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

Stages, Content, and Theory of Strategic Human Resource Management (SHRM): An Exploratory Study
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摘要 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.
作者 Gurhan Uysal
出处 《Journal of Modern Accounting and Auditing》 2014年第2期252-256,共5页 现代会计与审计(英文版)
关键词 theory of strategic human resource management (SHRM) human resource management (HRM) employee performance firm performance 人力资源管理 协会 资源管理模型 绩效关系 企业战略 业务部门 管理理论 管理模式
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参考文献15

  • 1Devanna, M., Fombrun, C., & Tichy, N. (1981). Human resources management: A strategic perspective. Organizational Dynamics 9(3), 51-67. 被引量:1
  • 2Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635-672. 被引量:1
  • 3Uysal, G. (2006). Decreased effectiveness of human resources: Can HR practices influence firm performance (pp. 49-54)? Paper presented at the 2nd International Conference on Business, Management, and Economics, Yasar University, lzmir, Turkey. 被引量:1
  • 4Uysal, G. (2008). Relationship among HR and firm performance: A Turkey context. Journal of American Academy of Business, Cambridge, 13(2), 77-83. 被引量:1
  • 5Uysal, G. (2009). Human resource management in the US, Europe, and Asia: Differences and characteristics. Journal of American Academy of Business, Cambridge, 14(2), 112-117. 被引量:1
  • 6Uysal, G. (2011). Do HR issues have an impact on HR effectiveness and organizational outcomes? Journal of Business and Economics, 2(6), 488-492. 被引量:1
  • 7Uysal, G. (2011). Human resource focus in TQM awards. Paper presented at the 26th Workshop on Strategic Human Resource Management, EIASM European Institute for Advanced Studies in Management, Reykjavik, Iceland, May 16-17, 2011. 被引量:1
  • 8Uysal, G. (2012). For the development of effective HRM systems: Inter-relationships between HRM practices using correlation analysis. Worm Review of Entrepreneurship, Management, and Sustainable Development, 8( 1 ), 1-12. 被引量:1
  • 9Uysal, G. (2012). Taylor, HRM, strategic HRM with jobs, employee performance, business performance relationship: HR governance through 100 years. Journal of Business and Economics, 3(4), 279-284. 被引量:1
  • 10Uysal, G. (2012). The effect of COSO implications on human resource management. Journal of Business and Economics, 3(1), 46-51. 被引量:1

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