Strategic Human Resources

Purpose -The purpose of this paper is to give a state-of-the art overview of the Job Demands-Resources (JD-R) model Design/methodology/approach -The strengths and weaknesses of the demand-control model and the effort-reward imbalance model regarding their predictive value for employee well being are discussed. The paper then introduces the more flexible JD-R model and discusses its basic premises. Findings -The paper provides an overview of the studies that have been conducted with the JD-R model. It discusses evidence for each of the model's main propositions. The JD-R model can be used as a tool for human resource management. A two-stage approach can highlight the strengths and weaknesses of individuals, work groups, departments, and organizations at large. Originality/value -This paper challenges existing stress models, and focuses on both negative and positive indicators of employee well being. In addition, it outlines how the JD-R model can be applied to a wide range of occupations, and be used to improve employee well being and performance.

Although there is a consensus that Strategic Human Resource Development
(SHRD) can play an important role within organisations, the ways in which it is
operationalised during periods of business and economic uncertainty and complexity remains under-researched. This research explores the adoption and maturity of SHRD in Greek banks within the challenging context of the economic crisis. It examines how SHRD is perceived and operationalised within both financial institutions through the respective lenses of different HRD stakeholders. It further identifies the factors that can constrain or facilitate the adoption and maturity of SHRD in organisations. A modified SHRD framework (with its set of strategic characteristics) is proposed so to assess and evaluate SHRD maturity in both organisations.
The study draws upon qualitative research data from two case studies, reporting
on 76 semi-structured interviews with HR staff, branch managers and front-line
employees, complemented by documentary analysis. Research data was interpreted
through a pre and post-crisis assessment so to allow for an in-depth investigation into  people’s perspectives on the understanding and maturity of SHRD over time. Research evidence highlights the complexity being attached to stakeholders’
 understanding of SHRD, with their perceptual contradiction to be noticed. There is also mixed evidence on the employment of the strategic criteria, and of their respective indicators, in both cases. However, a striking observation suggests HRD practices being proved “environmentally-integrated” (fully aligned with new business objectives, besides their short-term orientation) in terms of their responsiveness to the constantly changing business environments. Finally, economic crisis has been identified as the major impeding factor of SHRD, with other factors to follow.
The thesis’ original contribution derives from applying a modified SHRD
framework within the challenging context of an economic crisis (thus addressing previous models’ limitation of being assessed within “static” business and economic environments). The study also advances qualitative research through its adopted methodological approach (case study research strategy, before-and-after research design, multi-constituent research perspective). Finally, it contributes to SHRD literature by extending a large amount of knowledge within a different/specific
industrial and national context.

Purpose – This paper aims to unfold the path of how the complexity of culture issues leads to a rising pressure for paradigm changes in the research on culture in international management. In terms of academic debate about culture, the crucial paradigm shift has not yet happened. Research and writing are still dominated by a mechanistic-rational approach which does not quite know to handle cultural phenomena which by nature are mutuable, often transient and invariably context-specific. Rising pressure is observed for paradigm changes through three main trends: integration of West-East dichotomy, coexistence of convergence and divergence; and dynamic vs static perspectives. It is argued that the unresolved debate on the culture construct and its measurement, the epistemological stance by researchers and associated methodological choices in culture studies reinforce these trends pressuring for a paradigm shift. Design/methodology/approach – This paper reviews the knowledge based on culture studies to establish the contributions of culture studies in international business and the foundation of its knowledge base. The conceptual foundation of culture, its multi-level and multi-dimensionality and critical issues in research epistemology and methodology are analyzed to discuss emerging trends in the process of an imminent paradigm change. Findings – By unfolding the nature of abstract and high-order definition of culture, the focus is on deciphering the complex construct and multi-level and multi-dimensionality in measurement, which, in turn, interact with the epistemology of culture researchers and the choice of methodology used to carry out culture studies. Eventually the interaction of the three studied elements drives the proposed three paradigmatic changes in the evolving business environment. Research limitations/implications – The identified trends in existing culture research keep the importance of culture studies in international business management thriving as we point to their relevance for the envisaged paradigm shift. Practical implications – The three paradoxes discussed challenge researchers who aim to contribute to the knowledge base of culture in international business. In addition, the debate cannot be ignored by international business managers as culture is a key informal institutional driver that influences international business performance. Originality/value – The review of the knowledge base on culture studies in management contributes to a better understanding of the envisaged paradigmatic shift of the discipline. The debate on the complexity of culture studies is extended to three tendencies for potential paradigmatic change, with implications discussed to suggest future research.

Endlessly changing business and economic landscapes urge organizations to become resilient to ensure business survival and growth. Yet, in many cases, business world is becoming turbulent faster than organizations are becoming resilient. Relevant research indicates the ways through which organizations could respond to unforeseen events, mainly through suggesting that individual and group resilience could lead to an organizational one. However, research is nascent on how particularly human resource development (HRD) resilience could be
built, and thus to contribute to organizational resilience as well.Within
today’s business uncertainty and complexity, HRD resilience comes in
line with the developmental strategies of organizations. Therefore, the
purpose of this perspective article is to set the foundations of the term
(HRD resilience) in order to initiate a dialogue around its ability tomake
a substantial contribution to organizational practice, and thus to be
seen as a new ‘success element’ of organizational resilience.

This integrative literature review reports on strategic human resource development (SHRD) models that examine the strategic embeddedness of HRD (SHRD maturity) in organizations. A review and critique of all existing SHRD models is provided, exemplifying their limitations and building upon their strengths to inform a modified SHRD framework. The latter suggests an enhanced set of strategic components to assess SHRD maturity. This article further outlines how SHRD aspirations can be practiced within complex, dynamic, and continually changing business and economic environments. The SHRD literature is advanced by new insights on how HRD scholars and practitioners could assess and enhance the maturity of their HRD interventions in the context of constantly changing (dynamic) environments. The modified SHRD framework further contributes to the academic literature with its enhanced set of strategic characteristics, as well as with its SHRD pointers, all of which can offer a better evaluation of SHRD maturity during periods of business and economic complexity and uncertainty.

Human Resources is such an important part in an organization, includes regional government organization. This research used a comparison method between actual condition and Human Resources management ideal in strategic management perspective of Human Resources. The result is, so far, the management of Human Resources in regional government is still administrative and did not reach the strategic management of Human Resources, yet.

Constantly changing business and economic environments have challenged organizations to rethink the crucial role of their human resource development (HRD) policies and practices in relation to individual and organizational competitiveness , change and growth. Being proactive/strategic, in HRD terms, corresponds to the concept of strategic HRD maturity, a state evidenced by a specific set of strategic characteristics , but research into this concept within the challenging context of the economic crisis is limited, as is research into employees' perceptions of it. Previous research has been applied mostly within 'static' business and economic environments , with much of the existing strategic HRD models neglecting employees' perspectives. Semi-structured interviews were conducted with 42 bank employees in Greece, with the aim of examining their perceptions of strategic HRD before and after the global financial crisis. The study raises important questions for both HRD academics and practitioners because its findings indicate a setback in the development of HRD. Whilst there were a few contradicting perceptions, the dominant employee view was that strategic HRD was a theoretical notion rather than an organizational reality.

Research is conducted to identify impact of adopting Strategic HRM on HR outcomes (i.e. job satisfaction and organizational commitment) and performance measures (i.e. organizational and, individual performance) in order to the fill empirical gap in developing economy’s context. Cased based survey approach has been adopted to retrieve the evidence from companies. Three organizations are studied in depth to identify the evidence about strategic role of HRM. Objectivism has been adopted to test ontological assumption whereas positivism has been incorporated to test the epistemological assumption to prove the nature of reality about Strategic HRM. Results depict that effective Strategic HRM adoption can help companies to enhance the work attitudes’ of staff along with company's performance. Study has extended universal perspective of Strategic HRM. Study accepts that HR paradigm is shifting in to prove HR as strategic business partner in developing economies. Results reveal that Strategic HRM is positively associated with HR outcomes and performance measures and varies between companies of different sizes. Practitioners are encouraged to adopt Strategic HRM with the trust that company’s performance will be improved by addressing the HR outcomes. Thus companies that align HR function and practices perform better and produce satisfied and committed employees for enhanced individual and organizational performance in developing economies like Pakistan.

Title: Which changes are needed in the hiring objectives, the hiring-decision-making-process and criteria for determining the most qualified candidate so that more disabled applicants can get hired despite lacking essential job functions while improving the employer's economic and commercial productivity, profitability and competitiveness by reassigning job tasks to more suited employees; thus, reflecting the changes in their job-skill ranking? Project goal: Increase the number of disabled and handicapped lacking essential job functions to get hired by replacing the currently used job-description-based hiring criteria for making hiring decisions with new task-based employee-centered hiring criteria because they are based on the whole company's performance; thus, causing the employer's productivity, profitability and competitiveness to improve much more compared to current common hiring decision making practices. Abstract: Hiring decisions can be risky. How much can employers save by better understanding the motivations and objectives of each applicant? How much time and expertise should be invested in getting to know each applicant? Will such efforts raise the return on investment? What are the shortcomings and deficits of the criteria to evaluate, compare and rank applicants? How do they need to get changed to reflect the shift in the relative order of job skills between employees when the composition of the team (total of all employees) changes by hiring, firing or replacing? A job description combines tasks and steps to a random set of job responsibilities. But could their be better ways to bundle tasks together and to look for the most qualified applicant for this particular arbitrarily defined task bundle? Could the employer benefit from regrouping all small tasks, which a company must perform, by changing which and how many small job tasks will be bundled together in different job descriptions? And if so, how can reassigning each little tasks from different jobs to the most suitable employee (task-centered approach) instead of looking for the most qualified applicant for a particular job (job-centered approach) help in improving productivity and profitability? How and why will the new task-centered approach help to increase the workforce diversity more than the job-centered approach? How can reassigning tasks help disabled and handicapped lacking essential job functions to get hired anyways? How can employers benefit from not only looking for the most qualified applicant for any particular job (i.e. arbitrarily bundle of tasks and steps) Why does the task-centered based hiring decision benefit employees, employees, applicants and disabled job-seekers more than job-centered based hiring decisions? What are the benefits to seek the best employee for each task (task-centered) instead of the most qualified applicant for a particular jobs? How can employers benefit from a paradigm shift replacing the job-centered with the task-centered hiring

This paper gives account on socio-cultural changes, the
territorial dispute and the different conceptions of the good life
that we find among the indigenous peoples Tojolabal, Tseltal and
tsotsil who live and have colonized Selva-Chiapas border region.

El documento gira sobre la propuesta de Plan de Trabajo que presentó, a la Junta Directiva de la Universidad de Quintana Roo (Mexico), en Julio del 2015, el aspirante a Rector  Dr. Xavier Gamboa Villafranca.  Esta entrega se realizó para registrarse como aspirante;  a su vez, este paso es integrante del proceso de nombramiento del rector para el cuatrienio que va, del 16 de agosto del 2015 al 15 de agosto del 2019.  El documento tiene un extenso adendum, conteniendo cartas (de motivos de de declaración de no haber sido sancionado por actos contra la legislacion univesitaria), biografía pública internacional, curriculum vitae resumido e in extenso, convocatoria para participar en la designación de este fncinario.

Research is conducted to identify impact of adopting Strategic HRM on HR outcomes (i.e. job satisfaction and organizational commitment) and performance measures (i.e. organizational and, individual performance) in order to the fill empirical gap in developing economy's context. Cased based survey approach has been adopted to retrieve the evidence from companies. Three organizations are studied in depth to identify the evidence about strategic role of HRM. Objectivism has been adopted to test ontological assumption whereas positivism has been incorporated to test the epistemological assumption to prove the nature of reality about Strategic HRM. Results depict that effective Strategic HRM adoption can help companies to enhance the work attitudes' of staff along with company's performance. Study has extended universal perspective of Strategic HRM. Study accepts that HR paradigm is shifting in to prove HR as strategic business partner in developing economies. Results reveal that Strategic HRM is positively associated with HR outcomes and performance measures and varies between companies of different sizes. Practitioners are encouraged to adopt Strategic HRM with the trust that company's performance will be improved by addressing the HR outcomes. Thus companies that align HR function and practices perform better and produce satisfied and committed employees for enhanced individual and organizational performance in developing economies like Pakistan.

Non-governmental organizations are facing a competing demand of providing high-quality services in front of reduced funds. Good management contributes positively to use their resources efficiently.
This report centers on the importance of Human resources practices to provide the perception of how HRM relates to organizational performance. The paper investigates how the HR programs and HR practices have the potential, to contribute positively to performance and facilitate organizational effectiveness. It provides further insight into strategic orientations that enhance employee skills and motivation.
These are considered significant means for coping with challenges, particularly in challenging economic, political and social environments.

One of the factors that determine the success of the company is human resources. So the key to winning the competition in an industry is the availability of human resources who have excellent competence. Therefore, companies need to carry out continuous and planned HR competency development based on the results of the development needs analysis and job analysis. In addition, companies need to know the factors that can affect employee competence, such as the selection system and training program. By paying attention to these factors (the company will directly improve the ability of its human resources) Improving the ability of human resources will obviously improve the quality of work. The better the quality of work produced by employees, the more impact on overall performance improvement. The research model was tested at PT. Djarum. Selection of PT. Djarum as the object of research because the company's vision is to be the largest in terms of sales value and profitability in the cigarette industry. The research sample is based on purposive sampling with Criteria (1) employees of PT. Djarum position as supervisor and above and (2) has worked at least 5 years. Criteria Based on these criteria, a sample of 177 people was obtained. The analytical techniques used are (1) Confirmatory Factor Analysis on SEM which is used to confirm the most dominant factors in a group of variables and (2) Regression Wefglit on SEM which is used to examine how big the relationship between variables is. The NRE used is AMOS 4.01. The results of the study provide empirical evidence that to improve employee competence, companies need to pay attention to factors such as the selection system and training program. Therefore, the strategy set to improve performance and deliver PT. Djarum as a market leader in industrial factors is focused on competence and the factors that influence it and the desired quality.