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This article investigates the relationship between the functional areas of manufacturing and human resources by analysing the practices of human resource management…
This article investigates the relationship between the functional areas of manufacturing and human resources by analysing the practices of human resource management associated with the competitive priorities of manufacturing strategy, e.g. quality, delivery performance, flexibility and cost. Within strategic business management, both the competitive priorities of manufacturing and the practices of human resource management need to be observed by the whole organisation. In this way, this study presents how human resource management practices are aligned to business strategies based on cost reduction, quality, delivery performance and product innovation. These practices may also be arranged in different ways in a particular competitive strategy.
Research on strategy in new ventures has increasingly drawn upon resource-based theory, and thus has emphasized intangible factors that confer sustainable competitive…
Research on strategy in new ventures has increasingly drawn upon resource-based theory, and thus has emphasized intangible factors that confer sustainable competitive advantage. These include dynamic and combinative capabilities, networks, routines, and knowledge as resources of new ventures. Yet antecedent to every one of these intangible resources is the management of the venture. But research has seldom considered management and the human resources of new ventures as a critical dimension of strategy content. This paper develops such an argument, and explores the performance contribution of human resources as strategy content in a longitudinal study of technology new ventures.
More and more firms view the acquisition of foreign firms as animportant component of their internationalization strategy. An importantbut frequently overlooked condition…
More and more firms view the acquisition of foreign firms as an important component of their internationalization strategy. An important but frequently overlooked condition for the successful implementation of such a strategy is the consistent and appropriate integration of human resource management into the overall internationalization strategy (global, multilocal, hybrid). Offers guidelines on the significance and contents of human resource management practices in this context. The emphasis is on the strategically appropriate integration of the target organization with the acquiring corporation.
The notion, that people management can be a key source of sustained competitive advantage, calls for the integration of Human Resource Management (HRM) and business…
The notion, that people management can be a key source of sustained competitive advantage, calls for the integration of Human Resource Management (HRM) and business strategy. Not surprisingly, the main debate in HRM is nowadays concerned with the relationship between strategic management and employee relations in the firm and therefore strategic HRM focuses on the overall direction of the organisation in pursuit of its stated goals and objectives. This paper explores the above relationship in the electronic manufacturing industry. It is based on empirical evidence and the findings of a survey of senior managers’ perception and views on strategic HRM.It is concluded that increasing core competencies of the firm, in particular HR, is one of the key elements to the success of the firm performance and that HR involvement in the development and implementation of business strategy leads to organisational effectiveness in this industry.
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their…
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.
Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination…
Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.
There is growing evidence that Strategic Management Accounting (SMA) activities are being pursued in an interdisciplinary manner. One such discipline where management…
There is growing evidence that Strategic Management Accounting (SMA) activities are being pursued in an interdisciplinary manner. One such discipline where management accounting could contribute is in Strategic Human Resource Management (SHRM). The integration of business strategy and Human Resource Management minimises the risk of neglecting human resources as a vital source of organisational competitive advantage. It also provides a broader range of solutions for solving complex organisational problems and ensures that human resources are given consideration when setting company goals. This empirical study examines the current role of management accounting in relation to the SHRM process using data from surveys of Finance Directors and Human Resource Directors from both Canada and the UK. The results reveal that Canadian Finance professionals are more involved in providing information for developing, evaluating and controlling Human Resource (HR) strategy than UK Finance professionals. Both HR and Finance respondents considered that there was a need for a closer partnership between HR and Finance professionals.
There is noted emphasis on the role of small businesses as conduits for economic development especially in emerging economies. Given this, there is need for constantly…
There is noted emphasis on the role of small businesses as conduits for economic development especially in emerging economies. Given this, there is need for constantly seeking for ways to assist small businesses achieve success. Calls exist in the literature to investigate the combined role that strategy and human resource management practices can play leading to efforts of financial success.
A structured questionnaire was utilised and data collected from 401 small businesses operating in the Eastern Province of South Africa. Pearson product–moment correlation and hierarchical regression were used in the data analysis.
The results confirm that a direct relationship exists between strategy and financial performance. Further, the relationship is made significant only through the mediation effect of human resource management practices.
To fully realise the enactment of strategy within small businesses there is need to pay attention to the role that human resource management practices may potentially have on financial performance. Small business owner-managers need to ground their strategies with sound human resource management practices. Through this, firm financial performance can be attained.
The paper sheds light and presents a model that illustrates the mediating role of human resource management practices on the relationship between strategy and financial performance.
The dynamic environment in which the academic library operates requires explicit links between business strategy and a new management priority including the development of…
The dynamic environment in which the academic library operates requires explicit links between business strategy and a new management priority including the development of people; this is the focus of human resource development (HRD). It serves the needs of an organization by ensuring that employees’ expertise is state-of-the-art, something that is critical in a period of rapid technological development coinciding with ever-expanding societal needs. HRD can be relied upon to support and shape a wide range of academic library initiatives requiring a competent and engaged workforce by recognizing people as the organization’s most critical asset, one that drives competitive advantage and helps it out-perform the market. Emphasis is placed on developing an organizational context that will attract and develop talented individuals and leaders and keep them engaged. Furthermore, HRD activities must respond to job changes and integrate staff skills sets with the long-term plans and strategies of the organization thus ensuring the efficient and effective use of resources. This chapter explores HRD as a strategic concern of the organization and how it can best serve the organization in the long term. In so doing, it considers how HRD can help the academic library focus resources in those areas where there are strong likelihoods that they can produce substantial improvements in future capacity and performance. This kind of strategic planning helps the organization configure resources within a dynamic competitive environment, thus serving market needs and satisfying stakeholder expectations, helping meet its business purpose and maintain its strategic direction. The case study developed here highlights the need for the effective linkage of HRD and strategic planning for the advancement of the academic library. It suggests the need for developing and implementing both a strategic plan and an HRD plan and developing a culture of strategic human resource development (SHRD) in academic libraries.
The purpose of this paper is to contrast traditional transaction‐based supply chain strategies with emerging relationship‐based strategies in human resource and…
The purpose of this paper is to contrast traditional transaction‐based supply chain strategies with emerging relationship‐based strategies in human resource and organizational areas.
A theoretical framework is proposed based on the relationship of human resource variables (staffing, training, evaluation, and compensation) and organization variables (structure, culture, and empowerment strategies) with supply chain integration and performance.
A model is presented of the relationship of human resource and organization variables with supply chain integration and performance. Propositions are posited and conclusions are noted with suggestions for further research.
The paper is clearly only theoretical. Much empirical testing is yet to be done.
The paper is among the first to focus the relationships of human resource strategies and organization variables with supply chain integration and performance. While the structuring and measurement of integrated global supply chain flows, particularly of the “hard” products, services, and information, are well established, much less is understood concerning the contribution of such “soft” areas as human resource management activities and organization variables.