Theoretical Perspectives on the integration of Human Resource Management and Strategic Human Resource Management (Published)
This is a descriptive study based on secondary data collected from various research papers and articles. This study theoretically evaluated the links between human resource management (HRM) practices and strategic human resource management (SHRM) and how such integration can enhance overall organizational performance and result in organizational attainment of sustainable competitive advantage. It is a fact that people, not products, markets, cash, buildings, or equipment, are the critical differentiators in the success of an organization. All the assets of an organization, other than organizational workforce are inert; they are passive resources that require human application to generate value. People and how they are managed are becoming more important because many other sources of enhanced profitability and competitive advantage are less powerful than they used to. The key to improved performance and achieving and sustaining a profitable organization is through the productivity of an organization’s workforce, therefore drawing on the Human Resource Management (HRM) and Strategic Human Resource Management (SHRM) literature, I built on the Resource-Based-View of the firm to theoretically articulate how organizations can be more productive and achieve sustainable competitive advantage through the effective management of people. Specifically, I attempted to further the theoretical development of Human Resource Management (HRM) and Strategic Human Resource Management (SHRM) by defining, summarizing and synthesizing the literature on the measurement and integration of HRM and SHRM. I also identified gaps in the literature on the relationship and integration of HRM and SHRM and developed research questions which can be tested empirically in future research and proposed several research methods which can be employed to answer the identified research questions.
Evaluating the Influence and Implications of Strategic Human Resource Management on Organisational Effectiveness of Banks in Kurdistan Region of Iraq (Published)
This study examines the extent in which Strategic Human Resources Management (SHRM) influences the organisational effectiveness of banks in Kurdistan Regional Government (KRG). The study attempts to identify some of the problems affecting Banks’ effectiveness. A total of 93 questionnaires were distributed to one local private bank (Kurdistan Bank), one local public or state-owned bank (Zagros Bank) and one internationally owned bank (Abu Dhabi Bank). Of the above number, 74 questionnaires were successfully retrieved and the results were analysed using SPSS 22. The results from the study showed that most of the variations in organisational effectiveness that are attributed to changes in (SHRM) are observable in the public or state-owned banks. The results also showed that most SHRM practices are insignificant in the context of individual banks but more significant in the context of all banks. Furthermore, it was observed that performance systems have a negative effect on private and internationally owned banks. The conclusion drawn from the study is that the effects of SHRM on organisational effectiveness in the banking sector are the same between the banks. The study is significant as it contributes to the formulation of strategies that will help to attract and retain the right, qualified and skilled employees who can facilitate the performance and success of the banks employees’ welfare. The study is one of the few types of research that looks at the implications of Strategic Human Resources on the organisational effectiveness of banks in the Middle East with regards to KRG. It will also form part and parcel of a foundation for establishing a base for conducting future studies
The International Olympic committee, the national Olympic committees, the national sports federations and sports development in the selected places consist of the Olympic sports organizations. All these sports bodies must be managed in order to fulfill their roles. The purpose of this study was to review the published knowledge about the human resource management characteristics of these sports organizations. After the thorough and exhaustive review of the international literature and the content analysis of the most important articles, the following was found: The management of human resources of the Olympic sports organizations has a number of particular characteristics. They have very few staff members, the human resources are volunteers and few of them are paid. So, in order to organize the human resources management of these sports bodies in a better way, they should develop a human resource strategy, to recruit and motivate human resources, to develop human resources through training and to develop skills for managing the human recourses. It is concluded that all of these competencies are needed for the efficient administration of an Olympic sports organization and they are essentials for it to meet their objectives and fulfill its role.