INTERNATIONAL COOPERATION IN COMPETITION FOR HUMAN CAPITAL

The article focuses on the need to take into account digital competences in the strategic management of the company's human resources. The purpose of the article is to systematize the main elements of the human resources management strategy of enterprises based on digital competencies. The methodological basis of the research was the use of general scientific methods: comparison (when studying research terminology), analysis and synthesis (to study the main directions of research in previous publications), modeling (to present a model of strategic management of human resources of an enterprise based on digital competencies), as well as special methods : grouping methods (to create a digital competence assessment pyramid) and a graphic method. The article examines a number of scientific works devoted to the concepts of "human resources", "strategic management", "strategic management of human resources" and "digital competences of personnel". This made it possible to propose the author's concept of "strategic management of human resources based on digital competences", under which we propose to understand the model of perspective management of the enterprise by harmonizing the strategic goals of development with its capabilities and interests of employees in the conditions of digitalization of the economy. The article proposes a model of strategic management of human resources based on digital competencies, the main elements of which include: purpose, tasks, prerequisites, principles, functions, objects, subjects, methodology for evaluating the human resources of an enterprise based on digital competencies, motivation of human resources to the acquisition of digital competences, the main consequences of the implementation of the company's human resources management strategy based on digital competences. A "pyramid for evaluating digital competencies" is proposed, the use of which will contribute to the step-by-step identification of digital competencies in all business processes of the enterprise, which will contribute to the development of an effective human resources management strategy. It is emphasized the need to use in-house training, which is based on the use of the strategy of anticipatory training of specialists during their entire professional activity.

The purpose of the article is to define the measures for increasing the efficiency of strategic human resource (HR) management of domestic enterprises in order to improve their competitive positions, considering the international experiences and the current advanced state of human resource management strategy. The article is focused on the analysis of international best practices in HR management. The essence of the concept "strategic human resource management" is studied. The main approaches and factors of the development of a human resource management strategy by the leading corporations of the world are analyzed. The influence of an effective human resource management strategy on competitive positions of international companies is defined. The methods of building an effectively functioning team, the system of moral values and rules of relations between management and employees are analyzed. A survey of respondents was conducted to analyze human resource management strategy at domestic enterprises. The measures are proposed, which take into consideration the modern tendencies in strategic HR management, introduction of which will increase the work efficiency at the domestic enterprises and their overall competitiveness: ensuring the compliance of HR management strategy with the business strategy of the enterprise; implementation of the principles of meritocracy – a system of recruitment, selection and promotion of personnel based on professional and business qualities; development of highly effective and transparent systems for employees, including clearly structured processes of training, mentoring, rotation; creation of personnel reserve; creating a trusting atmosphere in the team; supporting of a steady financial and emotional conditions by creating an effective motivational system; creating of an effective employee evaluation system, based on performance and potential development as well as development of value scales; understanding the strategic importance and key role of talented personnel; implementing of high-level global standards such as safety, health, language, laws and regulations, local practices and etiquette. The realization of necessary strategic changes at different management levels and at the level of an individual enterprise depends on the strategy of human resource management.

The objective of this study is to argue transition from human resource management (HRM) to strategic human resource management (SHRM). In addition, this study also discusses the theory of SHRM. The research methodology of this study is based on arguments from SHRM literature. The significant of paper is a discussion of SHRM theory. Key terms are personnel, employee, and capital in management of human resources by firms. Practitioners call human resources as personnel in personnel management (PM); and call human resources as an employee in HRM. Practitioners do not clarify the term yet for human resources in SHRM. This paper suggests “capital” term for human resources in SHRM. Secondly, return on investment (ROI) of HRM might be positive organizational attitude and behaviours. HRM makes investment to employees, and ROI of HRM is important to SHRM because positive attitude and behaviours increase individual performance of employees. Thirdly, there is a triangular relation in SHRM theory. This is named as trigonometry of SHRM. There are dependent variables, independent variables, and moderators in this triangular. Finally, SHRM can be described with employee performance and firm performance relationship. In this relation, HRM practices lead to increased individual performance, and individual performance increases performance of business departments such as logistics, supply, finance, marketing, production etc. and performance of business departments has an impact on firm performance. In this SHRM model, HRM has an impact on firm performance through individual performance and business departments. All are described is SHRM theory in this study. For HRM case, HRM has two purposes in firm management. Those purposes are performance and recruitment. HRM aims to increase individual performance of employees. If HRM aims to increase firm performance through individual performance, it is description of SHRM. HRM has an impact on individual performance via HRM practices. HRM practices are keys to increase individual performance. Because employees implement business processes in firm management. Those processes are such as production, marketing, stock, supply, logistics, finance and others. Individual performance of employees increases performance of those business processes in firm management. Therefore, it is important to increase individual performance through HRM practices. This is a HRM theory in this study. Moreover, HRM does recruitment of employees for functioning these business processes. Because all needs human resources to effectively implement processes in firms.

Since the early 1990s, human resource management (HRM) scholars have sought to specify the link between high performing HRM practices and both individual and firm performance (Becker and Huselid, 2006; Huselid, 1995). This strategic HRM (SHRM) literature has found that organizations practicing SHRM not only increase performance but also decrease turnover (Arthur, 1994; Huselid, 1995; Lepak and Snell, 2002). At the organizational level, the dollars saved and earned through reduced turnover and increased productivity demonstrate the utility of SHRM systems (Ichniowski et al., 1997). When organizations utilize SHRM, integrating HRM systems, and aligning HRM systems with organizational (Huselid, 1995), they place a premium on developing cutting edge practices that retain employees with the best skills and highest levels of motivation (Barney, 1991). Arthur outlines differences between SHRM perspectives, finding that SHRM control systems, which are designed to enforce employee compliance with specified rules and procedures (1994: 671), lead to increased turnover and decreased performance. On the other hand, SHRM systems, which shape desired behaviors and attitudes by forging psychological links between organizational and goals (Arthur, 1994: 671), result in decreased turnover and increased performance. As further empirical research has bolstered these findings (i.e., Huselid, 1995; Ichniowski et al., 1997; Lepak and Snell, 2002), it becomes increasingly important to understand how SHRM effectiveness enhances the critical psychological links between employees and organizations. Moreover, several SHRM researchers have called for explicit examinations of these psychological links not only at the organization level but at the individual level (Becker and Huselid, 2006; Gerhart, 2005). One individual-level factor that can help to explain the psychological impact of SHRM practices is job embeddedness (JE), which Mitchell, Holtom, Lee, Sablynski, and Erez (2001b) validate and use to explain how employees become psychologically and socially enmeshed within the organization and community in which the organization operates. Hailed as an anti-withdrawal theory (Holtom et al., 2006; Mitchell et al., 2001b), JE describes the psychological forces that act like a net or a web in which an individual can become stuck (Mitchell et al., 2001b: 1104); moreover, the process of becoming embedded influences turnover intentions that lead to voluntary turnover (Allen, 2006). Importantly, JE explains unique variability of these important outcomes beyond the effects of job satisfaction and organizational commitment (Mitchell et al., 200lb; Lee et al., 2004). However, because JE has emerged as the most recent construct to explain turnover decisions, researchers have much to discover about the full potential of JE as an important variable in HRM. That is, HRM scholars have yet to determine how SHRM effectiveness can build JE as a means to develop the critical psychological links between employees and organizations. Although a direct relationship between H RM practices and J E appeals intuitively to many HRM scholars (Allen, 2006), proponents of social exchange theory (Blau, 1964) consistently demonstrate the important role that individual-to-individual interactions play in human behavior at work (Cropanzano and Mitchell, 2005). In terms of organizations, researchers consistently find that leader-member exchange (LMX) relationships more proximally predict turnover intentions (Gerstner and Day, 1997) than does support from the organization (e.g., HRM), which tends to predict job satisfaction and commitment (Settoon et al., 1996). In terms of understanding how HRM effectiveness influences JE, the inclusion of direct LMX relationships should either enhance or inhibit the effectiveness of an organization's HRM processes to capitalize on the benefits of JE. …

The higher education sector faces considerable competition around the world. Accordingly, universities need to make more efforts to increase their competitive advantages. This study aimed to empirically investigate the effect of organizational innovation (OI), knowledge management (KM), and strategic human resource management (SHRM), with a dependent variable of sustainable competitive advantages (SCAs), at Jordanian Universities. For this aim, a specially designed questionnaire has been distributed to study a convenience sample of 400 academic and administrative staff at Jordanian private and public universities, to obtain the required quantitative data. The study’s hypotheses were verified by Baron and Kenny’s mediation regression approach using the software Statistical Package for the Social Sciences (SPSS). The results of the study demonstrate that there is a significant positive relationship between the following pairs of variables: KM and SCA; SHRM and SCA; SHRM and OI; KM and OI; and OI and SCA, whereas OI was found to have a partial and indirect significant mediation impact on the direct relationship between KM and SHRM and universities (organizations) gaining SCAs. Finally, it was concluded that more attention needs to be paid to the OI aspect in organizations and to integrate it with KM and SHRM in a way that promotes SCAs. In addition, we propose that similar studies should be conducted in industries other than education or the education sector in different countries in a way that obtains generalized and representative results.

Many learning institutions have acknowledged the necessity of strategic human resource (HR) management. Yet, only a few have put the components into operation routinely. This article investigated the incorporation of HR management techniques by Chinese higher education institutions and their related policies and methods. We determined the general characteristics of strategic HR management approaches through a review of relevant literature. Our results indicated that the Chinese higher education system, including academic staff, has severe issues with the accumulation of HR and should focus on improving its strategic management techniques. The hiring and selection process of staff is lacking primarily and requires considerable attention. In addition, the system lacks a highly motivated core of workers, especially expatriate employees. On the basis of our findings, implications were determined in implementing and developing best practices by administrative staff, academics and other university employees engaged in HR management in China. Lastly, conclusions aimed at strategic HR management in Chinese higher learning institutions were highlighted. Keywords: higher education; human resource management; policies; strategic management

The aim of the paper is to enhance the understanding of strategic human resource management (SHRM) as a concept by identifying the factors that impact its adoption in organizations and the potential outcomes, thus creating a comprehensive framework. This paper has been designed as an integrative literature review that attempts to answer the following research questions: What are the predictors of the adoption of a multi-stakeholder perspective in human resource management and what are the expected outcomes of implementing strategic human resource management in terms of value creation? In addition, the paper aims to answer the following questions: How do strategic changes influence the adoption of the multi-stakeholder perspective in human resource management (or the strategic human resource management processes) and is there a causality between them? To explain the interconnectedness between strategic changes and human resource management, the authors propose a conceptual framework for the multi-stakeholder perspective in human resource management or a new model for strategic human resource management. The proposed conceptual model provides a more comprehensive view of strategic human resource management. The key elements of the proposed strategic human resource management model are the CEO leadership characteristics, including CEO career diversity and CEO willingness to adopt the authentic leadership approach, and the possible consequences of SHRM in achieving higher organizational effectiveness (improved organizational performance). This model also assumes that employee engagement plays a mediating role between strategic human resource management practices and organizational effectiveness. This paper provides an integrative literature review on the adoption of the multi-stakeholder perspective in human resource management and creates a new conceptual framework for strategic human resource management.

The study begins with four hypotheses, the first one relates to the significance of managing human resources within the organization; the second one relates to information, which has become the most important source from which human resources derive their strength. The fourth hypothesis concerns the contribution to the adaptation and adaptation of technological changes of the strategic human resources management. This study sought to highlight the role of strategic human resources management in view of technological changes as institutions adapt to technological changes. A number of results have been found, including: The strategy on human resources is part and parcel of the strategy of the organization. Thus, the human resources management functions and practices are all in the service of other strategies of departments. The profound change in people in organizations because of the transition from people management to human resources management, taking the human element into consideration as an important factor in the organization and calling for the optimum administration of human resources in various levels and activities.

Blockchain technology is a disruptive technology known for its use in financial services, supply chains and cryptocurrencies; however, it remains relatively underutilised in human resource management (HRM). This study aims to explore current and potential future uses of blockchain in strategic and operational HRM and examines the enablers and barriers to its adoption. Existing research literature on blockchain applications in HRM remains emergent and is dominated by conceptual papers as opposed to empirical studies. The study uses a conceptual framework which integrates HRM with business information systems theory, namely the Technology‐Organisation‐Environment framework, and the Blockchain Adoption Model. This comparative case study design involving three case organisations confirms limited main barriers to its adoption: organisational awareness and understanding, persistent concerns about digital trust and data protection and uncertainty surrounding regulatory frameworks. This research presented a new Extended HR‐BAM Model that contributes a nuanced and context‐sensitive framework for understanding blockchain's potential in HRM and highlights opportunities for blockchain in strategic HRM and HRM functions to enhance efficiency and productivity.

Human resource management (HRM) professionals use the term “strategic human resource management” to convey their thinking that effective strategic HRM contributes to business effectiveness. While many HRM scholars have this understanding of what “strategic HRM” means, the meaning of this term has varied across time, between cultural contexts, and as reflections of the diverse disciplinary identities of strategic HRM scholars. Nevertheless, a grand unifying aspect of scholarship on strategic HRM is the assumption that further insights about managing human resources can be gained through research that treats the many activities involved in managing the workforce as a set of activities that, if properly aligned with the needs of the business, can result in many positive consequences. Thus the field in the early 21st century generally defines scholarship on strategic HRM as the study of sets of HRM elements and their interrelationships with other elements comprising an organizational system, including elements in the organization’s internal and external environment as well as the multiple stakeholders who evaluate the organization’s effectiveness and determine its long-term survival. Central to this definition are three essential constructs: HRM Systems, HRM Partnerships, and Multiple Stakeholders.

Very little systematic research today has examined synergistic relationships of human capital (HC), strategic human resource management (SHRM) and human resource management (HRM) in relation to the development, utilization, and dissemination of knowledge and learning capabilities in organizations. Findings from a series of in-depth qualitative interviews with 35 nonprofit executives from 22 Australian nonprofit organizations revealed that synergistic relationships of HC, SHRM and HRM created value that was larger than the total sum of all three concepts, and that relationships acted as catalysts in developing, utilizing and diffusing organizational knowledge and learning capabilities. The paper helps to build a nascent body of literature arguing that synergistic relationships exist among the three salient concepts and resources should be invested in the three concepts not only separately, but also synergistically. Also, it assists to clarify the three seemingly very similar and yet different concepts. The paper is considered as a starting point and serves as a milestone for understanding the significance of synergistic relationships of the three concepts in nonprofit organizations. The increased awareness of the synergistic relationships likely generates further research both within and outside the nonprofit sector. Research limitations and future research directions will be discussed.

This article examines the adoption of strategic Human Resource Management (HRM) by for-profit and non-profit knowledge-intensive health services (HS) organizations in the Australian context. Survey data collected from senior executives are used to test the relationships between a strategic HRM model and firm performance. Path analysis found that for HS firms, irrespective of whether for-profit or non-profit, adopting strategic HRM could increase organizational performance. Strategic HRM could be achieved through the cultivation of an external orientation to customers' demands and a commitment to employees. Building an external orientation with internal structural dimensions such as commitment to employees, allows HS organizations to develop a strategic HRM approach with human capital-enhancing HRM practices. Public and non-profit organizations in the HS industry facing or undergoing health sector reform need to be aware of both of these orientations in order to adopt strategic HRM and improve their performance.

List of Contributors. List of Figures. List of Tables. List of Exhibits. Preface. Acknowledgements. Introduction. Part I: Definition and Overview of SHRM: Overview of Part I. 1. Understanding Human Resource Management in the Context of Organizations and their Environments: S. E. Jackson and R. S. Schuler (both Rutgers University). 2. Strategic Human Resource Management: A Review of the Literature and a Proposed Typology: C. A. Lengnick-Hall and M. L. Lengnick-Hall (both University of Wichata). 3. Theoretical Perspectives for The Strategic Human Resource Management: P. M. Wright (Cornell University) and G. C. McMahan (Texas A & M University). 4. The Strategic HRM Debate and the Resource-Based View of the Firm: P. Boxall (University of Auckland). 5. Strategic Human Resource Management within a Resource-Capability View of the Firm: K. Kamoche (City University of Hong Kong). 6. Human Resource Strategy: A Process for Managing the Contribution of HRM to Organizational Performance: S. Tyson (Cranfield School of Management). Part II: Linking People to the Firm: One Best Way?: Overview of Part II. 7. Looking Inside for Competitive Advantage: J. B. Barney (Ohio State University). 8. Linking Individual Performance to Business Strategy: The People Process Model: L. Gratton (London Business School), V. Hope-Hailey (Cranfield School of Management), P. Stiles (London Business School) and C. Truss (Kingston Business School). 9. Linking Competitive Strategies with Human Resource Management Practices: R. S. Schuler and S. E. Jackson (both Rutgers University). 10. Human Resource Management and Performance: A Review and Research Agenda: D. E. Guest (University of London). 11. Distinctive Human Resources are Frims' Core Competencies: P. Cappelli and A. Crocker-Hefer (both University of Pennsylvania). 12. Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management: P. M. Wright (Cornell University) and S. A. Snell (Pennsylvania State University). Part III: Views of the Multiple Stakeholders: Overview of Part III 13. HR as a Source of Shareholder Value: Research and Recommendations: B. E. Becker (State University of New York at Buffalo), M. A. Huselid (Rutgers University), P. S. Pickus and M. F. Spratt (both Coopers and Lybrand L.L.P). 14. Competing Pressures for Human Resource Investment: G. Harrell-Cook and G. R. Ferris (both University of Illinois-Urbana/Champaign). 15. Managing to be Fair to Service Employees and their Customers E Bowen: W. W. Gilliland (University of Arizona) and R. Folger (Tulane University). 16. Rethinking Employment: P. Cappelli (University of Pennsylvania). Part IV: Global Dimensions: Overview of Part IV. 17. An Integrative Framework of Strategic International Human Resource Management: R.S. Schuler (Rutgers University), P.J. Dowling (University of Tasmania) and Helen De Cieri (University of Melbourne). 18. Strategic Human Resource Management: the Value of Different Paradigms: Chris Brewster (Cranfield School of Management). 19. Redefining the Field of European Human Resource Management: a Battle between National Mindsets and Forces of Business Transition?: P.R. Sparrow (Sheffield University Management School) and J.-M. Hiltrop (International Institute for Management Development). 20. Creating and Sustaining Ethical Capability in the Multinational Corporation: P.F. Buller (Gonzaga University) and G.M. McEvoy (Utah State University). Part V: Role of the HR Department and HR Professionals: Overview of Part V. 21. Is Human Resource Management in Crisis?: P.R. Sparrow (Sheffield University Management School). 22. The New Human Resources Management: Creating the Strategic Business Partnership: S. Albers Mohrman and Edward E. Lawler III (both University of Southern California). 23. The New Network Firm: a Spherical Structure Built on a Human Investment Philosophy: R.E. Miles (University of California at Berkeley) and C.C. Snow (Pennsylvania State University). 24. Measuring Human Resources: an Overview of Practice and a Prescription for Results: Dave Ulrich (University of Michigan). Index.

Strategic human resource (HR) management research in the coming decades will establish a clear, coherent and consistent construct for organisational performance. Organisational performance is getting more and more important, especially in a market with greater competition and dynamic. It guarantees the continuity of the organisation to be competitive in a global marketplace. These HRs need to be managed effectively to achieve the required performance of the organisation. It is necessary to manage strategically the HRs and to adapt at its strategy with organisational strategy. The aim of this study is focused on the impact of the strategic management of HR in achieving organisational performance. This study was conducted based on the theory of secondary sources. A model for parameters of strategic HR and organisational performance to address these challenges is also introduced.

Background: According to the contemporary HRM theory, strategic human resource management (SHRM) orientation, as a company's philosophy of aligning human resource management (HRM) policies and practices with an organizational strategy for maximizing organizational results, is considered the highest level of a company's HRM development. At the same time, one of the trends in HRM is the digitalization of HRM activities, following the global trend of adopting digital tools for increasing individual and organizational efficiency and effectiveness. The question that consequently arises is whether the digital component entered the SHRM perspective, in other words, whether SHRM orientation could exist without digitalization of HRM endeavours. Purpose: The paper strives to provide answers, both theoretically and empirically, to the following central and three supporting research questions: CRQ = Is digitalization of HRM contributing to the strategic HRM orientation of a company?, SRQ1 = Are digital HRM practices positively related to the SHRM orientation?, SRQ2 = Are some digital HRM practices more relevant for the SHRM orientation than others?, and SRQ3 = If the relationship between digital HRM practices and SHRM orientation does exist, which digital HRM practice is the most relevant one for SHRM orientation? Study design/methodology/approach: To provide empirically based answers to research questions, we utilized the CRANET 2021 dataset, covering 4495 organizations with more than 200 employees from 38 countries worldwide. We used nine indicators for revealing the existence of digital HRM (manager self-service, employee self-service, HRIS, algorithm-based HRM, HR analytics, telework, digital learning, social media recruitment, social media selection) and five indicators for determining the SHRM orientation (HR manager's membership in the management board or equivalent; involvement of HR manager in the development of business strategy; existence of written HRM strategy; HR to employee ratio, the level of HR department performance evaluation). SHRM orientation was determined using K-Means cluster analysis, and relationships between variables were analysed using correlation analysis, multiple logistic regression and dominance analysis (DA). Findings/conclusions: Correlation analysis revealed that all indicators of digitalization of HRM processes have a positive and a significant relationship with SHRM orientation, implying that digital HRM practices are relevant for SHRM orientation. The results of logistic regression indicated that the usage of manager self-service, algorithm-based HRM, HR analytics, telework, digital learning and social media selection increase the probability of organizations' SHRM orientation more than other explored indicators. The results of DA demonstrate that the most important digital HRM practices for the SHRM orientation is digital learning. Limitations/future research: As CRANET dataset is limited in its variables of digital HRM and indicators of SHRM orientation, further research is needed to confirm our findings.