SHRM: Progress and Return

6th ASOS Congress International Social, Human and Administrative Sciences, 2019

In this study, SHRM is related with HR systems. Further, This study relates strategic HR with finance theory, with ROI. ROI makes HRM have impact on financial performance. HRM may affect firm performance through HR investments. Return on Investment (ROI) of HR might be organizational behaviours (OBs). Many studies prove that HRM results with OBs. HRM means investing people. Thus, ROI of HR might be organizational behaviours. Application of HR develops positive organizational behaviours on employees, such as citizenship behaviours, commitment, satisfaction, organizational justice, etc. OBs affect firm performance via human capital’s attitude and behaviours. Human capital is related with job performance, and including knowledge, skills and experience of employees. Human capitals work for critical positions in organizations. SHRM is relation between HRM and firm objectives. HRM is interested with employee performance. When it is involved with firm objectives, it is defined as SHRM. HRM is related with organizational performance, while Wright and McMahan (1992) related with firm performance. Consequently, HRM may affect organizational performance via OBs. Because practicing HRM in organization results in developing various OBs, such as organizational commitment, justice, citizenship behaviours, engagement, etc. Therefore, 3rd definition of SHRM includes HR system and ROI. For example, Huselid (1995) explores impact of ROI on financial performance of firm. Thus, ROI might be considered as a factor affecting firm’s financial performance. According to Tüzüner (2018), ROI concept may be applied for financial and nonfinacial results. Employment relations, for example, are nonfinancial indicators. How does HRM contribute to firm performance? Literature studies discusses that argument. HRM may contribute to firm performance via OBs. Because OBs increase job performance. and job performance and OBs have impact on firm performance. Outcomes of HRM are organizational behaviours. OBs develop effective job performance. Therefore measurement issue of HRM is associated with OBs and job performance.

Management Studies, 2020

This study explores mediating role of human capital between strategic human resource management (SHRM) and firm performance. Some HR scholars, such as Takeuchi, Jiang, and Boon found mediating role of human capital in this relationship. Human capital is firm's stock of skills and knowledge. This employee-specific skill enhances task performance and firm performance consequently, because knowledge, skills, and abilities (KSAs) of employees increase task performance. Plenty of empirical research found numerous mediating variables in SHRM-performance relation. However, obvious mediating factor is not understood yet. In 1990s, behavioral perspective, resource-based view, ability, motivation, and opportunity (AMO) framework, and social exchange theory are accepted as mediators by HR scholars. Nowadays, HR systems are accepted as current mediator between HR and performance. This study theoretically discusses human capital theory as mediating variable. Furthermore, this study aims to discuss progress of strategic human resource management in Turkey. Turkish firms do not apply SHRM theory in their organizations yet. This study proposes that firms may adopt personnel human resource management (p-HRM) model to progress SHRM. According to p-HRM model, HRM department applies personnel management and human resource management together to develop employee's performance. Therefore, in HRM department, there must be HR manager, personnel supervisor, and strategic HR director. HR manager becomes manager of the HRM departments; the others are become subordinates.

International journal of health sciences

The goal of this article is to look at the effect that human resource management methods have on an organization's performance. Human resource management methods are crucial to employee retention and organizational performance improvement. This paper establishes a conceptual framework that is then validated by a panel of researchers. Nowadays, a significant deal of research is being undertaken on human resource practices. Though research on performance in human resource management strategies is few, it is gaining popularity in other fields.

SHRM THESIS Proposal , 2023

The focus of this study is the impact of strategic Human Resource Management on Organizational performance. The aim of strategic human resource management is to improve organizational performance through the management of people. The organizations need to effectively and efficiently manage their human resources in order to achieve the desired goals and objectives. The attainment of the goals and objectives translates also in better performance (corporate, financial, etc.). Therefore, the issues raised in this study is the approach used by organizations to manage their human resources and to check if strategic human resource management help to meet the requirements, the goals and objectives of the business organization. The aim of this study is to establish the potency of human resource management in an organization, to ascertain the correlation in strategic human resource management practice and organizational performance, to investigate the interrelation of strategic human resource management exercise and organizational performance and to explore the relationship between these strategic human resource management practices and numerical difference. Sources of information for the study were obtained from questionnaire responses, books, seminar, and journals. The discovery of the study is based on the analysis that: there is a beneficial link between strategic human resource management (recruitment, appraisal, training, etc.) and an organizational performance. There is a remarkable correlation of output per employee and strategic human resource management. There is an association between profit per employee and strategic human resource management. There is a beneficial and remarkable relationship linking strategic human resource management and the overall enhancement of organizational operation. The following recommendations were made on the basis of the above; 1. The role of trust towards achieving service delivery should be addressed. 2. Management should accept a service orientation for an employee in order to meet their professional standard. 3. Human resource management should be made an element of learning at all levels. The study presumes that human resource management is concerned with all the areas of an organization in order to obtain the needed skill and will-motivated workforce in organizations so as to achieve organizational performance.

Journal of Management and Economic Studies, 2022

Aim of this study is to discuss implementation method of SHRM in organizations. Study suggests strategic HR Director position in organizations to implement SHRM. Because PM and HRM are already implemented by firms, while SHRM is not in practice yet. Strategic HR Director might be the methodology for implementation of SHRM. Methodology of this study is systematic review. Hence, study carefully scanned well-known field researches written by well-known HR scholars. In systematic review methodology, authour pose out a research question and it answers this question by field studies and HR scholars. Main research question of this study is whether strategic HR Directors put SHRM into practice in organizations. Major defense is, managers carry firms to organizational goals. Job responsibilities of the director are talent management and HRM systems. Both responsibilities cover managers and career plannee. Furthermore, talent manager, PM division, and SHRM division are operate inside HRM department. That may create matrix organizational structure at organizations. Because there may be two authouroties about SHRM field in organizations.

The Oxford Handbook of Human Resource Management, 2009

The search for causal links between strategic HRM and business performance has dominated both academic and practitioner debate for over two decades. This article poses fundamental questions such as what is meant by performance, how an HR system is to be configured, how the causal chain between HR practices and performance outcomes is to be modeled, and what this means for research in the area. Most importantly, it challenges what we mean by human resource management. Recent research is reviewed to argue that culture, leadership, line manager behaviour, and operational management all need to fall within this area of interest. Before getting into the substance of these points, the article says something about the type of problems that have bedeviled research in the area.

The purpose of the study is to investigate the influence of HRM practices on employees' job satisfaction. To conduct this research, 80 respondents from 20 private commercial banks of Sylhet region of Bangladesh were surveyed conveniently through a structured questionnaire; then the responses were analyzed by conducting a test of hypothesis, correlation and regression analysis using SPSS software. Correlation analysis reveals that HRM practices have a significant relationship with job satisfaction, besides regression analysis shows that the five factors of HRM practices depicted in the model explains about 57.3 percent of job satisfaction among the bank employees and have a positive influence on their job satisfaction. It has also been found that work-life balance practices (WLBP), compensation and reward (CNR), recruitment and selection (RNS) have the most influence on job satisfaction (JS).Thus findings of this study will provide new insights to the bank managers about the way to ensure job satisfaction of employees and thereby to boost their commitment and performance.

International Journal of Academic Research in Accounting, Finance and Management Sciences, 2016

This study was conducted to determine the impact of HRM practices on employee's performance in the Textile industry of Pakistan. Random sampling technique was used to collect data for this research study. A questionnaire based on 34 items was distributed among 68 employees of textile industry for data collection. To check the association between HRM practices and employee's performance, Pearson correlation statistical technique and regression analysis was applied on the data. The results indicate that HRM practices Compensation, Career Planning, Performance Appraisal, Training, and Employee Involvement have a positive impact on employee's performance. Hence, it is proved that independent variables contribute positively towards change in the dependent variable.

This study has been developed to endeavor the relationship between seven Human Resource Practices (job analysis, recruitment & selection, adequate job training facilities, opportunities for career development, compensation & benefit, managerial relationship with employees and degree of employee participation in decision making) and their tentative impact on employee retention and firms’ performance. The research was carried out with a sample size of 200 non-managers and 50 top level managers of 25 public and private corporate firms in Bangladesh. Data have been collected through a detailed structured questionnaire from the respondents. Judgment sampling method has been used to recruit the respondents. Results after careful statistical analysis revealed a very interesting and unusual conclusion. It indicated that there is a positive but insignificant relationship between job analysis, management-employee relationship and participation in decision making with employee retention. The other four independent variables, recruitment & selection, job training facilities, career development and compensation & benefit have negative relationship with employee retention. Among them, job training and compensation & benefit has strong negative relationship with employee retention. On the other hand, job analysis, management-employee relationship and participation in decision making have positive relationship with firm performance. Among them, management-employee relationship has significant and participation in decision making process insignificant positive effects on firm performance.

The process of hiring and developing employees so that they become more valuable to the organization.