Strategic Human Resource Management Approach Research Articles

A Strategic Human Resource Management Approach to Facilitating Volunteer Legacies From Mega-Sport Events: The Moderating Impact of Gender and Experience in the Case of Rio 2016

Volunteers are crucial for successful event delivery, from community to mega-events. Mega-sport events (MSE) are sold on their generative potential for social legacies for host communities like volunteering to support future community and tourism activity. With the lens of the temporal extension of the socioecological framework (TESEF), we propose that strategic human resource management (SHRM) across the volunteer journey will facilitate post-MSE legacy. A previously used online questionnaire and then structural equation modeling (SEM) are used to test 10 hypotheses with 4,824 Rio 2016 Olympic and Paralympic Games volunteers. Analysis revealed four predictors (SHRM: recruitment, job allocation, and supervision; and Motivational: variety) have significant positive effects on overall satisfaction. However, volunteer training and overall satisfaction had a highly negative influence on legacy potential. SEM revealed the moderating effect of volunteers??? gender and prior experience. Gender moderated five relationship paths and experience moderated six relational paths. MSE management implications are explored.

Strategic HRM in the logistics and shipping sector: Challenges and opportunities

Strategic Human Resource Management (HRM) plays a critical role in the success and sustainability of organizations, particularly in dynamic and competitive industries such as logistics and shipping. This review explores the challenges and opportunities inherent in implementing Strategic HRM practices within the logistics and shipping sector. In recent years, the logistics and shipping industry has witnessed significant transformations due to globalization, technological advancements, and evolving customer demands. Consequently, HRM strategies must adapt to these changes to effectively manage human capital and drive organizational performance. One of the primary challenges faced by HR professionals in the logistics and shipping sector is the recruitment and retention of skilled talent. The industry's high demand for specialized skills, coupled with a shortage of qualified professionals, intensifies competition among companies. Moreover, the transient nature of employment in this sector, characterized by seasonal fluctuations and contract-based arrangements, complicates talent management efforts. Strategic HRM approaches must address these challenges by implementing robust recruitment strategies, offering competitive compensation packages, and providing opportunities for continuous learning and career development. Additionally, the logistics and shipping industry operates in a highly regulated environment with stringent safety and compliance standards. HRM practices must ensure that employees are adequately trained and compliant with industry regulations to mitigate risks and maintain operational efficiency. This necessitates the implementation of rigorous training programs, safety protocols, and performance management systems to uphold organizational standards and ensure employee well-being. Despite these challenges, Strategic HRM in the logistics and shipping sector presents significant opportunities for innovation and growth. Advancements in technology, such as automation and data analytics, enable HR professionals to streamline processes, enhance workforce productivity, and make data-driven decisions. Moreover, strategic partnerships with educational institutions and vocational training centers can facilitate the development of a skilled workforce tailored to the industry's evolving needs. Strategic HRM in the logistics and shipping sector is vital for addressing challenges, optimizing workforce performance, and capitalizing on opportunities for sustainable growth. By adopting a strategic approach to human resource management, organizations can navigate the complexities of the industry landscape and achieve competitive advantage in the global market.

Strategic HRM in the logistics and shipping sector: Challenges and opportunities

Strategic Human Resource Management (HRM) plays a critical role in the success and sustainability of organizations, particularly in dynamic and competitive industries such as logistics and shipping. This review explores the challenges and opportunities inherent in implementing Strategic HRM practices within the logistics and shipping sector. In recent years, the logistics and shipping industry has witnessed significant transformations due to globalization, technological advancements, and evolving customer demands. Consequently, HRM strategies must adapt to these changes to effectively manage human capital and drive organizational performance. One of the primary challenges faced by HR professionals in the logistics and shipping sector is the recruitment and retention of skilled talent. The industry's high demand for specialized skills, coupled with a shortage of qualified professionals, intensifies competition among companies. Moreover, the transient nature of employment in this sector, characterized by seasonal fluctuations and contract-based arrangements, complicates talent management efforts. Strategic HRM approaches must address these challenges by implementing robust recruitment strategies, offering competitive compensation packages, and providing opportunities for continuous learning and career development. Additionally, the logistics and shipping industry operates in a highly regulated environment with stringent safety and compliance standards. HRM practices must ensure that employees are adequately trained and compliant with industry regulations to mitigate risks and maintain operational efficiency. This necessitates the implementation of rigorous training programs, safety protocols, and performance management systems to uphold organizational standards and ensure employee well-being. Despite these challenges, Strategic HRM in the logistics and shipping sector presents significant opportunities for innovation and growth. Advancements in technology, such as automation and data analytics, enable HR professionals to streamline processes, enhance workforce productivity, and make data-driven decisions. Moreover, strategic partnerships with educational institutions and vocational training centers can facilitate the development of a skilled workforce tailored to the industry's evolving needs. Strategic HRM in the logistics and shipping sector is vital for addressing challenges, optimizing workforce performance, and capitalizing on opportunities for sustainable growth. By adopting a strategic approach to human resource management, organizations can navigate the complexities of the industry landscape and achieve competitive advantage in the global market.

The Recruitment, Selection, and Motivation: Driving Employee Performance AKPAR NHI Bandung

This study aimed to examine the influence of recruitment, selection, and motivation on employee performance at AKPAR NHI Bandung, a college of hospitality and tourism in Bandung, Indonesia. A sample of 62 respondents, consisting of 20 academic staff and 42 administrative staff, was selected to participate in the study. Data were collected using questionnaires distributed to the respondents. The findings revealed that both recruitment and selection had a significant positive impact on employee performance. Effective recruitment practices, such as attracting and selecting qualified candidates, were found to be crucial in driving employee performance. Similarly, aligning candidates' qualifications with job requirements through a well-designed selection process positively influenced employee performance. However, no significant relationship was found between motivation and employee performance. These results underscore the importance of implementing effective recruitment and selection strategies to enhance employee performance. Organizations should focus on attracting and selecting highly qualified individuals while ensuring a good fit between candidates and job requirements. Efforts should also be made to foster employee motivation through recognition, career development, and a supportive work environment. The study contributes to the understanding of human resource management practices and their impact on employee performance in the hospitality and tourism industry. The findings highlight the need for strategic human resource management approaches that optimize recruitment and selection processes and address employee motivation.

AN OVERVIEW OF HUMAN RESOURCE MANAGEMENT APPROACHES IN ALBANIAN PUBLIC VOCATIONAL EDUCATION INSTITUTIONS

The management of human resources is considered a crucial component of the overall educational process. As a result, functions related to the management of human resources must be carried out as effectively as possible to meet the requirements relating to both individuals, institutions, and society goals. Human Resource Management (HRM) practices play a pivotal role in the success and efficiency of public vocational education providers, which serve as the foundation for a skilled workforce and sustainable economic growth in Albania. This study provides a comprehensive overview of HRM practices within the context of public vocational education (VE)institutions in Albania. It explores the current implementation of the HRM practices as well as challenges, trends, and emerging strategies in managing human capital to enhance the quality of education and ensure the relevance of vocational training in the Albanian labor market. The research draws upon a qualitative methods approach, combining interviews, document analysis, to examine HRM practices across multiple public vocational education providers (VEP) in Albania. Key findings highlight the current approach of recruitment and selection processes, professional development opportunities, and compensation and renumeration and its importance of effective in shaping the workforce quality and educational outcomes. Moreover, the study sheds light on the challenges faced by these institutions, such as limited financial resources, bureaucratic constraints, and the need for alignment with evolving labor market demands. The paper provides information that can be translated to set of recommendations for public vocational education providers and policymakers in Albania to enhance HRM practices. These recommendations encompass the need for increased flexibility, the implementation of strategic HRM approach and the development of comprehensive HRM policies that address the unique challenges and opportunities in the Albanian vocational education sector. In summary, this study offers a valuable insight into the HRM practices of public vocational education providers in Albania, emphasizing the critical role of human capital management in advancing the quality and relevance of vocational education in the country. The findings and recommendations presented herein provide a foundation for further research and policy development in this important field.

Addressing social-business tensions in hybridized nonprofit organizations: The contribution of strategic human resource management

Nonprofit hybridization represents the adaptive response to a turbulent external and internal environment leading to tensions between contradictory goals (e.g. social and business goals). Although research has provided insights into the strategies for addressing the tensions stemming from hybridization, it has paid less attention to how strategic human resource management (SHRM) may play a role in managing these social-business tensions. Given the increasing complexity nonprofit organizations (NPOs) face, this hybrid context presents a valuable opportunity to examine the concept of SHRM “fit” in terms of different stakeholder demands, diverse and competing goals and resulting tensions. This article aims to conceptualize and contextualize SHRM fit in hybridized NPOs to gain a better understanding of how organizations can orientate their systems and practices to manage competing demands stemming from hybridization. Hereby, we use SHRM fit to illustrate the opportunities for and limitations on practice within a hybrid context. Bringing the nonprofit and hybrid literature together, we develop a typology of nonprofit hybridization that distinguishes NPOs according to their financial and social orientation and specify the tensions and management approaches that dominate these types. Drawing on the concept of SHRM fit, we advance a framework and propositions on how the management approaches in each of the types result in different configurations of vertical and horizontal fit that address social-business tensions. Hereby we extend current debates in the hybridization literature on tensions between opposing goals and research on SHRM approaches in NPOs and contribute to a theoretically-informed understanding of the implications of tension management approaches in variants of hybrid organizations.

WITHDRAWN: Volunteer selection at a major sport event: A strategic Human Resource Management approach

ABSTRACT Volunteers have long been regarded as an essential part of the staging major sport events both to encourage community participation and to contain labour costs. Major sport events often attract a large pool of applicants which exceeds the number of volunteer positions available. Selecting the best qualified applicants for available positions requires volunteer selection processes that are fair, effective, and efficient from both the volunteer and event organising committee perspectives. Using a Strategic Human Resource Management (SHRM) approach, the authors investigated factors that predicted the selection of applicants interviewed for volunteer positions from the perspective of a major sport event organiser. Using deidentified data from all volunteer applications (n = 53,234) for the 2018 Gold Coast Commonwealth Games, the authors identified a number of factors that predicted the likelihood of an applicant being selected for an interview for a volunteer position. SHRM principles were applied to volunteer selection decisions but in a limited way. The authors found some evidence of links between volunteer selection decisions and the overarching strategies of the Games. However, these decisions prioritised the short-term goal of filling volunteer positions to stage a successful Games rather than longer-term strategic goals. The research contributes to better understanding links between major event HRM strategies and volunteer selection, identifying factors which predict volunteer selection, and possible limitations in the application of volunteer database management systems from a SHRM perspective.

Deploying strategic human resource management approaches to raise organizational performance

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This conceptual paper concentrates on so-called universalistic and contingency approaches to strategic HR management, both of which were found to boost organizational performance. The universalistic approach applies general HR best practices, whereas a contingency approach is tailored to the company's own operational atmosphere. Finally, the study advocates that manifesting a creative climate yields a higher performing workplace. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

How managers experience situations involving employee mental ill-health

Purpose Mental health conditions such as depression are prevalent in working adults, costly to employers, and have implications for legal liability and corporate social responsibility. Managers play an important role in determining how employees’ and organizations’ interests are reconciled in situations involving employee mental ill-health issues. The purpose of this paper is to explore these situations from the perspective of managers in order to develop theory and inform practice in workplace mental health promotion. Design/methodology/approach Semi-structured interviews were conducted with 24 Australian managers who had supervised an employee with a mental health issue. Interview transcripts were content analyzed to explore themes in managers’ experiences. Findings Managing an employee with a mental health issue involves becoming aware of the issue, taking action to understand the situation and develop an action response, implementing the response and managing the ongoing situation. Each of these tasks had a range of positive and negative aspects to them, e.g., managing the situation can be experienced as both a source of stress for the manager but also as an opportunity to develop greater management skills. Practical implications Understanding line managers’ experiences is critical to successful implementation of HR policies regarding employee health and well-being. HR strategies for dealing with employee mental health issues need to consider implementation support for managers, including promotion of guiding policies, training, emotional support and creating a psychosocial safety climate in their work units or teams. Originality/value The insights gained from this study contribute to the body of knowledge regarding psychosocial safety climate, an emergent theoretical framework concerned with values, attitudes and philosophy regarding worker psychological health. The findings also have important implications for strategic human resource management approaches to managing mental health in the workplace.

The strategic human resource management approaches and organisational performance

PurposeDespite the strategic importance of the approaches, most of the approaches consider “internal fit” or “external fit”, and do not consider the role of creative climate. The purpose of this paper is to explore the relationship between approaches to strategic human resource management (SHRM) and organisational performance through a creative climate.Design/methodology/approachThis paper has divided into three parts. First, the paper explores the literatures on the constructs. Second, it examines the relationships between constructs dealt with in the literature. Third, the review identifies the gaps in the literature and describes future recommendations of research for this field.FindingsThis study can serve as a starting point for future research on the relationship between SHRM practices, creative climate and organisational performance in terms of financial, human resource and customer retention. Researchers and practitioners need to understand the relationship between the three constructs.Originality/valueThe paper helps managers need to design strategic HRM policies and practices that are aligned with creative climate and organisational performance. Furthermore, it helps scholars/researchers focus their research on the relationship between HRM approaches (universal and contingency approaches), organisational performance and examining the role of creative climate as a mediator to overcome its causal limitations.

The Effects of Motivation on Employee Performance: A Strategic Human Resource Management Approach

Motivation has been established to be a critical sensation in the operations of today’s small scale, large scale enterprises and multinational companies and its elements constitutes strength towards the achievement of organisations’ strategic objectives in competitive environments. This study seeks to unravel the effects of motivation on employee performance, with a strategic human resource management approach. The fortitude for this research led to the retrieval of information from secondary sources published on the subject matter, and reviewed literature revealed the significance of intrinsic and extrinsic motivation. The careful examination of the content and process theories of motivation established actualities, and further facts described the impact of performance management on firms’ growth and the role of strategic human resource management in enhancing high quality performance through a motivated workforce. The available reviewed sources established that appropriate motivation mechanisms has positive effects on employees performance and helps to retain high quality employees firms desire for competitive advantage. The relevance of this study could aid practising managers, heads of private and public institutions and also human resource management practitioners.

An Evaluation of the Adoption of the Integrated Human Resource Information System in Trinidad and Tobago

The study explores factors that contributed to policy adoption of an HRIS in Trinidad and Tobago using the TOE TRIAD Model. It is significant as it contributes to the body of knowledge on innovation adoption in e-government and strategic human resource management approaches. The study is based in the Caribbean and provides insights into initiatives that developing countries are implementing within e-government in public organizations. Major findings indicated that there was a complex interaction of technological, organizational and environmental (TOE) factors which interacted. The confluence of factors produced impacts that were variable, dynamic and unpredictable. This approach in the TT public service brought about significant changes in processes and functions within human resource management. Future trends may continue and this study serves to guide policy makers in evaluating and monitoring how adoption policies are framed and future implications that may be learned as a result of this formative HRIS initiative.

Antecedents and Outcomes of Diversity and Equality Management Systems: An Integrated Institutional Agency and Strategic Human Resource Management Approach

This study examines the development and impact of diversity and equality management systems (DEMS). A national sample of human resource managers from 155 Canadian firms responded to surveys about their firm's diversity and equality management (DEM) practices. Cluster analysis and latent class modeling identified three distinct approaches to DEM: classical disparity DEMS showing limited development of DEM-related practices, institutional DEMS involving complex selection mechanisms and monitoring of employment statistics, and configurational DEMS linking diversity to business strategy. Hypothesis-testing analyses indicated that both institutional and configurational DEMS were predicted by coverage by the Canadian employment equity program, federal contractor status, and the presence of a diversity expert on staff. Only configurational DEMS was predicted by inclusion of HRM in developing business strategy. Configurational DEMS positively predicted the employment of workers with disabilities and members of visible minority groups as well as ROA. These findings support the proposition based on strategic human resource management (SHRM) theory that DEM practices should be considered as bundles and that vertical linkage to strategy is important for DEM effectiveness. As such, SHRM theory explains how managers can structure strategic responses to institutional pressures that go beyond requirements to achieve strategic goals. © 2015 Wiley Periodicals, Inc.

Do external diversity practices boost focal firm performance? The case of supplier diversity

Based on the resource-based view, we propose that external diversity practices such as supplier diversity may affect firm performance. We find that the relationship between supplier diversity and short-term performance (i.e. productivity) is moderated by context such that firms in declining industries experience positive productivity effects while firms in munificent industries witness negative effects. For longer-term profitability (i.e. Tobin's q), we do not find support for a positive relationship between supplier diversity and long-term performance. However, positive supplier diversity effects emerge in munificent environments. Overall, in support of the strategic human resource management approach, we conclude that the effect of external supplier diversity on firm performance is contingent upon environmental munificence, which documented the necessity to include supplier diversity as a relevant component of a comprehensive diversity and equality management system.

Strategic HRM and Public Sector Austerity: Friend or Foe

The current austerity agendas in the UK, USA, Ireland and Australia demonstrate the necessity for radical change. There are major reductions in the public sector workforces globally, with the mantra worldwide being “we need to do more with less”. Working practices will need to change, and there is widespread acceptance that a more strategic human resource management approach is needed, but that it will need to have some distinctive elements to reflect particular issues of structures, levels of collective agreement, public sector motivation, public value versus profit goals and the forms of social capital involved. This symposium considers the role for SHRM in the public sector focussing on what needs to change for an effective SHRM system in a time of austerity and whether there are particular issues that need greater focus if there is to be effective SHRM. Historical impacts of austerity upon HRM are outlined; concerns are raised regarding the effectiveness of the HR implementers being chosen and then tentative solutions through ambidexterity and dynamic capabilities are discussed. Is the practice of placing ‘just anyone’ in HR roles wise in periods of austerity? Presenter: Tanya Hammond; U. of New South Wales Human Resource Management in times of Austerity Presenter: Robin Kramar; Australian Catholic U. Antecedents and Consequences of Ambidexterity in Public Sector Organisations Presenter: Geoff Plimmer; Victoria Management School Presenter: Stephen T.T. Teo; Auckland U. of Technology Strategic Human Resources Management for the next financial crisis: lessons to be learnt Presenter: Fiona Buick; U. of Canberra Presenter: Deborah A. Blackman; U. of New South Wales

The impact of union presence and strategic human resource management on employee voice in multinational enterprises in Australia

In this article, we examine the use and character of employee voice mechanisms of foreign-owned multinational enterprises operating in Australia, as well as the influence of a strategic human resource management approach and union presence. Findings indicate that foreign-owned multinational enterprises are high-level users of the full range of employee voice mechanisms, with the exceptions of use of employee suggestion schemes, trade union recognition and the use of joint consultation committees across all sites. Using logistic regression analysis, findings show that trade union presence, a strategic human resource management approach, greenfield site and country of origin impact the employee voice approach adopted. High trade union presence is associated with an indirect employee voice approach. A low trade union presence is associated with a direct or a minimalist approach to employee voice. Moreover, a strategic human resource management approach is associated with both direct and dualistic approaches to employee voice. Implications are drawn for theory and practice.

Is there a bigger and better future for employer branding? Facing up to innovation, corporate reputations and wicked problems in SHRM

Employer branding is becoming an increasingly important topic for research and practice in multinational enterprises (MNEs) because it plays directly into their corporate reputation, talent management and employee engagement agendas. In this paper, we argue that the potential effects of employer branding have yet to be fully understood because current theory and practice have failed to connect this internal application of marketing and branding to the key reputational and innovation agendas of MNEs, both of which are at the heart of another strategic agenda – effective corporate governance. However, these agendas are characterised by ‘wicked problems’ in MNEs, which have their origins in competing logics in strategic human resource management (SHRM). These problems need to be articulated and understood before they can be addressed. This paper proceeds by (1) setting out a definition and model of employer branding and how it potentially articulates with corporate governance, innovation and organisational reputations, (2) discussing and analysing the ‘wicked problems’ resulting from the sometimes contradictory logics underpinning innovation and corporate reputations and SHRM in MNEs and (3) evaluating the potential of employer branding as a contribution to the third SHRM approach – HR strategy-in-action – as a way of resolving three particularly wicked problems in MNEs. We conclude with some ideas for research and practice on the future for employer branding.

Towards analysing training needs: a case study in a Greek bank

This paper is part of a broader research project, which aims to upgrade the existing human resource procedure of a bank to a strategic human resource management approach. In this aspect, five dimensions were considered: selection, career, performance, reward and training. As part of the project, an integrated information system for skills and training management was developed. Therefore, the fundamental step was the enrichment of the existing job descriptions. This paper presents a seven-step methodology, which decomposes job positions to roles and tasks, and tasks to the required knowledge, skills and competences, in order for an employee to accomplish a job. The results can be used as a tool towards analysing training needs. The basic assumption of this methodology is the fact that employees usually undertake more than one role during their working time, which is the case for most bank branches in Greece.

The impact of strategic human resource management on firm performance and HR professionals' work attitude and work performance

The impact of strategic human resource management (SHRM) on organizational performance is assessed. Additionally, the impact of a SHRM approach on the individual performance, organizational commitment and job satisfaction levels of human resource professionals is investigated. An organization exhibits SHRM when the human resources function is vertically aligned with the mission and objectives of the organization and horizontally integrated with other organizational functions. Data from a national sample of 269 human resource professionals from large US manufacturing firms were analyzed using structural equation modeling techniques. Results indicate that the direct impact of SHRM on organizational performance is positive and significant, as hypothesized. Further, SHRM was found to directly and positively influence individual performance, organizational commitment and job satisfaction. Top managers implementing a SHRM system can, therefore, expect improved organizational performance and improved levels of individual performance, job satisfaction and organizational commitment from the organization's human resource professionals.

Strategic HRM in for-profit and non-profit organizations in a knowledge-intensive industry

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.