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Education And Human Resource Development

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Question:

Discuss About The Education And Human Resource Development?

 

Answer:

Introducation

This research article has focused on the importance of strategic human resource management (SHRM) on the perception of federal agency mission accomplishment. This article has emphasized on the view that public organizations have shifted on SHRM for better exploiting sustained competitive advantage and enhancing organizational success. From the research of this article, the difference between the traditional human resource management (HRM) and strategic human resource management can also be understood. As per Lim et al. (2017), Traditional HRM is only concerned about short term accomplishment of organizational goals, whereas SHRM concerned on long term accomplishment of organizational goals through individual employee satisfaction and motivation, training and appraisal. Apart from that, this article has demonstrated that SHRM considers human resources as highly valuable human capital for bringing sustainable competitive advantage in organization. The statements of the author are clearer in the methodology of the research article. The Federal Employee Viewpoint Survey has made it clear that SHRM can better explore the productivity of the human resource through giving an individual concern on their needs and demand.

 


Deli?, Adisa, and Selma Smajlovi?. "Developing the function of human resource management with a view to building competitive advantage of enterprises in Bosnia and Herzegovina." Ekonomski Vjesnik/Econviews: Review of contemporary business, entrepreneurship and economic issues27, no. 2 (2014): 363-377.

This article has illuminated on the importance of Strategic Human Resource Management on building competitive advantage on organizations. Contemporary organizations are highly prone to face tough challenges and competition in the marker. Therefore, such organizations should search for new sources to preserve the competitive advantage over the rivals in the market. According to Deli?, Adisa, and Selma Smajlovi? (2014), SHRM focuses on the human resource and their knowledge as the fundamental value for organizations towards preserving their competitive advantage. While considering the resource approach of organizations towards competitive advantage, the tangible resources are like material and financial resources. However, this article has illuminated on human resources as invaluable intangible organizational resources, which are extremely importance for bringing the long term sustainable organizational success. The knowledge, skills and special characteristics of human resources are highly valuable for creating competitive advantage. Therefore, SHRM suggests for recruiting right employees having specialized knowledge and skills, upgrading their knowledge with changing business requirements, motivating employees for their better performance and retaining the best talents. The statements the author is evident in the survey method adopted for analyzing the SHRM of Bosnian and Herzegovinian enterprises.

Ananthram, Subramaniam, Alan Nankervis, and Christopher Chan. "Strategic human asset management: Evidence from North America." Personnel Review 42, no. 3 (2013): 281-299.

This article has focused on strategic human asset management for gaining long term competitive in organization. Ananthram et al. (2013) pointed out that SHRM frames HRM system as coherent system towards aligning the knowledge of the human resources with the specific requirements of business. The combined skills, knowledge, experience and attitude of the workforce enhance the productivity, profitability and organizational return on investment. The literature review of the research article has provided a balance perspective regarding strategic human asset management. The article has described that organizations should initiate employee development programs and close monitoring system through effective performance appraisal system. Apart from that, strategic human assess management also emphasizes on accumulation of firm knowledge with integrated and aggregated HR data.  The article also estimated that SHRM eliminated the risk and uncertainties of organizations through proper development of employee skills and proper talent management. The methodology of the research study seems to be quite effective for gathering adequate research information. The information collected from the semi-structured interview of the respondents has explored that SHRM is quite effective for maintaining organizational success through strategic agility.

 


Buttiens, Dorien, and Annie Hondeghem. "Strategic choices regarding talent management in the Flemish public sector." Society and Economy 37, no. 1 (2015): 49-72.

This research article has heighted on strategic choice for regarding talent management in organizations. According to Buttiens, Dorien and Annie Hondeghem (2015), strategic human resource develops talent system, which reflects particularly on organizational objectives in the context of strategic constraints. Moreover, SHRM recruits, develops and retain highly talented human resources and apply their special skills and knowledge towards dealing with the strategic constraints of organizations. The purpose of the research article has been clearly stated in the introduction section. As per this article, SHRM is concerned about exclusive talent management for fostering innovative ideas in organizations towards gaining sustainable competitive advantage. The information collected from the survey of organizations in Flemish government is extremely important for understanding the SHRM towards overcoming strategic organizational constraints and maintain organizational success.  The survey has demonstrated proper integration between the HRM process and talent management towards dealing with strategic organizational constraints. The method applied in the research is quite effective for collecting research information.

Paillé, Pascal, Yang Chen, Olivier Boiral, and Jiafei Jin. "The impact of human resource management on environmental performance: An employee-level study." Journal of Business Ethics 121, no. 3 (2014): 451-466.

This article has emphasized on the importance of strategic human resource management towards fostering environmental performance on organizations. According to Paillé et al. (2014), SHRM upgrade and develop the skills level the employees towards protecting the environment from harmful effect of the organizations. Moreover, such skills are beyond the job duties of the employees, which assist the organizations in employing the human resources towards developing environmental strategic and gaining sustainable competitive advantage. Strategic human resource management develops the competency level of the employees through proper integration of their knowledge, skills and experience. In this way, such competent employees become highly concerned about protecting environment from harmful organizational influence. Apart from that, such competent employees also encourage others in fostering corporate citizenship behavior, which helps the organization in gaining competitive edge. The field survey conducted on the Chinese organizational context has provided accurate information regarding the importance of SHRM in fostering environmental performance of organizations.

Eneh, Sunday Isaac, and Nsobiari Festus Awara. "Strategic human resource management practices and organizational growth: a theoretical perspective." Global Journal of Social Sciences 15, no. 1 (2016): 27.

This research article has emphasized on the importance of strategic human resource management practice on organizational growth. The article has focused on the relationship between employee training and productivity and reward system and profitability in an organization. Eneh, Sunday Isaac and Nsobiari Festus Awara (2016) opined that SHRM is responsible for attracting, selecting, training, assessing and rewarding the employees towards motivating them in fostering innovation for gaining competitive advantage in organizations. As per this article, training and reward system motivates the employees towards enhancing performance level of the employees. In this way, enhance performance level of the employees actually enhances the overall organizational productivity, which fosters organizational growth. Furthermore, SHRM also focuses on balanced work life of the employees, which leads to mental satisfaction of the employees. In this way, increasing satisfaction level of the employees enhances their efficiency level of the employees, which also increases organizational effectiveness and leads to organizational growth. This research article has used qualitative approach for gathering different viewpoints of different sources regarding SHRM. However, limitation of secondary sources can reduce the quality of information in this research article.

 


Khalil Darwish, Tamer, and Satwinder Singh. "Does strategic human resource involvement and devolvement enhance organisational performance? Evidence from Jordan." International Journal of Manpower 34, no. 6 (2013): 674-692.

This research article has focused on strategic human resource involvement and development towards enhancing organizational performance. As per Khalil Darwish, Tamer and Satwinder Singh (2013), SHRM empowers the line managers with greater responsibilities in regards to long term human resource planning, which can reduce employee turnover and enhance organizational performance. Strategic human resource involvement and development align the human resource strategies with overall organizational vision and objectives. As per SHRM, the organizational policies and procedures should develop the skills and knowledge of the employees motivating them towards better performance. In this way, SHRM actually enhance the overall organizational performance. SHRM involves higher level of employee involvement in the organizational decision-making process, which motivates the employees through increasing their worth and better understanding the organizational objectives. Moreover, through SHRM, the employees can better align their efforts with organizational objectives towards enhancing organizational performance. The survey method applied on the HR directors of financial sectors in Jordan has provided accurate information regarding the research.

Bak-Grabowska, Dominika, Agnieszka Jagoda, and Katarzyna Grzesik. "Personnel Strategy in Corporate Groups - Empirical Investigation." International Journal of Arts & Sciences 8, no. 4 (2015): 13-19

This article has focused on the framing personnel strategy through strategic human resource management in corporate groups. According to Bak-Grabowska et al. (2015), strategic human resource management creates a linkage between the personnel strategy and business strategy towards enhancing overall organizational performance. SHRM sets personnel strategies, which constitutes consistent and comprehensive set of long-term principles, which takes the advantages of human capital towards overall organizational growth. Moreover, such personnel strategies are clear, transparent, practical and innovative towards enhancing overall organizational performance. Furthermore, SHRM breaks down the tasks of the human resources into smaller and manageable components for enhancing the effectiveness of the human resources. Moreover, the approach of SHRM takes the advantage of human capital towards maintaining long term and sustainable competitive advantage in organization. The survey method applied in the research study has provided effective information regarding the personnel strategies of corporate groups through SHRM towards enhancing overall organizational performance.

 


Chenijani, Akram Ahmadnia, and Nour Mohammad Yaghoubi. "Pathological approach to human resource management: Strategic approach to maintenance human resource and organizational commitment." International Journal of Organizational Leadership 2, no. 1 (2013): 38

The title of the article is clear, which indicates strategic approach for developing human resource. The research article provides a condensed pathological strategic approach for managing human resource in an organization, which indicates a clear purpose. Considering the literature review section, it can be said that Chenijani, Akram Ahmadnia, and Nour Mohammad Yaghoubi (2013) tried to justify research purpose by highlighting the contribution of pathological approaches for SHRM from different articles. However, the article has highlighted both research questions and research hypothesis and T-test justified the analysis of hypothesis acceptance but there has been no analysis for research questions. It was accurate to use SPSS, but the article shows very less findings, graphs, charts and numbers. Descriptive analysis was done and factors that need to be considered for strengthening human resource were found to be justice, support, approach, culture, excellence and commitment. However, authors failed to describe and elaborate the implications of each variable.

Long Choi Sang. "Success factors of human resource profession in Malaysia: A quantitative study." New Horizons in Adult Education and Human Resource Development 25, no. 2 (2013): 49-61

The research article provides a clear indication through its title about creating the success factors for employees. However, the abstract is very short and does not highlight the aim and purpose, but has cleared the findings. Long Choi Sang (2013) provided a clear research purpose that the article is all about finding the success factors of the HR profession in Malaysia. This article has developed a concrete relationship between dependent and independent variables, which are HR competency, firm’s performance and HR success factors. In order to find the differences between mean ranking and HR competencies, Kruskal Wallis test statistics was used and it was found that Malaysian organizations need to hire employees with at least graduate degree. Also, employees are supposed to undergo development in accounting, marketing and technical competence aspects. Overall this research article is well structured and correct methodology was chosen but the number of respondents was very less and therefore obtained result might not be accurate for the entire Malaysian industry.

 

Reference List

Ananthram, Subramaniam, Alan Nankervis, and Christopher Chan. "Strategic human asset management: Evidence from North America." Personnel Review 42, no. 3 (2013): 281-299.

Bak-Grabowska, Dominika, Agnieszka Jagoda, and Katarzyna Grzesik. "Personnel Strategy in Corporate Groups - Empirical Investigation." International Journal of Arts & Sciences 8, no. 4 (2015): 13-19

Buttiens, Dorien, and Annie Hondeghem. "Strategic choices regarding talent management in the Flemish public sector." Society and Economy 37, no. 1 (2015): 49-72.

Chenijani, Akram Ahmadnia, and Nour Mohammad Yaghoubi. "Pathological approach to human resource management: Strategic approach to maintenance human resource and organizational commitment." International Journal of Organizational Leadership 2, no. 1 (2013): 38

Deli?, Adisa, and Selma Smajlovi?. "Developing the function of human resource management with a view to building competitive advantage of enterprises in Bosnia and Herzegovina." Ekonomski Vjesnik/Econviews: Review of contemporary business, entrepreneurship and economic issues27, no. 2 (2014): 363-377.

Eneh, Sunday Isaac, and Nsobiari Festus Awara. "Strategic human resource management practices and organizational growth: a theoretical perspective." Global Journal of Social Sciences 15, no. 1 (2016): 27.

Khalil Darwish, Tamer, and Satwinder Singh. "Does strategic human resource involvement and devolvement enhance organisational performance? Evidence from Jordan." International Journal of Manpower 34, no. 6 (2013): 674-692.

Lim, Seunghoo, Tae Kyu Wang, and Soo-Young Lee. "Shedding New Light on Strategic Human Resource Management: The Impact of Human Resource Management Practices and Human Resources on the Perception of Federal Agency Mission Accomplishment." Public Personnel Management 46, no. 2 (2017): 91-117

Long Choi Sang. "Success factors of human resource profession in Malaysia: A quantitative study." New Horizons in Adult Education and Human Resource Development 25, no. 2 (2013): 49-61

Paillé, Pascal, Yang Chen, Olivier Boiral, and Jiafei Jin. "The impact of human resource management on environmental performance: An employee-level study." Journal of Business Ethics 121, no. 3 (2014): 451-466.

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