The Human Resources Strategic Management

The most of the specialists value the role of the strategies and the tactics in modern societies development, including in the economic field, especially in increasing the companies effectiveness, but also for mezo, macro and worldwide economic levels. As response to some strong requirements, the strategies are used not only in economic field, but also in other ones: political, military, social, educational etc. In Romania, for each field of activity and each organization is necessary to ground, to elaborate, to adopt and to operate realistic scientific strategies; to accelerate this action in human resources field, the most important organizational resources, perhaps this is the most necessary issue. This article targets the following: I. to provide a short description of the strategic management and the strategy’s concepts; II. to emphasize/to highlight the foreign and Romanian specialists points of view out of strategic human resources management; III.to present author`s own considerations about strategic human resources management.human resources; strategic management; strategy; human resources management.

Competitive Advantages as a Complete Mediator Variable in Strategic Resources, Dynamic Capabilities and Performance Relations in the Car Sales Sector

Taking the resource-based view –RBV- and the dynamic capability view –DCV- as an orientation, the main aim of this study is to develop the mediator role that competitive advantages play in the relations between strategic resources, dynamic capabilities and performance. The study takes place in a dynamic and changing sector: the sale of new cars in Portugal. The results show that (a) achieving competitive advantages, which are decisive for business results, depends on the available strategic resources and the generating of dynamic capabilities, (b) in dynamic and changing sectors strategic resources are essential to generate dynamic capabilities, (c) firms must center their attention on, more than results, the generating of sustainable competitive advantages as these act as a mediator variable of the effect of strategic resources and dynamic capabilities on performance. The data scrutiny uses structural equation modeling (SEM) through PLS as the statistical instrument. The sample comprises 89 firms which sell new cars in Portugal

The role of strategic groups in understanding strategic human resource management

Purpose – This article explores how understanding the challenges faced by companies’ attempts to create competitive advantage through their human resources and HRM practices can be enhanced by insights into the concept of strategic groups within industries. Based within the international hotel industry this study identifies how strategic groups emerge in the analysis of HRM practices and approaches. It sheds light on the value of strategic groups as a way of readdressing the focus on firm and industry level analyses. Design Methodology/Approach – Senior human resource executives and their teams across eight international hotel companies (IHCs) were interviewed in corporate and regional headquarters, with observations and the collection of company documentation complementing the interviews. Findings – The findings demonstrate that strategic groups emerge from analysis of the HRM practices and strategies used to develop hotel general managers (HGMs) as strategic human resources in the international hotel industry. The value of understanding industry structures, dynamics and intermediary levels of analysis are apparent where specific industries place occupational constraints on their managerial resources and limit the range of strategies and expansion modes companies can adopt. Research limitations/implications - This study indicates that further research on strategic groups will enhance the theoretical understanding of strategic human resource management (SHRM) and specifically the forces that act to constrain the achievement of competitive advantage through human resources. A limitation of this study is the dependence on the human resource divisions’ perspectives of realising international expansion ambitions in the hotel industry. Practical implications - This study has implications for companies’ engagement with their executives’ perceptions of opportunities and threats, and suggests companies will struggle to achieve competitive advantage where such perceptions are consistent with their competitors. Originality/value - Developments in strategic human resource management have relied upon the conceptual and theoretical developments in strategic management, however, an understanding of the impact of strategic groups and their shaping of SHRM has not been previously explored

Learning in Strategic Alliances

{Excerpt} Strategic alliances that bring organizations together promise unique opportunities for partners. The reality is often otherwise. Successful strategic alliances manage the partnership, not just the agreement,for collaborative advantage. Above all, they also pay attentionto learning priorities in alliance evolution. The resource-based view of the firm that gained currency in the mid-1980s considered that the competitive advantage of an organization rests on the application of the strategic resources at its disposal. These days, orthodoxy recognizes the merits of the dynamic, knowledge-based capabilities underpinning the positions organizations occupy in a sector or market. Strategic alliances—meaning cooperative agreements between two or more organizations—are a means to enhance strategic resources: self-sufficiency is becoming increasingly difficult in a complex, uncertain, and discontinuous external environment that calls for focus and flexibility in equal measure. Everywhere, organizations are discovering that they cannot “go” it alone and must now often turn to others to survive

The Relationship Between Strategic Choices and Performance in Italian Food SMEs: A Resource-based Approach

In the context of progressive rise of the competition among firms, due to the increasing globalisation, it is interesting to understand the potential sources of competitive advantage in order to set up a successful strategy. The theory of Resource-based View used in this framework examines the connection among internal resources and strategic choices, and how the latter affect firm performance. The firm strategy is determined by available resources and capabilities which are deployed to obtain a good performance. Therefore, strategic choices act in between resources and performance. The purpose of the paper is to evaluate the relationship between strategic choices and performance achieved by food SMEs, based on a set of distinctive resources. This approach is assessed in food SMEs located in Italy, by applying a Structural Equation Model. The results of the empirical analysis showed that, in the food sector, strategic choices based on innovation, product positioning, and chain relationship development have positive effects on performance, but only if distinctive resources and capabilities are considered. Innovation plays a capital role because of its direct as well as indirect effects.resource-based view, strategic choices, SMEs, food sector, structural equation modelL11, L25, L66, Q13, Agribusiness,

Aging, Retirement and Human Resources Management: A Strategic Approach

This chapter introduces the organizational view of retirement by exploring the relationship between organizational strategy and human resource management decisions regarding retirement. The authors begin with an overview of organizational strategy and discuss two methods used to plan for an aging and retiring workforce. Several key human resource decisions related to retirement are then addressed. In the pre-retirement phase, the role of HR In helping employees to prepare for retirement Is discussed, focusing primarily on financial planning and other retirement-related benefits. Next, human resource decisions pertaining to managing a retirement-ready workforce are discussed, addressing specifically the issues of knowledge transfer and motivating performance. Finally, interactions with individuals after retirement are discussed by looking at recruitment and bridge employment

The elaboration of the strategic plan regarding human resources

The elaboration of the plan constitutes a necessity for an organization which is governed by the desire to maintain the same objectives, that led to remarkable results; the factors’ generalization which influences positively the present situation of the firm and which can have an important role in the future activity; establishing the direction to which the commercial society will develop in the external and internal environment; the distribution of the human resources congruent to programs, discarding the traditional methods; establishing efficient criteria of evaluation of the degree at which the established objectives regarding human resources are achieved.assurance, human resources, management, planning, strategy, the maintenance and development of human resources.

The Challenges of Strategic Human Resources Management in Southeast Asian Universities

Nowadays the Higher Education Institutions face major challenges in its development. Demanding from different actors and the orientation of the research, more oriented to innovation and value creation, request news capacities to answer to that. Southeast Asia shows a strong economic growth with a large increase in GDP and a growing improvement in the position of The Human Development Index promoted by United Nations. This reality creates a different pressure on the higher education institutions in southeast Asia that requires a change in the universities, in the way they implement the mission and in the requested capacities, specially the human resources capacities. In this way, a new paradigm and model of human resources management for southeast higher education institutions need be developed to create the conditions to answer to this new reality, where the main analysis variables will be talent, performance, motivation and retention, coaching, cross cultural, integrity and permanent adaptability and flexibility. The main objective of this communication is to reflect and contextualize in terms of theoretical models where we find the assumptions for the implementation of strategic human resources management for southeast Asian universities. What kind of profile is request for the staff in this new reality? What we need to change in human resources management? How can this change be implemented? What HRM tools are most relevant to this reality? These are the main issues on which we will reflect with a critical thinking approach in order to present a set of clues to southeast Asian universities according to our analysis and interpretation, as Portuguese and European

Strategic weight within couples: a microsimulation approach

Individual strategic weight plays an important role in the intra-household allocation of resources; however, empirical studies invariably find such weight difficult to define in a plausible and computable way, given the available data. This paper proposes a framework for the calculation of household members' strategic weight that can be easily computed using a microsimulation model. The index proposed for each member as the share of resources the household would lose should he or she abandon it. The causes of strategic weight differentials are analysed in four EU countries with significantly different employment structure and tax-benefit systems (Finland, Germany, Italy and the United Kingdom), using EUROMOD, an integrated EU-15 microsimulation model.individual strategic weight ; microsimulation ; tax-benefit systems