The strategic human resource management approaches and organisational performance

Abstract

Purpose Despite the strategic importance of the approaches, most of the approaches consider “internal fit” or “external fit”, and do not consider the role of creative climate. The purpose of this paper is to explore the relationship between approaches to strategic human resource management (SHRM) and organisational performance through a creative climate. Design/methodology/approach This paper has divided into three parts. First, the paper explores the literatures on the constructs. Second, it examines the relationships between constructs dealt with in the literature. Third, the review identifies the gaps in the literature and describes future recommendations of research for this field. Findings This study can serve as a starting point for future research on the relationship between SHRM practices, creative climate and organisational performance in terms of financial, human resource and customer retention. Researchers and practitioners need to understand the relationship between the three constructs. Originality/value The paper helps managers need to design strategic HRM policies and practices that are aligned with creative climate and organisational performance. Furthermore, it helps scholars/researchers focus their research on the relationship between HRM approaches (universal and contingency approaches), organisational performance and examining the role of creative climate as a mediator to overcome its causal limitations.

Employee Motivation as a Tool to Achieve Sustainability of Business Processes

“…Currently, when advances in technology, information, and globalization occur most often, the human factor is becoming the biggest competitive advantage. The importance of human resources is considered strategic [28][29][30][31][32]. They become a part of strategic management of an enterprise and a factor important for sustainability.…”

Does Intellectual Capital Explicate the Relationship Between Strategic Human Resources Management and Innovation Performance? A Conceptual Framework

“…Subsequently, pinpoints the sides relevant to the current research and that will represent the focus of discussion in the context of this research. In the context of the present paper, we specifically focus on two dimensions of SHRM ; Strategic alignment of HRM; is the most important aspect of strategic HRM literature (Ekhsan Abang Othman, 2009; D. K. Gautam, 2015;Iqba, 2018;Jiuhua et al, 2013). It is defined according to Qadeer (2016, P3) as "the extent to which human resources management linked to the organization's strategy and considered a part of it".…”

“…In other words, it refers to involving HRM in the formulation and implementation strategy of the organization and the alignment of HRM with the strategic objectives of the organization (Andersen et al, 2007;Budhwar, 2000). As well as, strategic HR orientation; another major aspect of SHRM that includes the design and implementation of an internally consistent set of policies and practice that is aimed at the orientation of human resources towards achieving strategic objectives and the creation of competitive advantage (Iqba, 2018;Nigam et al, 2011;Wan-Jing April Chang, 2005). The focus on these two dimensions as mechanisms to SHRM is a result for ; 1) there is scarcity in studies that examine these two dimensions and their relationship with intellectual capital and innovation, 2) in addition to that these twodimensions are the most representative to the strategic nature of HRM (Andersen et al, 2007;D.…”

“…On the other hand, Strategic HRM is one of the primary means of an organization that its essentially relies on to achieve its short and long-term goals in the dynamic and competitive business environment, it pursues to use integrated methods aimed at developing human resource plans that reflect organizational considerations and works on developing and providing employees with the required knowledge and skills, and achieving maximum benefit from human capital (Naitore, 2019). More specifically, the main purpose of SHRM is clarifying the relationship between human resources management and the organization's strategy and how this relationship affects performance, considering achieving strategic alignment with the organization's goals and objectives and developing a set of consistent and integrated practices, programs and policies that contributes to achieving the strategic goals of the organization (D. K. Gautam, 2015;Gurbuz & Mert, 2011;Iqba, 2018;Michael Armstrong, 2009). Consequently, SHRM is a new approach to the management of human resources in modern organizations as strategic resources, play a vital role in accomplishing the strategic objectives and create sustainable competitive advantages, this leads to the importance of examining the role of HR on Macro-level (e.g.…”

Comparison of the Level of Personnel Work in the Czech Republic and Slovakia

“…In a market economy, capable employees with the necessary knowledge and skills who can work in both domestic and intercultural environments become a competitive advantage [21] and give the expected work performance [22]. Satisfaction with accepted HRM practices and processes is a prerequisite for the desired work performance [23].…”