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

Hamid, Shahnaz

doi:10.15640/jhrmls.v7n2a1

Cited by 21 publications

(17 citation statements)

References 17 publications

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“…A challenge for virtually every organization is the managing of scarce resources -especially the limited time constraints required to perform the many tasks that confront leaders in organizations and HRPs in particular (Becker & Huselid, 2006). The need for improving the effectiveness of the HRM function is not a new concept (Ulrich, 1998), but the constantly evolving nature of the modern business world has increased pressure on HRPs to do more with fewer resources and to accomplish essential tasks in a time-sensitive world (Holbeche, 2009;Pearse, 2017;Hamid, 2019;Dhillon & Nguyen, 2021).…”

Section: Understanding the Urgent And Importantmentioning

confidence: 99%

Strategic Human Resource Management – Distinguishing between the Urgent and the Important

Ortega-Cotto¹,

Bhuyan²,

LaGrand³

et al. 2022

BMR

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The purpose of this paper is to identify the importance of Human Resource Professionals (HRPs) understanding the importance of their strategic contribution to their organizations and the seven strategic roles that guide them in utilizing their time effectively. Although Human Resource Management (HRM) can play a vital strategic role in enhancing the effectiveness of organizations, the professionals who perform those roles often struggle due to the many demands placed on their time. The ability of HRPs to differentiate between activities that are urgent demands and those that are truly important is often difficult. Understanding the difference between the urgent and the important can be facilitated if HRPs focus on seven strategic roles identified herein that are critical to the contributions that HRM can make to the success of organizations. The paper identifies eight common pitfalls to effective strategic HRM.

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Section: Understanding the Urgent And Importantmentioning

confidence: 99%

Strategic Human Resource Management – Distinguishing between the Urgent and the Important

Ortega-Cotto¹,

Bhuyan²,

LaGrand³

et al. 2022

BMR

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“…The VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) in business depicts an unpredictable environment of fast changes, focus on diverse employees, and the challenge of working with sophisticated and demanding customers. Therefore, organizations in the Halal industry need robust performance management to develop and sustain a competitive advantage in the market (Hamid, 2019).…”

Section: Organization Performance Factors Inmentioning

confidence: 99%

“…Kryvoruchko et al (2018) suggested in their study on enterprise management in a VUCA environment that SMEs must be more dynamic in their entrepreneurial management and more agile in adjusting their business models to remain relevant to evolving customer trends that have become more sophisticated in recent years. This fluidity will ensure that an organization can comprehend and meet consumer demands, thereby acting as a catalyst for businesses to mitigate the influence of VUCA (Hamid, 2019). A more sophisticated and highly demanding consumer these days contribute to VUCA components in the Halal market.…”

Section: Organization Performance Factors Inmentioning

confidence: 99%

Halal Industry’s Organizational Performance Factors: A Systematic Literature Review

Bidin

Razak

Mohamad

et al. 2021

JSSH

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The global Halal industry is one of the world’s fastest-growing consumer segments, as evidenced by substantial research and published papers. This paper aims to identify and characterize the factors that influence organizational performance in companies within the Halal industry. It also offers an overview of the factors influencing companies’ organizational performance in various Halal industry sectors. A systematic Literature Review (SLR) of the Web of Science, Scopus, Emerald, and Science Direct databases guided by PRISMA (Preferred Reporting Items for Systematic Review and Meta- Analyses) protocol was used to analyze the data. The electronic database’s search results included articles focused on halal certification, halal product development, and supply chain management. A methodical review of these articles found four main factors that influence the organizational performance of halal companies: 1) the strategic management of Halal business, 2) the management of Halal requirements, 3) the understanding of consumer demands, and 4) the creation of the best organizational environment. This review provides detailed guidelines based on important research findings on how Halal organizations can manage and excel in their businesses. As a result, companies can better minimize the effect of volatile, uncertain, complex, and ambiguous (VUCA) environments in managing the business.

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“…These changes go beyond the methods of organizing production, having a clear impact on working conditions and employment opportunities [ 1 ]. There is discussion around an environment characterized by volatility, uncertainty, complexity, and ambiguity (VUCA) where companies, in response to almost unpredictable social expectations, undergo constant and rapid change [ 2 ]. Among the effects of globalization, it is worth highlighting that economic, social, and health crises are no longer confined to just one country, but rather they spread to other countries—sometimes more quickly than others.…”

Section: Introductionmentioning

confidence: 99%

The Importance of Work-Related Events and Changes in Psychological Distress and Life Satisfaction amongst Young Workers in Spain: A Gender Analysis

Sanchíz

Espejo

Tovar

et al. 2020

IJERPH

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A relentless stream of social, technological, and economic changes have impacted the workplace, affecting young people in particular. Such changes can be a major source of stress and can cause a threat to health and well-being. The aim of this paper is to understand the importance of work-related events and changes in the psychological distress and life satisfaction of young workers in Spain. A transversal study was carried out on a sample comprising 509 men and 396 women aged between 26 and 35 years old. The results showed that there were no differences between the men and women in the number of work-related events and changes experienced in the last 12 months, nor in terms of job satisfaction. The results from the multiple regression analysis showed that a greater number of work-related events and changes experienced during the last 12 months were associated with increased psychological distress and reduced life satisfaction amongst men, but this was not the case for women. Although job satisfaction was independent from the men and women’s psychological distress when self-esteem and social support was included in the regression equation, greater job satisfaction was associated with greater life satisfaction for both men and women. It concludes that work-related events and job satisfaction are important for the health and well-being of young people, even though a larger number of work-related events and changes is associated with increased psychological distress and reduced life satisfaction for men only.

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

Cited by 21 publications

References 17 publications

Strategic Human Resource Management – Distinguishing between the Urgent and the Important

Strategic Human Resource Management – Distinguishing between the Urgent and the Important

Halal Industry’s Organizational Performance Factors: A Systematic Literature Review

The Importance of Work-Related Events and Changes in Psychological Distress and Life Satisfaction amongst Young Workers in Spain: A Gender Analysis

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