Year of creation | Name | Institution |
---|---|---|
2002 | Gestão de Pessoas e Gestão do Conhecimento nas Organizações | USP |
2004 | Gestão Estratégica de Pessoas | USP |
2006 | Núcleo de Pesquisa em Organizações, Pessoas, Trabalho e Ambiente | UNESC |
2008 | Gestão de pessoas | Uninove |
2008 | Grupo de Estudos e Pesquisa em Gestão de Negócios | UFMS |
2008 | Núcleo de Estudos em Recursos Humanos e Relações de Trabalho | PUC-MG |
2009 | Grupo de Pesquisas em Gestão de Pessoas e Clientes (GP2C) | UnB |
2010 | Grupo de Estudos e Pesquisas em Administração | UFSCAR |
2013 | Gestão da Aprendizagem e Estratégias Organizacionais | Universidade Santa Cecília |
2013 | Grupo de estudos sobre Vínculos Organizacionais | UFU |
2013 | Núcleo de Estudo em Gestão e Trabalho | UFV |
2014 | Estudos observacionais no Processo de Ensino-Aprendizagem e Pesquisa em Administração | UNIFESP |
2015 | Grupo de Pesquisa em Gestão de Pessoas e Comportamento Organizacional | PUC-PR |
2016 | Centro de Pesquisa e Desenvolvimento de Políticas Estratégicas de Gestão de Pessoas no Setor Público | UnB |
2017 | Projectum - Estudos Avançados para Metodologias em Gestão | UnB |
Dimension | Categories | Quantity (%) |
---|---|---|
Type of study | Qualitative | 74 |
Quantitative | 16 | |
Qualitative and quantitative | 5 | |
Economy sector | Private | 63 |
Public | 26 | |
Public and private | – | |
Number of organizations | One | 47 |
Two | – | |
Three | – | |
More than three | 37 |
Source(s) : Authors (2019)
Qualis is a Brazilian system for the evaluation of journals. The strata are divided into 8 levels in descending order of quality: A1, A2, B1, B2, B3, B4, B5, and C.
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This review takes an evolutionary perspective on the development of strategic human resource management literature. Managing human resources strategically, provides to a hotel business the opportunity to develop its plans for recruitment, training, and compensation based on the goals of the organization, ensuring a greater chance of organizational success. The paper focuses on how the field has evolved to its current state, articulates many of the major findings and contributions, and discusses how its potential future evolution. This approach contributes to the field of strategic human resource management by analyzing cases and good practices from the international environment. The article is aimed at exploring human resource management from a strategic perspective, tracing and exploiting effective managerial approaches of hospitality industry in the global environment.
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University of the Peloponnese, Tripolis, Greece
Ioannis Rossidis
Department of Business Administration, University of Thessaly, Larissa, Geopolis, Greece
Dimitrios Belias
General Department for National and Kapodistrian University of Athens, Athens, Greece
Labros Vasiliadis
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Vicky Katsoni
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Rossidis, I., Belias, D., Vasiliadis, L. (2021). Strategic Human Resource Management in the International Hospitality Industry. An Extensive Literature Review. In: Katsoni, V., van Zyl, C. (eds) Culture and Tourism in a Smart, Globalized, and Sustainable World. Springer Proceedings in Business and Economics. Springer, Cham. https://doi.org/10.1007/978-3-030-72469-6_22
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Introduction, section snippets, references (119), cited by (73).
Human resources management 4.0: literature review and trends.
Bibliometric analysis, implications for human resources management, conclusion and limitations, declaration of competing interest, acknowledgements, a knowledge-based approach for representing jobholder profile toward optimal human–machine collaboration in cyber physical production systems, cirp journal of manufacturing science and technology, future trends in human work area design for cyber-physical production systems, procedia cirp, a human-in-the-loop manufacturing control architecture for the next generation of production systems, journal of manufacturing systems, the psychology of talent management: a review and research agenda, human resource management review, industry 4.0: emerging themes and future research avenues using a text mining approach, computers in industry, holistic approach for human resource management in industry 4.0, empowering and engaging industrial workers with operator 4.0 solutions, analysis of the driving and dependence power of barriers to adopt industry 4.0 in indian manufacturing industry, smart operators in industry 4.0: a human-centered approach to enhance operators’ capabilities and competencies within the new smart factory context, computers and industrial engineering, industry 4.0: a bibliometric analysis and detailed overview, engineering applications of artificial intelligence, designing intelligent manufacturing systems through human-machine cooperation principles: a human-centered approach, text mining of industry 4.0 job advertisements, international journal of information management, explaining the heterogeneity of the leadership-innovation relationship: ambidextrous leadership, the leadership quarterly, the mediating effects of procedural justice on the relationship between performance-based remuneration management and job satisfaction, jurnal pengurusan, trends and opportunities of artificial intelligence in human resource management: aspirations for public sector in bahrain, international journal of scientific and technology research, analysis of barriers in implementation of digital transformation of supply chain using interpretive structural modelling approach, journal of modelling in management, efficiency of boolean search strings for information retrieval, american journal of engineering research, how transformational leadership facilitates e-business adoption, industrial management and data systems.
Employee relations, perspective directions of state regulation of competition between human and artificial intellectual capital in industry 4.0, journal of intellectual capital.
Qualitative research.
International journal of advanced manufacturing technology, smart production planning and control in the industry 4.0 context: a systematic literature review, tackling hurdles to digital transformation - the role of competencies for successful industrial internet of things (iiot) implementation, international journal of innovation management, the interplay between smart manufacturing technologies and work organization: the role of technological complexity, international journal of operations and production management, ageing workforce management in manufacturing systems: state of the art and future research agenda, international journal of production research, innovating through digital revolution: the role of soft skills and big data in increasing firm performance, management decision, the dxc technology work experience program: disability-inclusive recruitment and selection in action, journal of management and organization, digital innovation and the fourth industrial revolution: epochal social changes, ai and society, diving into emerging economies bottleneck: industry 4.0 and implications for circular economy, management decision., an rqda-based constructivist methodology for qualitative research, qualitative market research: an international journal., industry 4.0 and the need for talent: a multiple case study of taiwan’s companies, international journal of product development, the relationship between job uncertainty and job satisfaction: the moderating effect of charismatic leadership, organizational communication, and self-efficacy, international journal of financial research, the role of leadership in a digitalized world: a review, frontiers in psychology, construction and qualitative assessment of a bibliographic portfolio using the methodology methodi ordinatio, scientometrics, simulation in industry 4.0: a state-of-the-art review.
Production and manufacturing research, exploring the relationship among human resource flexibility, organizational innovation and adaptability culture, chinese management studies, the bibliometric analysis of scholarly production: how great is the impact, industry 4.0: defining the research agenda, benchmarking, placing the operator at the centre of industry 4.0 design: modelling and assessing human activities within cyber-physical systems, estimating industry 4.0 impact on job profiles and skills using text mining, human capital 4.0: a workforce competence typology for industry 4.0, journal of manufacturing technology management, recruitment through artificial intelligence: a conceptual study, international journal of mechanical engineering and technology, handling disruptive technology in industry – a strategic advance in today’s business practices, test engineering and management, still our most important asset: a systematic review on human resource management in the midst of the fourth industrial revolution, a study of artificial intelligence impacts on human resource digitalization in industry 4.0, does psychological empowerment mediate the relationship between digital competencies and job performance.
Nevertheless, previous studies have identified the side effects of digital technology in the workplace (Berg-Beckhoff et al., 2017; Karimikia et al., 2020), including overload (Lee et al., 2016), excessive work demands (Guenzi & Nijssen, 2021), blurring of the boundaries between work and non-work domains (Barriga Medina et al., 2021; Kossek, 2016), broken work-life balance (Harris et al., 2021; Kovacs, 2018), strain (Stadin et al., 2016), stress (Fischer et al., 2021; La Torre et al., 2019), reduction in productivity due to distraction and hedonic use of technology (Ali-Hassan et al., 2015), and a decrease in workers’ well-being (Palumbo et al., 2022). In addition, the workforce has been identified as a key resource for successful digital transformation in any organization (da Silva et al., 2022); hence, personal and organizational resources should be aligned to face new technology adoption. A review carried out by Trenerry et al. (2021) highlighted skills and training as important dimensions that organizations must consider when looking for effective digital transformation.
In the current industry digitalisation, machine learning (ML) and artificial intelligence (AI) approaches can also be helpful. For example, ML is used in HRM functions, such as recruiting and selection, retaining talent, performance/job evaluation, training needs, and even predicting the need for competencies (da Silva et al., 2022), On the other hand, AI has many use cases around maintaining resources, i.e. in intelligent transport systems (Rajamoorthy et al., 2022), waste utilisation (Sharma and Sahoo, 2022), etc. The research in the area of Total Productive Maintenance (TPM) (Ahuja and Khamba, 2008; Geurtsen et al., 2022; Budai et al., 2008; Gola et al., 2021; Jasiulewicz-Kaczmarek, 2018) is focused on increasing the stability of production processes, as well as extending the service life and reducing the maintenance costs of machines and devices.
PRISMA focuses on methods in which writers may guarantee the transparency and completeness of systematic reviews via the rigour of inclusion criteria. Additionally, the PRISMA technique is extensively employed in the academic sector for review research across disciplines (Gatto & Re, 2021; Falwadiya & Dhingra, 2022; Bueno et al., 2020; da Silva et al., 2022; Kon et al., 2020). Due to these features, the PRISMA protocol is utilised in the current research, enabling the aim of the present study.
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In the current study, we contend that one way in which the management of people and work impacts organization performance is through building capabilities. More specifically, expanding beyond the traditional HR systems–organization performance research literature, we examine how HR flexibility, technical HRM, strategically-oriented HRM, and workforce strategic importance build a specific type of capabilities, namely organization strategic human capabilities, which in turn drives organization performance. Within a global, cross-industry sample composed of 9,923 individuals from 505 for-profit organizations, HR flexibility, strategically-oriented HRM, and workforce strategic importance were found to have positive effects on organization strategic human capabilities. Our findings also indicate that both technical and strategically-oriented HRM affect organization strategic human capabilities indirectly through HR flexibility. Furthermore, in addition to its positive effect on organization strategic human capabilities, workforce strategic importance was found to moderate HR flexibility’s positive effect on organization strategic human capabilities. Finally, within a subsample composed of 8,060 individuals from 284 for-profit organizations, organization strategic human capabilities were found to be a key proximal precursor of organization performance.
No potential conflict of interest was reported by the author(s).
The data that support the findings of this study are available from the first author upon reasonable request.
1 Note that Apascaritei and Elvira’s ( Citation 2022 , p.3) notion of HRM dynamic capabilities also described how organizations can build, integrate, and reconfigure existing HR practices.
2 A common contention of HR scholars (see Apascaritei & Elvira, Citation 2022 ; Dyer & Reeves, Citation 1995 ; Jiang et al., Citation 2012 ; Lepak et al., Citation 2018 ; Takeuchi et al., Citation 2007 ; Way & Johnson, Citation 2005 ) in the HR—organization performance research literature is that organization-level workforce outcomes are central proximal antecedents of organization performance as measured by operational, market, and financial indicators. Moreover, organization-level workforce outcomes are typically assumed to be more proximal outcomes of HR than the more distal organization-level operational, market, and financial outcomes (see Apascaritei & Elvira, Citation 2022 ; Dyer & Reeves, Citation 1995 Jiang et al., Citation 2012 ; Lepak et al., Citation 2018 ; Takeuchi et al., Citation 2007 ; Way & Johnson, Citation 2005 ). Congruently, in the current study, we conceptualize organization strategic human capabilities as a central proximal workforce outcome of HR (an organization-level workforce outcome) and as a central proximal determinant of organization performance.
3 Alternative aggregation strategies, including combining items into scales prior to aggregation, did not produce meaningfully different results.
4 Organizations not included in the subsample did not provide information regarding organization performance and thus could not be included in analyses pertaining to Hypothesis 6.
5 Again, rather than a single rater (as most studies on HR flexibility to date have done; see Bhattacharya et al., Citation 2005 ; Ketkar & Sett, Citation 2009 ; Úbeda-García et al., Citation 2017 ; Úbeda-García et al., Citation 2018 ; Way et al., Citation 2015 ; Way et al., Citation 2018 ), on average, HR flexibility data were obtained from multiple HR and non-HR raters across a number of organization hierarchical levels.
6 Twenty-two (59.5%) of the final content adequacy assessment’s 38 participants identified themselves as a man and fourteen (37.8%) as a woman, the median age was 35-44, a bachelor’s degree was the highest level of education for 31 participants (79.6%) and a graduate or professional degree was the highest education level for seven participants (18.4%). The median years of work experience was 16-20 years, 33 (86.8%) were a paid employee and five (13.2%) were self-employed. English was the first language of 37 (97.4%) of the final content adequacy assessment’s 38 participants and 37 (97.4%) lived in the United States of America.
7 Four-factor model (THRM and SOHRM collapsed into one latent variable): χ 2 163 =1076.54, p<.001; SRMR=.07, CFI=.87; three-factor model (THRM, SOHRM, and WSI collapsed into one latent variable): χ 2 166 =1305.73, p<.001; SRMR=.08, CFI=.84; two-factor model (THRM, SOHRM, WSI, and HRF collapsed into one latent variable): χ 2 168 =2098.65, p<.001; SRMR=.10, CFI=.73; and one-factor model (all five latent variables collapsed into one latent variable): χ 2 169 =2713.01, p<.001; SRMR=.11, CFI=.64.
8 That is, the current study did not include measures of these similar and potentially overlapping constructs.
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Review, 1 (1),99-110. Introduction. In light of the continued importance of SHRs in contemporary companies, strategic HRM. has evolved ov er the past 30 y ears into a distinct field of study ...
Strategic human resource management (SHRM) research increasingly focuses on the performance effects of human resource (HR) systems rather than individual HR practices (Combs, Liu, Hall, & Ketchen, 2006).Researchers tend to agree that the focus should be on systems because employees are simultaneously exposed to an interrelated set of HR practices rather than single practices one at a time, and ...
A Literature Review of Strategic Human Resource Management Pichai Phanwattana1* and Vichit U-on 2 1 D.M. Scholar, Sripatum University, Thailand 2 Dean, Graduate College of Management, Sripatum University, Thailand Corresponding author: [email protected] Abstract Strategic human resource management (SHRM) has been studied for
The terms "strategic human resource management" and "review" were searched for in academic articles and book chapters in the EBSCO Business Source Premier, Web of Science, and Scopus databases.
Thus, strategic human resource management is not a new idea, but, rather, as this article explains, it is a domain that has evolved to provide an important and useful perspective on the role of HR. This review takes a theme-based and evolutionary perspective on the development of SHRM literature. We divide the SHRM literature into seven themes ...
This literature review analyzes 71 scholarly articles to assess the role of human resource management in supporting the strategic alignment between business and IT. We identify the organizational role of individual human resources in strategic alignment, their contribution to more effective strategic alignment, and how human resource management ...
1. Introduction. Potgieter and Mokomane (2020) argue that the strategic emphasis of a human resource management (HRM) department can be summarized as the effective management of teams and individuals in an organization aimed at competitive advantage and performance success. Thus, there is growing interest in investigating the role of HRM departments and practices in supporting companies ...
This review takes an evolutionary and chronological perspective on the development of strategic human resource management (SHRM) literature. We divide this body of work into seven themes that re ect the directions and trends researchers have taken over approximately fl thirty years of research.
Past efforts to relate the management of human resources to a firm's business strategy have taken three approaches: matching managerial style or personnel activities with strategies, forecasting manpower requirements given certain strategic objectives or environmental conditions, and presenting means for integrating human resource management into the overall effort to match strategy and ...
The strategic human resource management (SHRM) emerged in the middle of the 1980s and is currently seen as a relevant research and practical field in the area of business administration (Kaufman, 2015). ... 42% of the sample); survey (3 articles, 16% of the sample), one literature review (5%) and one article that adopted phenomenology (5% of ...
More than 30 years after the concept of strategic human resource management first started to be adopted in the UK, IES and CIPD are undertaking a joint piece of research into the contemporary state of human resource management and people management strategies in the UK. This literature review is the first output from the research, and uses
Her research focuses on strategic human resource management, sustainability, leadership, and leader development. Her work has appeared in journals such as Journal of Management, Personnel Psychology, Human Relations, Human Resource Management, Journal of Organizational Behavior, and MIT Sloan Management Review. She is the Co-Editor-in-Chief of ...
rected toward strategic human resource content, but the interaction effects between process and content also are considered. We observed four common characteristics of organizational strategic human resource man-agement models based on a literature review and interaction with managers. First, strategic human resource management models empha-
Strategic human resource management (SHRM) has been an important strand of research in the HRM field for over three decades, and has attracted heated debates in recent years. ... Second, we critically examine SHRM research conducted in the Chinese context by drawing on a systematic review on extant literature. In doing so, ...
This review takes an evolutionary perspective on the development of strategic human resource management literature. Managing human resources strategically, provides to a hotel business the opportunity to develop its plans for recruitment, training, and compensation based on the goals of the organization, ensuring a greater chance of organizational success.
Abstract. One stated purpose of electronic human resource management (e-HRM) is to make the HRM function more strategic. The goal of this paper is to examine the research on e-HRM to provide evidence-based guidance to researchers and practitioners on the relationship between e-HRM and strategic HRM. We review 40 studies published from 1999 to ...
Literature Review of Strategic Human Resource Management. August 2010. DOI: 10.1109/ICMSS.2010.5577181. Conference: Management and Service Science (MASS), 2010 International Conference on. Authors ...
The objective of this work is to review the literature of the main concepts that lead to determining the strategic approach, creation of strategies, organizational structures, strategy formulation, and strategic evaluation as a guide for the organizational management, taking into account the effects produced by the different types of strategies on the performance of organizations.
management practice that addressed the human side of labor. Scientific management had a dual focus on process improvement and worker wellbeing. During this time, Human Resources Management (HRM) was referred to as personnel management and administrators of HRM services were called "welfare secretaries" (Ivancevich, 2007).
Boon et al. / A Systematic Review of Human Resource Systems 2499 ceptual clarity and construct refinement, focusing both on how to conceptualize, measure, and combine practices in systems and on studying such systems at different levels of analysis. Keywords: strategic human resource management; human resource management systems; HR
Transforming human resources management processes from their traditional style focus to a more strategic business contribution is a key to improving performance of individuals and the organization. This paper is a review of literatures about strategic human resource management, and trying to uncover the various perspectives from which they are written.
Abstract. Digitalization across a range of industry and service sectors is transforming the workplace and human resources. The adoption of disruptive technologies associated with the Fourth Industrial Revolution, also known as Industry 4.0, is reshaping the way people work, learn, lead, manage, recruit, and interact with each other.
A review of the literature indicates that past efforts to relate the management of human resources to a firm's business strategy have taken 3 approaches: matching managerial style or personnel activities with strategies, forecasting manpower requirements given certain strategic objectives or environmental conditions, and presenting means for integrating human resource management into the ...
More specifically, expanding beyond the traditional HR systems-organization performance research literature, we examine how HR flexibility, technical HRM, strategically-oriented HRM, and workforce strategic importance build a specific type of capabilities, namely organization strategic human capabilities, which in turn drives organization ...