a revenue-generating resource. In this regard, changes are taking place in the world, especially in our country, and new terms are being used in the lexicon. Transitioning to a new stage of activity, open, transparent mechanisms of recruitment and hiring are being implemented.

scholarly journals The Link between Operations Strategy and Human Resource Management for NGOs Working in Unstable Environments

2009 ◽  
Vol 4 (3) ◽  
Author(s):  
Ahmed Hassin
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Strategic Human Resource Management ◽  
Operations Strategy ◽  
Operational Environment ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management

This article discusses the link between operations strategy and strategic human resources management for non-government organisations. Human resources are a great asset for NGO to plan and implement their operations strategies. The article shows how HRM should be proactive and responsive to any changes in the operational environment. Strategic human resource management could lead to organisation’s competitive advantage. It also enables more effective stakeholder interaction and leads to better efficiencies in implementation of operations strategy. Strategic HRM can create multi-skilled staff, who can easily be tuned to implement various activities. IT and HR are intrinsically linked in execution of operations strategy. The example given from Iraq about NGO staff operating in unstable context shows how HRM should be proactive and responsive to meet operations targets.

scholarly journals The Impact of Modern Models on Strategic Human Resources Management on Promoting Organizational Agility for Institutions, Analytical and Descriptive Study: أثر النماذج الحديثة لإدارة الموارد البشرية الاستراتيجية على تعزيز الرشاقة التنظيمية للمؤسسات: دراسة تحليلية وصفية

2020 ◽  
Vol 4 (11) ◽  
Author(s):  
Maha Mohammad Al- Rakhis, Fatima Mohammad Al- Rakhis
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Strategic Human Resource Management ◽  
Organizational Agility ◽  
Resources Management ◽  
Strategic Human Resources ◽  
The Impact

The study aimed to identify the impact of modern models of strategic human resource management on enhancing organizational agility for institutions, and by relying on the descriptive analytical approach to the previous literature in this field through four hypotheses that were discussed, it was clear from the results of the study that there is a relationship between modern models of strategic human resource management on Strengthening organizational agility and validating the four assumptions, the study recommended preparing and implementing a human resources strategy based on the dimensions of the four models, aligning and amending human resource management policies in a manner that achieves facilitation and facilitation of wages Categories according to staff in the performance of the strategic models of human resources management, development work harmoniously with the organizational agility environment.

scholarly journals Theoretical principles of personnel management construction enterprises

2020 ◽  
pp. 11-14
Author(s):  
Oleh KRAMAR
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Personnel Management ◽  
Human Resources Management ◽  
Relative Effectiveness ◽  
Strategic Human Resource Management ◽  
Successful Implementation ◽  
New Production ◽  
Construction Enterprises ◽  
International Hrm

Human Resources Management (HRM), managing work and people to achieve their desired goals, is a fundamental activity of any enterprise or organization that employs people. HRM is the basis for their creation and development. There are a number of different HRM styles, ideologies, forms, and methods, but there are no universal models that can improve performance for each enterprise or enhance their relative effectiveness in specific strategic areas, such as the introduction of new production technologies, the use of advertising campaigns. or the purchase of real estate. However, it is impossible to question the necessity of the personnel management process itself, that is, rational attempts to organize work and manage people. The purpose of the paper is to outline the theoretical foundations of personnel management of construction enterprises. Over the last twenty years, the relationship between HRM and strategic management studies has deepened, significantly widening the socio-economic range and possible cause and effect. Getting acquainted with the scientific works of the founders on this subject allows us to distinguish three main areas: 1. Micro HRM - covers the subheadings of HR policies and practices that can be grouped into two main categories. 2. Strategic HRM deals with systemic issues and issues that have serious implications for the enterprise. 3. International HRM - less involved in the context of strategic human resource management, focused on HR management in multinational companies. In the construction field, the HRM is mainly focused on the adequate provision of projects with human resources with relevant experience, professional characteristics and the right skillsets for their successful implementation. Personnel managers should have the ability to identify and document project roles and responsibilities, developing planning with a detailed description of the intermediate processes required to complete the project (or projects) and identify its human resource needs. Construction, due to its specificity and versatility, is one of the most difficult areas for managing people. The operational realities faced by construction companies confirm the risks associated with the close relationship between employee needs and performance issues.

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