Мethodical approaches to human resources management in innovative enterprises

The objective of this study is to argue transition from human resource management (HRM) to strategic human resource management (SHRM). In addition, this study also discusses the theory of SHRM. The research methodology of this study is based on arguments from SHRM literature. The significant of paper is a discussion of SHRM theory. Key terms are personnel, employee, and capital in management of human resources by firms. Practitioners call human resources as personnel in personnel management (PM); and call human resources as an employee in HRM. Practitioners do not clarify the term yet for human resources in SHRM. This paper suggests “capital” term for human resources in SHRM. Secondly, return on investment (ROI) of HRM might be positive organizational attitude and behaviours. HRM makes investment to employees, and ROI of HRM is important to SHRM because positive attitude and behaviours increase individual performance of employees. Thirdly, there is a triangular relation in SHRM theory. This is named as trigonometry of SHRM. There are dependent variables, independent variables, and moderators in this triangular. Finally, SHRM can be described with employee performance and firm performance relationship. In this relation, HRM practices lead to increased individual performance, and individual performance increases performance of business departments such as logistics, supply, finance, marketing, production etc. and performance of business departments has an impact on firm performance. In this SHRM model, HRM has an impact on firm performance through individual performance and business departments. All are described is SHRM theory in this study. For HRM case, HRM has two purposes in firm management. Those purposes are performance and recruitment. HRM aims to increase individual performance of employees. If HRM aims to increase firm performance through individual performance, it is description of SHRM. HRM has an impact on individual performance via HRM practices. HRM practices are keys to increase individual performance. Because employees implement business processes in firm management. Those processes are such as production, marketing, stock, supply, logistics, finance and others. Individual performance of employees increases performance of those business processes in firm management. Therefore, it is important to increase individual performance through HRM practices. This is a HRM theory in this study. Moreover, HRM does recruitment of employees for functioning these business processes. Because all needs human resources to effectively implement processes in firms.

Human resource (HR) managers’ commitment to their occupation (HR) leads to the proper delivery and implementation of HR practices and, therefore, is deemed as a critical factor for the success of HR practices. Based on sociocognitive, human capital, and signaling theories, this study examines: (a) HR managers’ own and their chief HR officer's (CHRO) HR‐specific human capital as antecedents of their commitment to HR, and (b) the mediating mechanism through which the CHRO’s HR‐specific human capital positively influences HR managers’ commitment to HR. Based on 146 HR managers from 146 organizations in South Korea, the findings of the current study suggest that HR managers with higher levels of HR‐specific human capital and those working with CHROs with higher levels of HR‐specific human capital tend to have higher levels of commitment to HR. In addition, CHROs with higher levels of HR‐specific human capital positively influence HR managers’ commitment to HR by signaling to them that HR and its function are valued and cared about by their organizations. Theoretical and practical implications of this study are discussed along with study limitations and further research directions. © 2015 Wiley Periodicals, Inc.

Very little systematic research today has examined synergistic relationships of human capital (HC), strategic human resource management (SHRM) and human resource management (HRM) in relation to the development, utilization, and dissemination of knowledge and learning capabilities in organizations. Findings from a series of in-depth qualitative interviews with 35 nonprofit executives from 22 Australian nonprofit organizations revealed that synergistic relationships of HC, SHRM and HRM created value that was larger than the total sum of all three concepts, and that relationships acted as catalysts in developing, utilizing and diffusing organizational knowledge and learning capabilities. The paper helps to build a nascent body of literature arguing that synergistic relationships exist among the three salient concepts and resources should be invested in the three concepts not only separately, but also synergistically. Also, it assists to clarify the three seemingly very similar and yet different concepts. The paper is considered as a starting point and serves as a milestone for understanding the significance of synergistic relationships of the three concepts in nonprofit organizations. The increased awareness of the synergistic relationships likely generates further research both within and outside the nonprofit sector. Research limitations and future research directions will be discussed.

Since the early 1990s, human resource management (HRM) scholars have sought to specify the link between high performing HRM practices and both individual and firm performance (Becker and Huselid, 2006; Huselid, 1995). This strategic HRM (SHRM) literature has found that organizations practicing SHRM not only increase performance but also decrease turnover (Arthur, 1994; Huselid, 1995; Lepak and Snell, 2002). At the organizational level, the dollars saved and earned through reduced turnover and increased productivity demonstrate the utility of SHRM systems (Ichniowski et al., 1997). When organizations utilize SHRM, integrating HRM systems, and aligning HRM systems with organizational (Huselid, 1995), they place a premium on developing cutting edge practices that retain employees with the best skills and highest levels of motivation (Barney, 1991). Arthur outlines differences between SHRM perspectives, finding that SHRM control systems, which are designed to enforce employee compliance with specified rules and procedures (1994: 671), lead to increased turnover and decreased performance. On the other hand, SHRM systems, which shape desired behaviors and attitudes by forging psychological links between organizational and goals (Arthur, 1994: 671), result in decreased turnover and increased performance. As further empirical research has bolstered these findings (i.e., Huselid, 1995; Ichniowski et al., 1997; Lepak and Snell, 2002), it becomes increasingly important to understand how SHRM effectiveness enhances the critical psychological links between employees and organizations. Moreover, several SHRM researchers have called for explicit examinations of these psychological links not only at the organization level but at the individual level (Becker and Huselid, 2006; Gerhart, 2005). One individual-level factor that can help to explain the psychological impact of SHRM practices is job embeddedness (JE), which Mitchell, Holtom, Lee, Sablynski, and Erez (2001b) validate and use to explain how employees become psychologically and socially enmeshed within the organization and community in which the organization operates. Hailed as an anti-withdrawal theory (Holtom et al., 2006; Mitchell et al., 2001b), JE describes the psychological forces that act like a net or a web in which an individual can become stuck (Mitchell et al., 2001b: 1104); moreover, the process of becoming embedded influences turnover intentions that lead to voluntary turnover (Allen, 2006). Importantly, JE explains unique variability of these important outcomes beyond the effects of job satisfaction and organizational commitment (Mitchell et al., 200lb; Lee et al., 2004). However, because JE has emerged as the most recent construct to explain turnover decisions, researchers have much to discover about the full potential of JE as an important variable in HRM. That is, HRM scholars have yet to determine how SHRM effectiveness can build JE as a means to develop the critical psychological links between employees and organizations. Although a direct relationship between H RM practices and J E appeals intuitively to many HRM scholars (Allen, 2006), proponents of social exchange theory (Blau, 1964) consistently demonstrate the important role that individual-to-individual interactions play in human behavior at work (Cropanzano and Mitchell, 2005). In terms of organizations, researchers consistently find that leader-member exchange (LMX) relationships more proximally predict turnover intentions (Gerstner and Day, 1997) than does support from the organization (e.g., HRM), which tends to predict job satisfaction and commitment (Settoon et al., 1996). In terms of understanding how HRM effectiveness influences JE, the inclusion of direct LMX relationships should either enhance or inhibit the effectiveness of an organization's HRM processes to capitalize on the benefits of JE. …

PurposeThe goal of this research is to demonstrate how web‐based applications improve the effectiveness of a very important human resource (HR) function. It proposes a framework of a web‐based training needs assessment system for HR professionals to effectively assess employee needs for competency‐based training.Design/methodology/approachA conceptual framework of a survey‐based training needs assessment using the Internet was developed. A use case detailing a walkthrough of a prototype system developed under this proposed framework was created to illustrate how this system works. A two‐phased operation test of the prototype system was then conducted to assess how well human resource (HR) managers would accept and adopt this technology to develop organizational competencies. The first phase involved demonstrating the use case to a group of experienced HR managers and polling their opinion toward the system. The second phase involved one‐on‐one interviews with three select HR managers who were asked to experience the prototype system hands‐on.FindingsHR managers from both phases of validation demonstrated positive acceptance of both the needs assessment model and the process improvement generated from the web‐based prototype system.Research limitations/implicationsThe qualitative validation test was conducted to a small sample of Taiwan's HR managers. Caution is advised when generalizing the positive results to other regions or countries with more advanced IT applications in HR practices.Practical implicationsThis study contributes to the HR practice in several ways. First, it qualitatively confirms that HR professionals accept a competence‐based approach to build company's training curriculum. Second, it observes a lack of effective tools to help HR professionals in the task of training needs assessment. Third, it shows that HR professionals do recognize the power of web technology in helping them become more efficient.Originality/valueFormal competency‐based training programs are rarely implemented in the real world because the process required is both tedious and time‐consuming. This paper adopts Internet technologies in a conceptual model for effective competency‐based training needs assessment, and presents an efficient web‐based tool to assist HR professionals in the needed analysis.

Human Resource Management (HRM) has taken recently a big importance, it is an approach to managing human resource that supports long-term business goals, it tries to enhance the management of Human Resource (HR) to a strategic level through human capital. HRM is a dynamic discipline highly linked with people behaviour, which interact freely without anyone's guidance. In order to analyze this system Multi-Agent Modeling is a kind of environment that simulates this free interaction between Human Resource and let the system evolve automatically. This analysis named bottom-up starts from the focus on the characteristics of each agent. The purpose of this paper is to shed light on the main concepts used in the strategic human resource management, which will give a focus on HRM regarding its strategic role and contribution to the performance of the organization. The paper presents also a proposed framework of agent-based modeling of civilian employees which will allow us to predict the evolution and the effect of policies on the HR system.

Human capital and its associated principles of talent management are sound platforms on which to leverage a company's fundamental resources to attain corporate goals. Unfortunately, the importance of human resource management (HRM) within organizations is often overlooked. The fundamental problem observed by many researchers in the HRM field is the discrepancy between what are considered ideal HRM roles and what is actually practiced by HRM managers. To understand the current human resource (HR) philosophy and the specific roles practiced by HR professionals among Asian companies, a survey was conducted with 377 HR managers in four Asian countries – India, Indonesia, Malaysia, and the Philippines. Our research has shown and, hence, reiterated the sense that there are considerable differences between the current HR functions as practiced and the ideal HR functions, as indicated by the survey respondents. In addition, the survey results have identified significant differences among countries, especially in areas such as strategic practices and the roles of HR managers. Differences between practice and ideal in HR administration are also observed at different levels of management. It was also observed that differences among countries exist depending on the type of organization, the size of the organization, and whether the HR managers work for HR departments or for other functional departments.

Startups are important drivers of innovation and economic transformation. Biotech and DeepTech sectors are particularly significant, requiring deep scientific insight, advanced education, and robust support systems to translate high-tech breakthroughs into market-ready applications. Unlike established corporations, startups operate under conditions of high uncertainty, limited resources, and rapid development. Their success depends not only on technological advancement and access to capital but also on effective human resource (HR) management tailored to early-stage dynamics. This paper presents a structured review of academic literature, reports, and case studies from the past fifteen years (2010–2025), complemented by a pilot consultation reflecting the Czech and broader Central and Eastern European (CEE) context. It analyses key dimensions of HR management in Biotech and DeepTech startups, including leadership, talent acquisition and retention, interim management, and the role of support infrastructures such as incubators and accelerators. Particular attention is given to the challenges of attracting specialized talent, building interdisciplinary teams, and bridging cultural differences between science and business. The findings highlight the importance of visionary and adaptable leadership capable of navigating complex regulatory and organizational environments, as well as the contribution of interim managers, business angels, and early-stage investors who help fill strategic HR gaps and provide mentoring. Additionally, the study aligns with European policy frameworks promoting gender equality and HR capacity-building. Supported by literature-based evidence and region-specific insights, the paper offers recommendations for founders, investors, and policymakers, concluding that strategic HR management is a critical factor for long-term competitiveness of innovation-driven ventures.

Abstract

The article emphasizes that many maritime accidents have been reported over the last few decades, due to the lack of skills of naval officers to control both resources and crisis. Consideration of human resources management is gradually seen as a core part of the human error management approach. The International Maritime Organization has raised the issue of the need to develop human resource management skills on board ships, but the standards of competence and criteria for their assessment have not been fully established. The article shows that most organizations recognize that their human resources are a source of competitive advantage. This recognition, coupled with increased environmental uncertainty, increased cost control and increased government regulation, have enhanced the strategic role of human resource management. It is emphasized that where human resources are a source of competitive advantage of the organization, their management plays a crucial role in providing "best practices" to the strategic planning process at the corporate level. Personnel planning provides another important link to organizational strategy, making critical work accessible and adding time to addressing staff shortages or redundancies. Another strategic value of the human resources function includes environmental scanning and competitive analysis to prove the role and importance of strategic human resource management for enterprise competitiveness. It has been proven that enterprise human resources are a source of competitive advantage and are proposed at the level of strategy development, aligning staff practices, policies and programs with organizational strategy so that desirable employee roles and behaviors support different strategies (eg innovation, quality improvement, cost reduction). The importance of human resources management in the formation of the organizational strategy of the company is established and the practice of strategic management of human resources of advanced enterprises is analyzed. The practical significance of the results obtained is to prove the role of human resources for strategic management. As a result, the involvement of human resources management in strategy formation has increased. It is recommended to use the appropriate components of the human resources planning procedure to address human resource shortages. The article underlines that another important aspect of strategy formulation is the international human resources strategy, which addresses the human resources issue of transferring them to the state as a result of international alliances. Consideration of the practice of applying international alliances has revealed the relationship between international company strategies and human resource planning, as there may be major differences in approaches to human resource management. Factors affecting the level of integration, which include industry differences, shifts in economic activity, technology change, and changing demographics, are considered. Finally, human resources managers must develop the personal skills necessary to participate in formulating a strategy.

The organized human capital is the process of human capital such as knowledge, skills, ability at individual level aggregating and transforming to human resources at organizational level, which makes the organized human capital have the unique imprint of organizations with characteristics of inimitability, non-substitutability and dynamic alignment based on the specific strategic goals of organizations. It may become the important source of organizational competitive advantages and make contributions to strategic objectives achievement and value appreciation. Based on sorting out the contributions of economics, psychology, education and management to the development of human capital theory, it systematically summarizes the theoretical framework and core views of organized human capital resources management, places emphasis on the analysis of the role of human capital in revealing strategic human resources management and the black box mechanism in the improvement of organizational performance, focuses on the construction of organized human capital pool and strategic matching & redundancy mechanisms, as well as the emergence of human capital resources and the transformation & formation processes of organized human capital resources, and epitomizes research implications & future research directions.

In a rapidly changing competitive environment, human resources are one of the important sources of competitive advantage. Human resources tools can contribute to achieving a sustainable competitive advantage by facilitating the development of competencies for the organization. Strategic human resources management tools are concerned with finding a link between the overall strategic objectives of the business and the human resources strategy. And implemented in order to enhance the competencies of employees in the organization. The current research aims to demonstrate the impact of strategic human resources tools (strategic map, human resources management card, dashboard) in enhancing human competencies (knowledge, relationship management, work intelligence, capacity assessment) in the Salah al-Din Education Directorate. It includes variables and dimensions, according to the exploratory curriculum in the Salah al-Din Education Directorate, then formulating research hypotheses and testing them using appropriate statistical methods and using the statistical package (SPSS) program. In general, the descriptive approach was adopted in explaining the theoretical and analytical frameworks to test and analyze the research hypotheses, while the study community consisted of workers in the Salah al-Din Education Directorate at the three administrative levels, and the sample size was (85) individuals. The research reached several conclusions, the most important of which was the significant effect of the strategic human resources tools (strategic map, human resources management card, dashboard) in enhancing human competencies in the Salah al-Din Education Directorate. In conclusion, the researcher recommended the necessity of identifying the appropriate tools for strategic human resource management, by relying on academic research regarding the impact of strategic human resource management practices on the efficiency of human resource management in the directorate.

The COVID-19 pandemic is a both global health and an economic threat. Disease outbreaks and worldwide pandemics have posed the biggest threat to human survival. The worldwide lockdown of organisations and industries was enforced to limit the spread through discouraging staff from being present in total capacity. This, brought on by the virus, created several unique issues for both employees and employers. It has had unprecedented consequences for businesses globally, with a significant influence on Human Resource Management (HRM). With the COVID-19 situation, HRM has been pushed to navigate the unexpected and, as a result, discover new approaches to pandemic related challenges that have developed globally. Thus, businesses must consider the views of Human Resource (HR) professionals to adapt to unanticipated changes of the COVID-19. For this study, a qualitative research method was used as it aims to study the views of HR professionals in Sri Lanka on the work transformation during the COVID-19 pandemic. The primary data were gathered through semi-structured interviews with 16 HR professionals in Sri Lanka. The thematic analysis was applied to the gathered qualitative data. Accordingly, three main themes were identified, such as work mode, facilities and adoption arrangements. As per the study findings, the HR professionals in Sri Lanka do not perceive this rapid work transition as a positive move since they were unprepared for such a drastic change in work settings. Thus, they agree to work on-premises in the post-COVID situation, and if the pandemic continues, they agree and would like to continue their work in a hybrid work culture. Further, when focusing on the facilities given by the workplace, they perceive an unfavourable view of the financial incentives and Work From Home (WFH) resources. In terms of adoption arrangements, they have a negative view of work-life balance and crisis management. The insights from the experience of HR professionals and the stages they have navigated can aid in the successful management of similar crises in the future. The present study contributes to understanding the COVID-19 pandemic's influence on organisations and HRM, paving the way for additional thorough research in this domain.
 Keywords: COVID-19, Human Resource Management, Human Resource Practices, Human Resource Professionals

Research on the impact of human resource management (HRM) on firm performance has increased since the end of the nineties. Despite the pile of studies and results, critical assessments of this literature stream point to several empirical and theoretical gaps. We focus on two empirical gaps. First, there is a lack of attention to innovation as a measure of firm performance outcome. Most articles use financial (e.g., return on assets (ROA)), organisational (e.g., productivity) and employee related (e.g., commitment) performance measures. Yet, Western knowledge economies consider innovation to be a driving force of economic growth, and international competitive advantage. Moreover, innovation is a function of a firm's ability to create, manage and maintain knowledge. Because knowledge is created by and stored within individuals, human resources as well as HRM may play an important role as drivers of innovation. Second, HRM is considered to be a large company phenomenon. Yet, small businesses provide a great environment to study the HRM-performance relationship because of their transparent nature and the small distance between an individual's and a company's performance. Next, human resources and HRM are crucial to small businesses because they have less tolerance for inefficiency. We examine a sample of small start-ups that aim for an innovation strategy, but are not necessarily successful in terms of innovative output. We expect start-ups with superior human resources and HRM to produce more innovative output. The results show that both human capital (of owners/managers and employees) and HRM are important determinants of innovation in start-ups.

The relevance of this research is conditioned by the ongoing development of the concept of strategic human resource management at the stage of maturity.In this connection, this paper is aimed at addressing the issues of efficiency of different human resource management systems at the territorial and institution level. The author considers it necessary to complement the measured types of effects (economic, technological, and social) with the effect of prevention of risks that are possible in the activity of any organization: commercial, financial, operational, and personal risk factors. All the noted types of effects have an immediate impact on each other. The leading approach to researching the issue of management efficiency is a complex of various theoretical and empirical methods that allows to consider human resource management through structuring as a type of such management. The analysis of the structural levels of human resource management clearly illustrates that it is only possible to influence the qualitative characteristics of individual human resource management at the regional level. The paper describes the situation in the area of reproduction of human resources in Ulyanovsk Oblast on the basis of calculation of individual indicators. The materials of this study have practical value for human resources service specialists and heads of organizations and can be useful for territorial human resource management institutions as well as present scientific interest to researchers of the strategic management of human resources