Stages,Content, and Theory of Strategic Human Resource Management （SHRM）： An Exploratory Study

This study discusses ＂theory of strategic human resource management （HRM） has an impact on research topic of this study is to discuss SHRM resource management （SHRM）＂. Theory of SHRM is that human firm performance through employee performance. Therefore, the theory. Research method is literature scanning. Research findings are, firstly, that strategic HRM can be defined with employee/firm performance relationship. Secondly, this study depicts its own SHRM model. In this model, HRM practices develop individual performance of employees in organizations, and individual performance increases performance of business departments, such as supply department, finance department, marketing department, logistics department, etc., and performance of business departments has an impact on firm performance. Furthermore, this study makes its SHRM definition. So far, there have been two definitions of SHRM in literature studies. The first definition identifies SHRM with corporate strategies and competitive advantage. The second definition describes SHRM with HRM-firm performance relationship. This study makes the third definition, namely, SHRM is employee/firm performance relationship, and this definition is figured in an SHRM model in this study.     

The relationship between perceptions of HR practices and employee outcomes: examining the role of person–organisation and person–job fit

Human resource management (HRM) practices can play an important role in matching people with the organisations and the jobs they work in. However, little is known about how employees perceive and interpret HR practices and whether or how these perceptions relate to perceptions of person–organisation (P–O) and person–job (P–J) fit. This study aims to bridge strategic HRM and person–environment fit literature by examining possible mediating and moderating roles of P–O and P–J fit in the relationship between employee perceptions of a broad set of HR practices and employee attitudes and behaviours. Results from a sample of 412 employees support direct relationships as well as a mediating and moderating role of P–O and P–J fit in the relationship between perceived HR practices and employee outcomes.     

Aligning employees with the organization's strategic objectives: out of ‘line of sight’, out of mind

This research focuses on the strategic alignment of a firm's human resources. Specifically, I investigate employee ‘line of sight’ to an organization's strategic objectives. Line of sight is conceptualized as an employee's understanding of an organization's objectives and how to contribute to those objectives. Line of sight was expected to vary across individual characteristics (e.g. hierarchical level, tenure) and relate to important work outcomes (e.g. work attitudes, turnover). Results of a field study confirmed many of the hypotheses, supporting the importance of this construct to research and practice.     

基于知识的人力资源管理模式初探

在综合评述知识管理与人力资源管理理论研究状况基础上,从知识的含义、分类入手,结合人力资源管理自身特点,构造出以企业知识和个体知识为基础的人力资源管理新模式,并从设计理念、运作机制及组成体系三方面分别进行了阐述,对人力资源规划、招聘与配置、培训与开发、薪酬管理、绩效管理、企业文化等五方面的管理措施进行了较为详细的说明。     

The politics of HRM: waiting for Godot in the Moroccan civil service

This study illustrates the fundamental importance of a political understanding in order to improve HRM in both public and private organizations. It complements studies that have found a statistical relationship between public staff management and economic growth by presenting a case study of Morocco, using the strategic human resource management (SHRM) model as a framework.

There are several reasons why HRM in the Moroccan civil service has stagnated, notably unfamiliarity with HRM models and the French administrative heritage. But the fundamental reason is Morocco's political system, where real power resides in the Palace, and where political actors are reluctant to take bold initiatives. Thus a focus on the management level is currently misplaced, and fundamental political action harnessing the authority of the Palace without disempowering other political actors is needed.

The study implies that a political analysis is sometimes a prerequisite for improving HRM in both public and private organizations.     

Looking beyond HRM practices in enhancing employee retention in BPOs: focus on employee–organisation value fit

This paper argues that the effectiveness of HRM practices in tackling employee retention can be enhanced by improving the compatibility between employee and organisational values. We test our hypothesis using structural equation modelling on a sample of 258 employees in business process outsourcing (BPO) firms in the Philippines. The results show that the fit between employee and organisation values positively and partially mediates the effects of HRM practices on employee retention. However, employee–organisation value clash in US-owned BPOs was found to have a negative effect on employee retention. Because employees are less likely to leave when they share similar values as their organisations, HRM practices can be used strategically to improve the employee–organisation value fit to improve retention. The implications of the findings for HR managers of BPOs in developing countries are fully discussed.