1- Prelude

2- Rationale of the study

3- Related review of literature

4- Research gaps

5- Research objectives

6- Research methodology

7- Data analysis and interpretations

8- Findings and discussion

9- Managerial implications

10- Limitations of the study and further scope of research

11- Conclusion

References

Abstract

Purpose – Today, the employees stand firm as an integral part of the organization and are a precious asset. They are willing to learn, accept challenges and strive hard to deliver their level best. The role of the employees has become pronounced and significant, and it is no more conventional. They are now taking up responsibilities in strategic planning and development of the organization. Thus, HR department plays a profuse role in planning for the human resource of the firm to optimize the utilization of their potentials that would help support and meet the business as well as strategic goal of the firm. These HR planning programs ensure managing people within a planned framework and make them develop their performance that becomes a source of sustained competitive advantage for the firm. The paper aims to discuss these issues.
Design/methodology/approach – A descriptive research has been conducted with cross-sectional survey through a formalized questionnaire. Multistage sampling has been used in the study. Primary data have been collected from different manufacturing industries of India. Exploratory factor analysis and confirmatory factor analysis have been conducted on the hypothesized research model. Structural equation modeling has been done to specify the relation between the measured and latent variables.
Findings – The HR planning programs, namely, staffing plan and succession plan, yield a better result in addressing the strategic goal of the company. Succession plan, staffing plan and talent management strategies augment the efficacious performance of the firm. Effectual performance aids in gaining a competitive advantage for the firm in a substantial way. Job analysis and design have no impact in achieving the strategic intent of the organization.
Originality/value – The study gives a comprehensive scenario of the HR planning programs that can help the organization to meet and uphold their strategic goals. The study provides a model that can solidify and bind the organization toward securing organizational intent and leading a steadfast business process in this dynamic competitive marketplace.

Prelude

Globalization of business has resulted in a greater mobilization of human resources. This phenomenon has lead to effective management of human resources across the organization. In recent times, HR department plays a significant role in effectual utilization of its human resources, thereby attaining the desired organizational objectives. The different human resource management functions today have brought the people and organization together, improving productivity as well as creativity, and have facilitated value creation. Thus, HRM is proactive and its practices forms an inherent part of business strategy planning. Human resource planning (HRP) is one of such practices that help in forecasting and assessing the manpower requirement in an organization, aim at balancing demand and supply, allocation and reallocation of manpower, anticipate human resource problems and plan for the requisite programs so that the future need of manpower is met efficaciously (Bhattacharya, 2012). HRP is no longer an option; it is imperative and has an exigent demand in any organization for its sustained growth and existence (Aswathappa and Dash, 2008).

Introduction

Literature review

Discussion

Conclusion and future research

References

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.

Introduction

Twenty-first century organisations are competing over the efficiency and utilisation of their workforce. Moreover, in a competitive environment, a company must understand all its negative and positive forces, including relevant skill sets among its workforce to stay in the market. Hence, having the right composition in the team, with the right skill sets is good enough to get a sustainable competitive advantage ( Jery, 2013). Gilmore and Williams (2009) identified that: “employees provide the primary source of competitive advantage, with the quality of HRM being a critical influence on the performance of firms and managing people”. Along those lines, Delery and Roumpi (2017) argued that: “HRM practices can contribute to a firm’s sustainable competitive advantage not only by enhancing employee’s ability, and offering motivation and opportunities, but also by shaping supply-side and demand-side mobility constraints”. Wright and McMahan (1992) defined the term “strategic human resource management (SHRM)” as: “the pattern of planned human resource deployments and activities intended to enable an organisation to achieve its goal”. Delery and Doty (1996) address SHRM as a vast organisational culture and is structured to promote performance effectiveness, the fundamental development of resources, knowledge and capability within an organisation. It is a link to develop an organisational cluster of cultures, innovation and manpower towards the business goal and organisation mission in the long term. SHRM, hence, being applied vastly within organisations to examine the relationship between the strategic approaches applied and their impact on an organisation’s performance barrier.

1- Introduction

2- Sustainable corporate strategy and sustainable human resource management strategies

3- Sustainable human resource management strategies, employment relationships and HRM systems

4- Discussion and conclusions

References

Abstract

This paper aims to develop a conceptual framework capable of analysing the contributions made by strategic human resources management (SHRM) to firm sustainability and competitiveness. Specifically, we identify different sustainable corporate strategies and the way in which they are supported by coherent sustainable HRM strategies. We propose different sustainable employment relationships considering two dimensions: inducements offered by an organisation and expected employee behaviours in order to comply with sustainable HRM strategies. All the above also necessitates a system of HRM practices (content of the employment relationship) that should be well defined and oriented towards sustainability. Accordingly, we suggest associations of specific systems of HRM practices, depending on the type of employment relationship and sustainable HRM strategy, in order to promote the expected ‘Triple Bottom Line’, and which also improve firm competitiveness.

Introduction

The importance of incorporating sustainability into the management of organisations is a phenomenon that is increasingly drawing attention as a consequence of the effects of institutional and stakeholder pressures, forcing substantial changes in the commitment shown by organisations to this issue as part of their drive for social approval (Meyer & Rowan, 1977). The pressure of governments through regulations, for example, has been the subject of controversy, since these bring costs for organisations in their short-term adaptation process, which can affect their competitiveness (Wilkinson, Hill, & Gollan, 2001). The term sustainability has received different labels depending on the sphere or perspective from which it has been studied. Hence, the Resource Based View (RBV) incorporates the term into the strategic analysis of business, making reference to the maintenance of competitive position (Barney, 1991) in economic and market terms and, from an ecological perspective, referring to the environmental impacts of the activities of different institutions (Ehnert, 2009). However, the World Commission on Environment and Development (WCED, 1987) provides a definition of sustainability that is coherent with the concept as it is used in this paper, referring to the action and development of organisations so that, when meeting the needs of the present, they do not compromise the ability of future generations to meet their own needs. More specifically, Elkington (1998) indicates three principles on which sustainable development is based: environmental integrity, social equity and economic prosperity, referred to as the Triple Bottom Line. Environmental integrity makes reference to an ecosystem’s limited regeneration capacity; social equity is linked to the right of all stakeholders to access resources, building transparent relationships that highlight the distribution of value creation; and economic prosperity pertains to the quality of life achieved through the productive capacity of organisations.

1- Introduction

2- Theoretical background

3- SSM and its relation to the human competences: a systematic review of the literature

4- Method

5- Results

6- Discussion

7- Conclusion and final remarks

8- Limitations and future studies

References

Abstract

Purpose – The purpose of this paper is to identify how human competences are associated with sustainable strategic management (SSM) within organisations. Design/methodology/approach – This is a qualitative study in two phases: first, a theoretical phase is developed, resulting in a proposal for the role of human competences in organisational sustainability; second, an empirical phase including instrumental case studies of two large, sustainability-oriented Brazilian companies. Data were obtained from interviews and companies’ reports. The authors used Atlas.ti software to perform the thematic content analysis.
Findings – Despite the importance of human competences in SSM, the authors find evidence that this concept has not been developed, even for companies with a consolidated position in sustainability. Human competences are a requirement for effective SSM.
Research limitations/implications – Coexisting elements within an organisation, often referred to as elements of organisational and human behaviour, can influence the dynamics of the expected interrelationships between human competences and sustainability management, in addition to the influencing factors presented in this study.
Originality/value – In general, studies advocate that the relationships among organisational competences, human competences and organisational strategies must be aligned and reinforced. Nevertheless, these relationships are not that solid as they should be as stated in both the literature and the conventional discourse of practitioners.

Introduction

Sustainability has been understood and defined in different ways and from different perspectives (Glavič and Lukman, 2007). The outcome of a worldwide survey among business executives (Lacy et al., 2010) shows that sustainability in organisations is perceived in two ways: the first, by understanding the Brundtland Commission Report, when it refers to considering the needs of future generations, by preserving natural resources today (WCED, 1987); second is the triple-bottom-line (TBL) approach that could lead an organisation to contribute to economic prosperity, environmental quality and social justice, simultaneously (Elkington, 1998). In this paper, we understand organisational sustainability as being the demonstration of the systemic and balanced integration of social, environmental and economic aspects of business strategy. Regardless of the way companies understand sustainability, this broad-reaching concept should be an important component of their strategies. Previous studies have discussed the association between strategy and sustainability within organisations (e.g. Borland et al., 2016; Fowler and Hope, 2007; Hart and Dowell, 2011; Husted and Allen, 2007; Parnell, 2008; Porter and Kramer, 2006).

The Strategic Human Resource Management (SHRM) literature has sought to characterise the Employment relationship, in as objective a way as possible in order to come up with prescriptive typologies of courses of action that the HR department must take in order to link up to firm level strategy on the one hand and link down to desired employee behavior on the other. Yet, time and again, fitment issues have plagued empirical attempts at modeling these complex relationships. Empirical contexts in turn such as implications for and by multiple stakeholders, ethical issues for society at large and outcomes for specific varieties of work, careers, psychological contracts and employment relationships have remained unaccounted for. Chadwick and Cappelli, (1999) note that ‘neat models’ that encapsulate strategy typologies into SHRM body of knowledge have been the order of the day with little regard to contextual details. The absence of context awareness in turn makes difficult the operationalisation of SHRM theory into HRM practice and performance outcomes. This article thus reviews the relevant literature that lies in these fitment issues and offers to bridge this conceptual gap by proposing a ‘Power’ theory based nomothetic, typological synthesis for crafting the business-facing Human Resource (HR) function. The method used is that of thematic review, content analysis, and inductive theorizing. We argue that the power perspective as articulated by Townley (1993) and as originally conceived by Foucault, manifests as the meta-theory that can serve to subsume the closely aligned and yet multitude of theorizations, thus enabling a much required streamlining of constructs and ‘value laden’ synthesis of the literature.

این مطالعه تلاشی برای ازمودن تاثیرات فعالیت های منابع انسانی استراتژیک بر نواوری سازمانی و ظرفیت مدیریت دانش شرکت ها می باشد.داده ها از صنایع فعال در کشور ترکیه جمع اوری شد. نتایج حاصل از تحلیل رگرسیون تاکید می کنند که تنها فعالیت های خاص در منابع انسانی استراتژیک، قدرت پیش بینی نواوری سازمانی را دارند. علاوه براین، یک الگوی مشابه بین فعالیت های منابع انسانی استراتژیک و ظرفیت مدیریت دانش شرکت ها مشاهده شد. به طور کلی، یافته های ما اهمیت جبران خدمات، سیستم های اموزشی و ارزیابی عملکرد را به عنوان پیش بینی کننده های متغیرهای وابسته در نظر می گیرند. در پایان مقاله نتیجه گیری و پیشنهادات بیشتر و هم چنین محدودیت ها ارائه شده اشت.

مقدمه:
مجموعه های پویا و غیر پویای کسب وکارامروزی موجب می شود تا شرکت ها به سمت نواوری حرکت کنند. به ویژه، شرکت باید در انواع مختلفی از امور نواوری شرکت نمایند تا مزایای رقابتی خود را افزایش داده و موجب بقای خود در بلند مدت شوند. اکتشاف و بهره برداری انواع نواوری، توجه بسیاری از افراد را در زمینه ی ادبیات جلب کرد. پزوهش قبلی مشخص کرد که نواوری سازمانی به عملکرد شرکت، هدف گذاری استراتژیک شرکت، بهره وری و فرهنگ سازمانی مربوط می شود. علاوه بر مطالعات سطح سازمانی که اکتشاف و بهره برداری را مورد بررسی قرار دادند، مطالعات اخیر تاکید بر سطح تیمی و فردی نواوری را اغاز کرده اند. علی رغم مجموعه ای از این مطالعات و روش های هرمی ارزیابی نواوری، محققان به توافقی رسیده اند که نواور بودن تقریبا با نتایج بهره وری و عملکرد مطلوب برابر است.

Main goals of the businesses are to grow and to make profit. Although companies are profit oriented s, growth and development of the companies are needed to keep continuation. As a result of increased competition with globalization, surviving of companies and getting sustainable competitive advantage depends on growth and development strategies. Aim of growing and growth strategies show themselves differently in businesses.