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Article
Publication date: 1 January 2000

CONCHA ÁLVAREZ‐DARDET, GLORIA CUEVAS‐RODRÍGUEZ and RAMÓN VALLE‐CABRERA

This his paper focuses on a specific aspect of Value‐Based Management (VBM), the design of performance measurement systems. This remains an important challenge not only in…

3816

Abstract

This his paper focuses on a specific aspect of Value‐Based Management (VBM), the design of performance measurement systems. This remains an important challenge not only in Management Accounting but also in Human Resources Management. Performance measurement on various levels of organisation should be aligned to value creation, and management compensation should be tied to the achievement of targets set to these measures according to VBM proponents. In the present article definitions of concepts and issues associated with the design of performance measurement systems are discussed. Furthermore, the paper presents a review of four tools available to measure and manage intangible resources: human resource accounting, economic value‐added (EVA), balanced scorecard (BSC) and intellectual capital (IC). The role of non‐financial measures is also analysed from a VBM framework. Finally, some concluding remarks are highlighted in the last section.

Details

Journal of Human Resource Costing & Accounting, vol. 5 no. 1
Type: Research Article
ISSN: 1401-338X

Article
Publication date: 1 February 1997

Wen‐Hsien Chen

Total quality management (TQM) is widely recognized as an effective approach to enhance a firm’s competitive advantage. In addition to technical elements such as statistical…

9006

Abstract

Total quality management (TQM) is widely recognized as an effective approach to enhance a firm’s competitive advantage. In addition to technical elements such as statistical process control, product design, etc. the successful implementation of TQM requires senior executive leadership and effective human resources management. Examines the leadership and human resources management of TQM in Taiwan. Data were collected from field interviews and questionnaire surveys conducted in US and Japanese subsidiaries, and local firms. Criteria stipulated in the Malcolm Baldrige National Quality Award of the USA were used to assess the quality of leadership and human resources management. Results of MANOVA (Multivariate analysis of variants) reveal that a company with larger sales revenue, a larger number of employees, or with greater production automation manifests better leadership and human resources management. The chi‐square test shows that foreign‐invested companies are superior to local firms in leadership. Canonical correlation analysis concludes that both leadership and human resources management are positively correlated with the management effectiveness of the quality department. Discusses the managerial implications of these research findings.

Details

International Journal of Quality & Reliability Management, vol. 14 no. 1
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 1 April 1998

Ian Clark

This paper provides a case study of a previously unresearched industry, Engineering Process Plant Contracting, it examines how a project management firm responded to heightened…

7498

Abstract

This paper provides a case study of a previously unresearched industry, Engineering Process Plant Contracting, it examines how a project management firm responded to heightened competitive pressures through a process of entrepreneurial innovation. A key component in this focused on the corporate human resource function as a full business partner in project management and its contribution to the “bottom line”, a clear recognition of its positive strategic significance. The evidence suggests that prevailing competitive conditions determine the nature and direction of HRM’s strategic integration with a firms entrepreneurial goals. Where cost reduction strategies prevail the function is likely to institutionalize entrepreneurial goals determined elsewhere. Where cost containment and the reduction of internal inefficiencies prevail a more positive integration between the function and the firms entrepreneurial goals is necessary.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 4 no. 1
Type: Research Article
ISSN: 1355-2554

Keywords

Article
Publication date: 23 February 2022

Sanaz Hadji, Peyman Gholizadeh and Neda Naghavi

With drastic changes in the external environment, many organizations today cannot continue their activities and create sustainability in achieving long-term goals without having…

1047

Abstract

Purpose

With drastic changes in the external environment, many organizations today cannot continue their activities and create sustainability in achieving long-term goals without having carefully designed and coordinated systems with each other. The human resource performance management system is considered as one of the most important process pillars of any organization that without any specific strategic mechanism, such as inclusive learning, faces challenges and harmful conflicts. The purpose of this study is to diagnose human resource performance management based on the lack of ambidextrous learning themes in the banking system.

Design/methodology/approach

In this study, theoretical screening based on similar research was used to identify the components (diagnosing of human resource performance management) and research propositions (ambidextrous learning themes). Then, Delphi analysis was used to determine the reliability of research components and propositions by the participation of 13 management specialists and experts. In the quantitative part, the components and propositions identified in the form of matrix questionnaires were evaluated by interpretive analysis by 18 managers of banking system.

Findings

The results showed that the proposition of lack of strategic tendencies in learning is considered as the most effective theme of ambidextrous learning in reinforcing the damage of strategic incompatibility in the performance functions of human resource management (HRM).

Originality/value

This result shows that the lack of strategic orientations due to the ineffectiveness in identifying environmental capacities in the banking system in the field of HRM performance is a new challenge.

Details

International Journal of Ethics and Systems, vol. 38 no. 3
Type: Research Article
ISSN: 2514-9369

Keywords

Article
Publication date: 1 May 1983

Philip R. Harris

The emerging technological work culture calls for a massive re‐education of the existing workforce, especially for the new careers emerging as a result of the revolutions in…

2312

Abstract

The emerging technological work culture calls for a massive re‐education of the existing workforce, especially for the new careers emerging as a result of the revolutions in microelectronics, biotechnology and communication. In this monograph the author argues that for management it demands a new attitude toward employees as human capital. For the average worker, especially those displaced by the new technologies, it will require re‐education focused on skill development for new careers and service activities.

Details

Leadership & Organization Development Journal, vol. 4 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 1 March 1991

Patrick Gunnigle

Senior managements possess considerable discretion in makingchoices on personnel policy. Practice indicates a broad range of choiceon a continuum from high strategic integration…

1305

Abstract

Senior managements possess considerable discretion in making choices on personnel policy. Practice indicates a broad range of choice on a continuum from high strategic integration of human resource issues in strategic planning to more piecemeal ad hoc approaches to managing human resources. The particular approach adopted in organisations will reflect the interplay of internal and external factors in the organisation′s environment and establish the context for human resource development (HRD). A key external factor is the product market which affects managerial discretion in personnel policy choice. Important internal factors include competitive strategy and managerial values. Three benchmark dimensions underpin personnel policy choice in organisations – strategic integration, collectivism and individualism. Management positions on these dimensions become manifested in key areas of personnel policy such as the work system, communications, rewards, recruitment/employee development and the role of the personnel function. Looking at the Irish context a number of factors both encouraging and mitigating a greater strategic role for HRD may be identified.

Details

Journal of European Industrial Training, vol. 15 no. 3
Type: Research Article
ISSN: 0309-0590

Keywords

Article
Publication date: 25 October 2021

Kofi Adom-Nyankey and Raphael Papa Kweku Andoh

Human resource records are very important in the successful management of organisations. Despite their importance, they are ignored in records management studies. This study aims…

1590

Abstract

Purpose

Human resource records are very important in the successful management of organisations. Despite their importance, they are ignored in records management studies. This study aims to bring to the limelight human resource records management issues that are overlooked despite the numerous studies on records management by examining the effectiveness of human resource records management strategies at a university in Ghana.

Design/methodology/approach

A descriptive survey was used in this study. A combination of census and simple random sampling was used to administer questionnaires to administrators who handle master or working personal files regularly. Data of 228 respondents was processed using SPSS and analysed in frequencies, percentages, mean and standard deviation.

Findings

This study revealed that while most vital documents were found on staff personal files, some documents like medical reports, passport pictures and birth certificates were somewhat unavailable. It was also found that the University had no human resource records policy in its corporate strategic thrust, which is a barrier to effective human resource records management, but the records creation strategies were effective. However, regarding the maintenance, and retention and disposition of human resource records, the strategies were ineffective. Overall, the findings fell short of the ISO 15489 framework for managing records.

Originality/value

This study seeks to bring to the fore human resource records management issues that seem to be overlooked despite the numerous studies on records management.

Details

Global Knowledge, Memory and Communication, vol. 71 no. 8/9
Type: Research Article
ISSN: 2514-9342

Keywords

Article
Publication date: 1 May 1992

Torsten J. Gerpott and Brian Bloch

More and more firms view the acquisition of foreign firms as animportant component of their internationalization strategy. An importantbut frequently overlooked condition for the…

Abstract

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.

Details

Journal of Management Development, vol. 11 no. 5
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 June 2012

Judie M. Gannon, Liz Doherty and Angela Roper

This article aims to explore how understanding the challenges faced by companies' attempts to create competitive advantage through their human resources and HRM practices can be…

15510

Abstract

Purpose

This article aims to explore how understanding the challenges faced by companies' attempts to create competitive advantage through their human resources and HRM practices can be enhanced by insights into the concept of strategic groups within industries. Based within the international hotel industry, this study identifies how strategic groups emerge in the analysis of HRM practices and approaches. It sheds light on the value of strategic groups as a way of readdressing the focus on firm and industry level analyses.

Design/methodology/approach

Senior human resource executives and their teams across eight international hotel companies (IHCs) were interviewed in corporate and regional headquarters, with observations and the collection of company documentation complementing the interviews.

Findings

The findings demonstrate that strategic groups emerge from analysis of the HRM practices and strategies used to develop hotel general managers (HGMs) as strategic human resources in the international hotel industry. The value of understanding industry structures and dynamics and intermediary levels of analysis are apparent where specific industries place occupational constraints on their managerial resources and limit the range of strategies and expansion modes companies can adopt.

Research limitations/implications

This study indicates that further research on strategic groups will enhance the theoretical understanding of strategic human resource management and specifically the forces that act to constrain the achievement of competitive advantage through human resources. A limitation of this study is the dependence on the human resource divisions' perspectives on realising international expansion ambitions in the hotel industry.

Practical implications

This study has implications for companies' engagement with their executives' perceptions of opportunities and threats, and suggests companies will struggle to achieve competitive advantage where such perceptions are consistent with their competitors.

Originality/value

Developments in strategic human resource management have relied on the conceptual and theoretical developments in strategic management, however, an understanding of the impact of strategic groups and their shaping of SHRM has not been previously explored.

Article
Publication date: 1 December 2000

Fawzy Soliman and Keri Spooner

The successful implementation of new technologies is dependent on many factors including the efficient management of human resources. Furthermore, recent research indicates that…

27902

Abstract

The successful implementation of new technologies is dependent on many factors including the efficient management of human resources. Furthermore, recent research indicates that intellectual assets and resources can be utilised much more efficiently and effectively if organisations apply knowledge management techniques for leveraging their human resources and enhancing their personnel management. The human resources departments are well positioned to ensure the success of knowledge management programs, which are directed at capturing, using and re‐using employees’ knowledge. Through human resources management a culture that encourages the free flow of knowledge for meeting organisational goals can be created. The strategic role of the human resources department in identifying strategic and knowledge gaps using knowledge mapping is discussed in this paper. In addition, the drivers and implementation strategies for knowledge management programs are proposed.

Details

Journal of Knowledge Management, vol. 4 no. 4
Type: Research Article
ISSN: 1367-3270

Keywords

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