Strategic Human Resource Management Framework Research Articles

Generative Artificial Intelligence in Business: Towards a Strategic Human Resource Management Framework

AbstractAs businesses and society navigate the potentials of generative artificial intelligence (GAI), the integration of these technologies introduces unique challenges and opportunities for human resources, requiring a re‐evaluation of human resource management (HRM) frameworks. The existing frameworks may often fall short of capturing the novel attributes, complexities and impacts of GAI on workforce dynamics and organizational operations. This paper proposes a strategic HRM framework, underpinned by the theory of institutional entrepreneurship for sustainable organizations, for integrating GAI within HRM practices to boost operational efficiency, foster innovation and secure a competitive advantage through responsible practices and workforce development. Central to this framework is the alignment with existing business objectives, seizing opportunities, strategic resource assessment and orchestration, re‐institutionalization, realignment and embracing a culture of continuous learning and adaptation. This approach provides a detailed roadmap for organizations to navigate successfully the complexities of a GAI‐enhanced business environment. Additionally, this paper significantly contributes to the theoretical discourse by bridging the gap between HRM and GAI adoption, the proposed framework accounting for GAI–human capital symbiosis, setting the stage for future research to empirically test its applicability, explore its implications on HRM practices and understand its broader economic and societal consequences through diverse multi‐disciplinary and multi‐level research methodologies.

Structural Reformation of Nigeria Police Force through Strategic Human Resource Management Framework

Aims: The Police force stabilizes public institutions for societal tranquillity, economic development, peaceful coexistence and is an integral pillar in securing human development, which unfortunately operates as a mirage in Nigeria. Therefore, this study seeks to provide appropriate recommendations for structural reform of the Nigeria Police force using the strategic human resource management (SHRM) approach to the identified challenges facing the Nigerian Police Force.
 Study Design: The study utilized a qualitative research design.
 Methodology: The study used a systematic literature review of qualitative research methodology through the thorough and critical content analysis of reports, journals, publications, and news.
 Results: The study findings revealed five significant challenges hindering police effectiveness in Nigeria and developed a 10 X 5 SHRM framework that included ten (10) strategic focus and five (5) strategies. 
 Conclusion: The study concluded that the 10 X 5 strategic human resource management frameworks will provided the needed reforms and recommended the 1829 nine (9) policing principles and three (3) core ideas of Sir Robert Peel.

Human resource management in Ethiopian public hospitals

BackgroundIn Ethiopia, public hospitals deal with a persistent human resource crisis, even by Sub-Saharan Africa (SSA) standards. Policy and hospital reforms, however, have thus far resulted in limited progress towards addressing the strategic human resource management (SHRM) challenges Ethiopia’s public hospitals face.MethodsTo explore the contextual factors influencing these SHRM challenges of Ethiopian public hospitals, we conducted a qualitative study based on the Contextual SHRM framework of Paauwe. A total of 19 structured interviews were conducted with Chief Executive Officers (CEOs) and HR managers from a purposive sample of 15 hospitals across Ethiopia. An additional four focus groups were held with professionals and managers.ResultsThe study found that hospitals compete on the supply side for scarce resources, including skilled professionals. There was little reporting on demand-side competition for health services provided, service quality, and service innovation. Governmental regulations were the main institutional mechanism in place. These regulations also emphasized human resources and were perceived to tightly regulate employee numbers, salaries, and employment arrangements at detailed levels. These regulations were perceived to restrict the autonomy of hospitals regarding SHRM. Regulation-induced differences in allowances and external employment arrangements were among the concerns that decreased motivation and job satisfaction and caused employees to leave. The mismatch between regulation and workforce demands posed challenges for leadership and caused leaders to be perceived as incompetent and unable when they could not successfully address workforce needs.ConclusionsBottom-up involvement in SHRM may help resolve the aforementioned persistent problems. The Ethiopian government might better loosen regulations and provide more autonomy to hospitals to develop SHRM and implement mechanisms that emphasize the quality of the health services demanded rather than the quantity of human resources supplied.

Strategic Human Resource Management Framework for State Universities and Colleges in the Philippines

State Universities and Colleges (SUC) in the Philippines are governed by their own Board of Regents while being mandated to comply with the guidelines set by Civil Service Commission (CSC). Despite CSC’s efforts to implement varied HR programs, SUCs still face major challenges in recruitment, selection and placement, and performance management. Being exploratory in nature utilizing Grounded Theory methodology, in-depth interviews with ten human resource management officers were conducted. Results from the qualitative data showed that an HRMO’s role in addressing any strategic challenges was not optimized due to strategic, leadership, management, organizational value, and culture constraints. This paper concludes that HRMOs are compliance-oriented and that an HRMO’s initiative is an important enabling competency. Furthermore, this paper concludes with a Strategic Human Resource Management Framework for SUC that will enable HRMO to create better HR services for its stakeholders.

Unmanaged migration and the role of MNEs in reducing push factors and promoting peace: A strategic HRM perspective

The global migration crisis has prompted calls by the United Nations and others for private sector involvement in migration governance. Drawing on the strategic human resource management (HRM) and peace through commerce literature, we propose that MNEs can mobilize the resources of the firm to reduce migration push factors and promote peace in origin and at-risk countries by adopting peacebuilding as a strategic objective implemented through political CSR and conflict-sensitive HRM within a strategic HRM framework. MNEs that take up this ‘grand challenge’ are likely to benefit from greater stability and lower risk, the development of new markets, and enhanced organizational reputation, legitimacy, and competitiveness. We develop research propositions on the likelihood of MNE adoption. Policy and management implications are provided.

Leveraging human capital through performance management process: the role of leadership in the USA, France and India†

This paper examines the role of human capital and leader's knowledge in performance management in three countries from different continents. We contribute to the relevant literatures by examining crucial, hitherto unexamined processes of leveraging human capital, focusing on the conversion of tacit knowledge to explicit knowledge. The paper also contributes by demonstrating the applicability of these processes and a general strategic human resource management framework to differing cultures. Using data from employee samples in these three countries, this study shows a strong positive impact of managerial human capital on key processes of leveraging such capital such as performance enhancement strategies and critical interactive behaviors, eventually leading to strong perceptions of leadership. These processes seem to be applicable across the three countries studied. These results are discussed in the context of cultural variations, pressures for globalization and associated HRM practices in these contexts. Future directions, limitations and managerial implications are discussed.

Appraisal and rewards systems for virtual project management teams and the challenges for human resource management

Virtual teams and virtual project management teams in particular have become more widespread with the rise and distribution of new technology and the increasing use of the internet. As companies deploy virtual teams to guarantee a seamless work on different projects, the question arises how the performance of virtual teams should be measured and how the performance should be rewarded. Using a strategic human resource management framework, the paper develops several propositions on the design of appraisal and rewards systems for virtual project management teams. The aim of the analysis is to shed light on the question what challenges arise by measuring the performance of teams, how to possibly resolve them, how to design an adequate rewards system for virtual project management teams and what are the consequences for company performance.

Creating a Committed Workforce: Linking Socialization Practices to Business Strategy

Critical to organizational survival in the 1990's is the creation of a committed workforce fostered by a strong organizational culture manifested in superior Human Resource Management (HRM) practices. In view of the emphasis on organizational culture it is further argued that for organizations to have order and consistency and thereby gain and sustain competitive advantage there should be systematic ways of bringing newcomers into the organization. Implicit in this argument is a call for renewed emphasis on socialization as an HRM practice. Operating in a strategic HRM framework, this paper argues that the thoroughness of socialization practices and therefore the level of employee commitment depends on the organization's business strategy. Propositions linking business strategy, thoroughness of socialization practices and type of employee commitment are suggested