Strategic Human Resource Management: Perceptions among North Carolina County Social Service Professionals

Abstract

Strategic human resource management (SHRM) enhances productivity and the effectiveness of organizations. Research shows that when organizations employ such personnel practices as internal career ladders, formal training systems, results-oriented performance appraisal, employment security, employee voice/participation, broadly defined jobs, and performance-based compensation, they are more able to achieve their goals and objectives. Using a survey of North Carolina county social service professionals, this study examines (1) the extent to which strategic human resource management is perceived, (2) the relationship of these SHRM practices to demographic variables such as age, ethnic status, sex, education, supervisory status and tenure, and county population, and (3) the relationship between SHRM and outcome assessments for welfare reform (unemployment change and organizational report card measures). While SHRM practices are perceived to be present in North Carolina counties, they clearly are not a predominant feature. Weak demographic influences, especially in terms of population and supervisory status and tenure, are evident. Especially disturbing are the influences those demographic influences have on employment security. Few relationships are found (and those only weak) involving outcome assessments.

The Impact of Strategic Human Resource Management on Institutionalization Process

“…Selecting employees within the organization causes an organization to be similar (Daley et al, 2002). Selecting employees within the organization helps new structures not only to be widespread in the organization, but also to continue for a long period of time.…”

“…Performance appraisals is used as an aid in making judgment decisions pertaining to promotion, demotion, retention, transfer, and pay (Daley et al, 2002). Formal and informal systems of performance appraisal, as a type of isomorphism, cannot be systematically analyzed without getting a deeper perception of the external environment.…”

Cultural Influence on Strategic Human Resource Management Practices: A Jordanian Case Study

“…Besides, it is considered a judgment decision for promotion, demotion, transfer, retention and pay; also it is a developmental guide for employees" feedback and for training needs for employees (Daley et al, 2002). Strategic pay requires that all decisions related to compensation are designed to attract and retain or motivate employees (Daley et al, 2002).…”

“…The operational measures of the strategic human resource management practices (Dependent Variable) are: (1) Analysis and design of work, (2) HR planning, (3) Recruiting /Selection, (4) Training and development, (5) Compensation, (6) Performance management, (7) Employee relation. Twenty nice items measuring HRM practices were adopted from (Abdul Hamid, 1996;Daley et al, 2002;Kelly, 2008;Yan, 2010;Noe et al, 2010). All items are measured using a fivepoint Likert scale ranging from 1-Strongly disagree to 5-Strongly agree.…”

Competency development for chief executive officers in YMCAs

“…The SHRM research has indicated several advantages of aligning organizational policies, practices and development with its business strategies including increased productivity and organizational effectiveness (Daley et al, 2002), reduced employee turnover, and increased organizational performance (Richard and Johnson, 2001).…”