Strategic Human Resource Management in Higher Education Institutions: Empirical Evidence from Saudi

Allui, Alwiya; Sahni, Jolly

doi:10.1016/j.sbspro.2016.11.044

Cited by 79 publications

(105 citation statements)

References 32 publications

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“…Increases in strategic concepts and management gives room for the firm's interest on how they can position their organization strategically so as to be able to compete effectively in the market. Subsequent to that, the firms will begin to develop more interest as to how they can harness the potential of their human resources with quality management that contributes to the process of having a competitive advantage [45]. Previous studies have concentrated on some aspect of HRM functions suggesting that it should be in tandem with the strategy deployed by the organization to achieve SCA.…”

Section: Strategic Hrm Practices and Sustainable Competitive Advantagementioning

confidence: 99%

The Impact of Strategic Human Resource Management Practices on Competitive Advantage Sustainability: The Mediation of Human Capital Development and Employee Commitment

2019

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Academic institutions like other business organizations strive to achieve, maintain, and sustain their competitive advantages. In this study, we examined the influence of the “strategic human resources management (HRM) practices” on the achievement of “competitive advantages” that will be sustainable, with an evaluation of the mediating role of “human capital” development, and the commitment of employees in an academic environment. Six hundred questionnaires were randomly distributed to the employees of selected universities in Erbil City of Iraq. Structural equation modeling (SEM) techniques were employed for the analysis with the use of Smart Partial Least Square PLS. Findings from our study revealed a linear and positive influence of the strategic HRM on the sustainability of “competitive advantages”; strategic HRM was also found to positively influence human capital development and the commitment of employees to the institutions; the influence of both human capital development and employees’ commitment were found to have a partial mediation in the strategic HRM practices and sustainable competitive advantage (SCA) relationship. Finally, theoretical and management implications were suggested.

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Section: Strategic Hrm Practices and Sustainable Competitive Advantagementioning

confidence: 99%

The Impact of Strategic Human Resource Management Practices on Competitive Advantage Sustainability: The Mediation of Human Capital Development and Employee Commitment

2019

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“…The importance of QWL has been comprehended in various studies (Martel & J.Sahni Dupuis, 2006;Sahni, 2017). The human resources of any organization are critical to achieve the goals and therefore, human resource policies and practices must have a strategic approach (Allui & Sahni, 2016). Past studies indicate the positive relationship of job satisfaction with quality of work life (Koonmee et al, 2010;Noor & Abdullah 2012).…”

Section: Introductionmentioning

confidence: 99%

Role of Quality of Work Life in Determining Employee Engagement and Organizational Commitment in Telecom Industry

Sahni¹

2019

IJQR

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The value that Quality of work life (QWL) brings to the workplace has long been established by several scholars, however, the impact of QWL on engagement and commitment levels of employees remains under investigated. The present empirical study is devoted to explore the quality of work life in telecom industry and examine its association with employee engagement and organization commitment. The data collected from a random sample of 312 employee working in Telecom industry of Saudi Arabia, was analysed through Descriptive statistics and Structural Equation Modeling (SEM). Evidence supports the significant relationship of quality of work life and organizational commitment, however, there is a weak link of quality of work life with employee engagement. This is the first study to explore the relationship among three important constructs of workplace; quality of work life, organizational commitment and employee engagement. Therefore, the study significantly contributes to the extant literature on Quality of work life.

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“…Performance appraisal has two objectives, namely: 1) providing information to make strategic decisions by paying attention to the suitability of the human resource system with the system needed for a change. 2) is a control system to measure individual performance, (Devanna, 1984;Alwiya Allui & Jolly Sahni, 2016). However, many people who think that the assessment system on employee performance is sometimes considered difficult to do.…”

Section: Performance and Assessment Systemmentioning

confidence: 99%

“…(Alwiya Allui & Jolly Sahni, 2016;Zhang, Dolan, Lingham, & Altman, 2009), Some research also concludes that HR is the only competitive advantage for organizations in dealing with change. (Bontis, 1996;Alwiya Allui & Jolly Sahni, 2016;Hasani & Sheikhesmaeili, 2016),…”

Section: Introductionmentioning

confidence: 99%

“…Because the focus of human resource strategy is development and performance improvement, (Kramar & Parry, 2014). According to (Alwiya Allui & Jolly Sahni, 2016). Human resource The need for PDAM Jeneponto to implement a human resource strategy, in addition to improving the management system, is also based on increasing demand for clean water services in the Jenepoto District, and the presence of environmental influences that affect availability of raw water sources.…”

Section: Introductionmentioning

confidence: 99%

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Strategic Human Resource Management In Clean Water Management At District Jeneponto, South Sulawesi

et al. 2019

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Problems of water supply in coastal areas become difficult job for government, especially local government. Required a variety appropriate strategies to cope with water scarcity. one of them with the implementation of HRM with a view to improving the performance of employees that will impact on organizational performance. This study was conducted to see the HRM strategy to applied water management in Jeneponto. Descriptive qualitative research method was chosen to manage the data collected from observation, interviews and secondary data collection. The results from this research is that HRM strategies in the management of clean water as seen from indicators such as: 1) Recruitment and Selection System; 2) Training and Development; 3) Performance and Appraisal System; and 4) Compensation System; 5) Retention Plans and Culture has not been able to improve performance in the management of clean water in Jeneponto district, South Sulawesi. Lack of attention to education and training influences employee creativity in finding clean water supply solutions. In addition, the delay in provision of employee benefits reduces motivation and performance of employees in providing solutions to problems that occur in the management of PDAMs in Jeneponto district.

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Strategic Human Resource Management in Higher Education Institutions: Empirical Evidence from Saudi

Cited by 79 publications

References 32 publications

The Impact of Strategic Human Resource Management Practices on Competitive Advantage Sustainability: The Mediation of Human Capital Development and Employee Commitment

The Impact of Strategic Human Resource Management Practices on Competitive Advantage Sustainability: The Mediation of Human Capital Development and Employee Commitment

Role of Quality of Work Life in Determining Employee Engagement and Organizational Commitment in Telecom Industry

Strategic Human Resource Management In Clean Water Management At District Jeneponto, South Sulawesi

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