مقاله انگلیسی رایگان در مورد رویکردهای استراتژیک مدیریت منابع انسانی و عملکرد سازمانی – امرالد ۲۰۱۹

emerald

 

مشخصات مقاله
ترجمه عنوان مقاله رویکردهای مدیریت استراتژیک منابع انسانی و عملکرد سازمانی: نقش میانجی جو خلاق
عنوان انگلیسی مقاله The strategic human resource management approaches and organisational performance: The mediating role of creative climate
انتشار مقاله سال ۲۰۱۹
تعداد صفحات مقاله انگلیسی ۱۴ صفحه
هزینه دانلود مقاله انگلیسی رایگان میباشد.
پایگاه داده نشریه امرالد
نوع نگارش مقاله
مقاله مفهومی (Conceptual paper)
مقاله بیس این مقاله بیس نمیباشد
نمایه (index) Scopus – Master journal
نوع مقاله ISI
فرمت مقاله انگلیسی  PDF
شناسه ISSN ۰۹۷۲-۷۹۸۱
مدل مفهومی ندارد
پرسشنامه ندارد
متغیر ندارد
رفرنس دارد
رشته های مرتبط مدیریت
گرایش های مرتبط مدیریت استراتژیک منابع انسانی، مدیریت عملکرد، مدیریت منابع انسانی
نوع ارائه مقاله
ژورنال
مجله  مجله پیشرفت در تحقیقات مدیریت – Journal of Advances in Management Research
دانشگاه School of Business, Whitireia New Zealand, Auckland, New Zealand
کلمات کلیدی مديريت استراتژيك منابع انساني، بهترين برازش، رويكرد اقتضایی، جو خلاق، رویکردهای SHRM، رويكرد عام گرا
کلمات کلیدی انگلیسی Strategic human resource management، Best fit, Contingency approach، Creative climates، SHRM perspectives، Universalistic approach
شناسه دیجیتال – doi
https://doi.org/10.1108/JAMR-11-2017-0104
کد محصول E12514
وضعیت ترجمه مقاله  ترجمه آماده این مقاله موجود نمیباشد. میتوانید از طریق دکمه پایین سفارش دهید.
دانلود رایگان مقاله دانلود رایگان مقاله انگلیسی
سفارش ترجمه این مقاله سفارش ترجمه این مقاله

 

فهرست مطالب مقاله:
Abstract

Introduction

Literature review

Discussion

Conclusion and future research

References

بخشی از متن مقاله:

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.

ارسال دیدگاه

نشانی ایمیل شما منتشر نخواهد شد. بخش‌های موردنیاز علامت‌گذاری شده‌اند *