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The current financial crisis, which has engulfed East Asia since July 1997 and has subsequently spread to Russia and Brazil, is one of the most pressing challenges facing countries and businesses in today's global business environment. Development represents the structural making of the world characterized by the free flow of technology and human resources across national boundaries as well as the spread of Information Technology (IT) and mass media presenting an ever-changing and competitive business environment. Two major limitations are observed in the treatment of the twin issues of the responses to the East Asian economic crisis and the coverage of the literature on Development. While the response to the crisis has focused on macroeconomic aspects, the issue of Development has been addressed predominantly in and with respect to the developed economies of Western Europe, North America and Japan. This paper is an attempt to address these two limitations. Since the human factor is the key in the new era of Development, the primary objective of this paper is to present a conceptual framework for effective management of human resources as a response to the growing interaction of Development and business performance. Three central arguments are made in this paper. (1) That a growing body of evidence converge to suggest that changes taking place in the global business environment often are not accompanied by complementary changes in human resource management practices leading to a situation whereby the failure of some firms is due to the mismanagement of people rather than to problems with technical systems per se. (2) That this is because organizations have achieved relatively low levels effectiveness in implementing Strategic Human Resource Management (SHRM) practices especially in emerging economies of South East Asia and other developing countries like Nigeria that are exposed to the challenges and opportunities of Development. (3) That in order to manage employees for competitive edge in a period of Development, human resource personnel must possess competencies relevant for implementing such strategic HRM policies and practices. Guided by theoretical perspectives such as the firm’s resource-based theory of competitive advantage and empirical evidence, this paper develop propositions draws implications for the strategic management of human resources to prepare organizations for the challenges of Development.
European Online Journal of Natural and Social Sciences
The Practice of Strategic Human Resource Management in a Developing Country2015 •
Firms are continuously improving their human resource management (HRM) practices in order to achieve sustainable competitive advantage and increase their profitability. These practices include employee involvement, training, empowerment, compensation and rewards, etc. The purpose of this research is to examine the relationship between human resource practices and firm performance. Using companies in Saudi Arabia, this study tests the proposition that HR practices (including training, job design, employee skills, employee attitudes, employee motivation, etc) has an impact on the performance of the different business units in this group.
International Journal of Management Reviews
Strategic human resource management: where have we come from and where should we be going?2000 •
2017 •
Globalization is the integration of cultures, values, technology, economies, and politics of various nations. Globalization can have many inferences for human resource management practices in an organization. It helps to create job opportunities as the businesses expand. By providing high quality products and employment it improves the standard of living of the peopleStrategic Human Resource Management is planning in advance for the various functions relating to human capital and strategizing to keep the HR functions aligned with the organization's goals and objectives.Strategic Human Resource Management enables planning and strategizing for the human resources in the organization based on its goals and objectives beforehand and implementing them. Planning in advance helps the organization to gain a competitive edge. Integration of globalization and strategic HRM gives a global competitive edge to a business.Globalization and strategic Human resource management has result in developing global competitiveness among employees.In this paper the researchers have tried to study the effect of Global Competitiveness on Strategic Human Resource Management.This article extends the literature on the role of human resources in global competitiveness by focusing on the practices that are currently followed by various companies.The finding of the paper highlights commonly followed strategic HRM practices
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Strategic Management of Human Resources For Global Competitive Advantage1970 •
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Thoughts on Emerging Issues in Strategic Human Resource Management2010 •
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Strategic Human Resource Management (SHRM) has been, and remains, one of the most powerful and influential ideas to have emerged in the field of business and management during the past twenty-five years. Policy makers at government level have drawn upon the idea in order to promote 'high performance workplaces' and 'human capital management'. Within business corporations, the idea that the way in which people are managed could be one of, if not the most crucial factor in the whole array of competitiveness- inducing variables, has become a widely accepted proposition during this period. Many management consultancy firms - both large and small - have built sub- stantial businesses by translating the concept into frameworks, methodologies and prescriptions. And, not least, academics have analysed, at considerable length, the meaning, significance and the evidence base for the ideas associated with SHRM. The central idea - broadly stated - is that while for much of the i...
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