Strategic Value Contribution Role of HR

Naznin, Humaira; Hussain, Md. Ashfaq

doi:10.1177/0972262916637274

Cited by 17 publications

(23 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…According to our research, the HR leader (or person in charge of HR) is globally (Glob) at the beginning of the evaluated period (2004)(2005) more than half of the respondents, and later more than 60% -represents HR function at the top level of the organizational hierarchy, usually a member of senior management (Nanzin & Hussain, 2016;Trullen Stirpe, Bonache &Valverde, 2016). According to strategic importance of HR function in non-CEE countries, we were able to establish stronger, while in the CEE region we were able to identify weaker integration.…”

Section: Research Resultsmentioning

confidence: 94%

Benchmarking in human resource management in focus of Central and Eastern Europe in the light of CRANET research

Poór

Slavić

Tóth

et al. 2020

Strategic Management

View full text Add to dashboard Cite

In the Central and Eastern European (CEE) countries within the framework of the previous economic system, there were only traces of the features of modern human resource management (HRM). Since the political and economic changes, major transformation in the HRM practice has occurred, resulting in a development of the organizational position, role and practices of HR activity in the Central and Eastern European countries. The aim of our benchmark study is to compare the HRM practice of the CEE region with the other European countries and with the global HRM trends. The benchmarking study may show the region-specific characteristics of HRM practice in the CEE region. The comparison of specific HR variables (availability of HR departments and HR services, strategic importance of HR functions, budget of training and development, influences of Trade Unions) will be made based on the data of Cranet international research results from 2004 to 2016.

show abstract

Section: Research Resultsmentioning

confidence: 94%

Benchmarking in human resource management in focus of Central and Eastern Europe in the light of CRANET research

Poór

Slavić

Tóth

et al. 2020

Strategic Management

View full text Add to dashboard Cite

show abstract

“…Lawler et al, (2011) argued that successful organizations develop effective HRM systems in order to apply specific business strategies. Naznin and Hussain, (2016) argued that HR leader is now considered as an important value contributor in an organization and is directly involved in the process of overall strategic planning. While operationalizing the notion of SI of HRM, the available literature categorized this concept into two broad categories: horizontal integration and vertical integration .…”

Section: 1mentioning

confidence: 99%

Interconnection of Strategic Integration, Hrm Effectiveness and Market Performance: Evidence From Banking Sector of Pakistan

Waseem

Majid

Bilal

et al. 2020

READS

View full text Add to dashboard Cite

The main aim of current study is to highlight the effects of strategic integration (SI) of HRM on HRM effectiveness (HRME) and market performance (MP) in banking sector of Pakistan. In addition, the mediating role of HRME and moderating role of market orientation (MO) were also tested. A structured and standardized measures were used to gather data from the officers working in banking sector of Pakistan. It was found that both vertical and horizontal integration of HRM positively affected HRME and MP of the banks. The results revealed that HRME mediates the relationship of SI of HRM and MP. In addition, it was also observed that by nurturing a market-oriented culture, the organizations can further strengthen the relationship between SI of HRM and MP. This study added valuable inputs into the existing research on the SHRM integration and its effects on MP of the firms by incorporating the moderating role of MO and mediating role of HRME. The results suggested that SI of HRM along with MO within an organization will not only improve the HRME, it will also lead to better MP.

show abstract

“…The strategic role of HRM is to translate an organization's strategies and goals into practices to make human resources focused on flexibility and innovation (Zawawi& Wahab, 2019). Following Naznin and Hussain (2016), if HR managers cannot guarantee that talents work in their organization, receive necessary training and support, improve skills, and develop commitment, it is impossible for this company to survive in the VUCA environment. According to Sasmal (2019), in the VUCA world only exponential HRM can lead a firm to success because of applying such effective strategies as staffing on demand, attracting talents, and developing the human economy.…”

Section: Findings and Analysismentioning

confidence: 99%

The Strategic Position of Human Resource Management for Creating Sustainable Competitive Advantage in the VUCA World

Hamid¹

2019

JHRMLS

View full text Add to dashboard Cite

The VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) business environment is characterized by fast changes, the focus on diverse employees, and the challenge of working with unpredictable and demanding customers. The purpose of this paper is to analyze a specific strategic role of human resource management (HRM) in generating a sustainable competitive advantage in the VUCA world. The research questions in this study are related to determining the role of HRM in creating a sustainable competitive advantage in the VUCA environment, identifying HRM strategies to achieve a sustainable competitive advantage, and detecting examples of successful businesses. The chosen method is a literature review based on analyzing studies found in EBSCOHost, ProQuest, Google Scholar, Emerald Insight, and ScienceDirect databases. It has been determined that the role of HRM in generating a sustainable competitive advantage in the VUCA environment is extremely important and even strategic. If the motivated workforce is effectively selected, developed, and supported, it can significantly contribute to the organization's performance and sustainability. Useful strategies include the promotion of diversity, the recruitment and selection of talents oriented toward innovation, performance management, training and development. Amazon and Google are the examples of successful businesses applying HRM for achieving a sustainable competitive advantage.

show abstract

Strategic Value Contribution Role of HR

Cited by 17 publications

References 0 publications

Benchmarking in human resource management in focus of Central and Eastern Europe in the light of CRANET research

Benchmarking in human resource management in focus of Central and Eastern Europe in the light of CRANET research

Interconnection of Strategic Integration, Hrm Effectiveness and Market Performance: Evidence From Banking Sector of Pakistan

The Strategic Position of Human Resource Management for Creating Sustainable Competitive Advantage in the VUCA World

Contact Info

Product

Resources

About