You are here

STRATEJİK İNSAN KAYNAKLARI YÖNETİMİNİN FİRMA PERFORMANSINA ETKİSİ

Share
THE IMPACT OF STRATEGIC HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE
Author NameUniversity of AuthorFaculty of Author

Journal Name:

Volume:

Publication Year:

Number:

Sayfa Aralığı:: 
100-116

Publication Language:

Abstract (Original Language): 
İnsan kaynakları hızla değişen rekabet çevresinde işletmeler için önemli bir rekabet avantajı kaynağıdır. İnsan kaynakları sistemleri firmaya özel yetkinlikler geliştirmek suretiyle sürdürülebilir rekabet avantajı sağlamaktadır. Stratejik insan kaynakları yönetimi firmanın stratejik amaçları ile insan kaynakları stratejisi ve uygulamaları arasında ilişki kurmaya çalışmaktadır. Firmanın insan kaynakları fonksiyonları işletme stratejisini gerçekleştirmeye yardımcı olacak şekilde düzenlenmelidir. Bu konudaki araştırmalar genellikle insan kaynakları uygulamaları ile firma performansı arasında pozitif bir ilişki olduğunu göstermektedir. Bu ilişkinin varlığı insan kaynakları yönetiminin ve yöneticilerinin işletmeler için önemini arttırmakta, insan kaynakları ile ilgili harcamaların maliyet olarak görülmeyip yatırım olarak değerlendirilmesi gereğini ortaya koymaktadır. Bu çalışmada insan kaynaklarının işletmeler için önemli bir rekavet avantajı kaynağı olduğu vurgulandıktan sonra stratejik insan kaynakları yönetimi tanımlanmıştır. Akademik araştırmalardan örnekler verilerek insan kaynakları yönetimi uygulamalarının firma performansı üzerinde olumlu etkisi olduğu sonucuna varılmıştır.
Abstract (2. Language): 
In a rapidly changing competitive environment, human resources are one important source of competitive advantage. Human resource systems can contribute to sustained competitive advantage through facilitating the development of competencies that are firm specific. Strategic human resource management concerns with the creation of a linkage between the overall strategic aims of business and the human resource strategy and implementation. The published research generally reports positive statistical relationships between the greater adoption of HR practices and business performance. The causal linkage between HR and organizational performance will enable the HR managers to design programmes that will bring forth better operational results to attain higher organizational performance. In this paper, after emphasizing that the human resources are an important source of competitive advantage, strategic human resource management is defined. Through spesific examples from academic research regarding the impact of strategic human resource management practices on organizational performance, the conclusion is that the way an organization manages its human resources has a significant relationship with the organization’s performance.

REFERENCES

References: 

[1] Pfeffer, Jeffrey, (1994). Competitive Advantage Through People: Unleashing The
Power of Workforce, Harvard Business School, USA, p.6.
[2] Armstrong, Michael, (2008). Strategic Human Resource Management: A Guide to
Action, 4th Edition, Kogan Page, London, p.11.
[3] Porter, Michael E., (1985). Competitive Advantage, Creating and Sustaining Superior
Performance, The Free Press, USA, p.38.
[4] Wernerfelt, Birger, (1984). “A Resource-based View of the Firm”, Strategic
Management Journal, Vol.5, p.172, pp.171-180.
[5] Lado, Augustine A., Wilson, Mary C., (1994). “Human Resource Systems And
Sustained Competitive Advantage: A Competency-Based Perspective”, Academy of
Management Review, Vol. 19. No. 4, p.699, pp.699-727.
[6] Fitz-enz, Jac, (2000). The ROI of Human Capital: Measuring the Economic Value of
Employee Performance, American Management Association, USA, p.1.
[7] Pfeffer, Jeffrey, (1994). Competitive Advantage Through People: Unleashing The
Power of Workforce, Harvard Business School, USA, p.57.
[8] Armstrong, Michael, Baron, Angela, (2003). Strategic HRM: The Key To Improved
Business Performance, CIPD, London, p.xviii.
[9] Wright, Patrick M., Dunford, Benjamin B., Snell, Scott A., (2007). “Human Resources
and Resource-Based View of The Firm”, in: Randall S. Schuler, Susan E. Jackson,
Strategic Human Resource Management, 2nd Edition, Blackwell, USA, p.76.
[10] Schuler, Randall S., Jackson, Susan E., (2007). Strategic Human Resource
Management, Blackwell Publishing, USA, , p.xiii.
[11] Gratton, Lynda et al., (1999). Strategic Human Resource Management, Oxford
University Press, New York, p.7.
[12] Brewster, Chris et al., (2000). Contemporary Issues in Human Resource Management :
Gaining a Competitive Advantage, Oxford University Press, Cape Town, p. 56.
[13] Dyer, Lee, Reeves, Todd.(1995). “Human Resource Strategies and Firm Performance:
What Do We Know and Where Do We Need To Go?”, The International Journal of Human
Resource Management 6:3, p.657, pp.656-670.
[14] Collins, Christopher J., Clark, Kevin D., (2003). “Strategic Human Resource Practices,
Top Management Team Social Networks, And Firm Performance: The Role Of Human
Resource Practices In Creating Organizational Competitive Advantage”, Academy of
Management Journal, Vol. 46, No. 6, p.740, pp.740–751.
[15] Lado, Augustine A., Wilson, Mary C., 1994. “Human Resource Systems And
Sustained Competitive Advantage: A Competency-Based Perspective”, Academy of
Management Review, Vol. 19. No. 4, p.702, pp.699-727.
[16] Delery, John E., Doty, D.Harold. (1996). “Modes of Theorizing in Strategic Human
Resource Management: Tests of Universalistic, Contingency and Configurational
Performance Predictions”, Academy of Management Journal, Vol 39, No.4, p.803, pp.802-
835.
[17] Voorde, Van De, Paauwe K. J., Van Veldhoven, M., (2010). “Predicting Business Unit
Performance Using Employee Surveys: Monitoring HRM-Related Changes”, Human
Resource Management Journal, 20: 1, p.44, pp. 44–63.
[18] Cappelli, Peter, Crocker-Hefter, Anne, (1996) “Distinctive Human Resources are
Firms’ Core Competencies”, in: Randall S. Schuler, Susan E. Jackson, Strategic Human
Resource Management, 2nd Edition, Blackwell, USA, 2007, p.191.
[19] Boselie, Paul, Paauwe, Jaap, Jansen, Paul, (2000). Human Resource Management and
Performance: Lessons from the Netherlands, Erasmus Research Institute Of Management,
Rotterdam, p.2.
[20] D'Annunzio-Green, Norma (Editor); Maxwell, Gillian (Editor); Watson, Sandra
(Editor), (2002). The Impact of Strategic Human Resource Management on Organizational
Performance, Emerald Group Publishing, Bradford, GBR, p. 205.
[21] Richardson, Ray, Thompson, Marc, (1999). The Impact of People Management
Practices on Business Performance: A Literature Review, Institute of Personnel And
Development, Great Britain, p.xi.
[22] Pfeffer, Jeffrey, (1994). Competitive Advantage Through People: Unleashing The
Power of Workforce, Harvard Business School, USA, p.66.[
23] Paul, A.K., Anantharaman, R.N., (2003) “Impact Of People Management Practices On
Organizational Performance: Analysis Of A Causal Model”, International Journal of
Human Resource Management, 14:7, p.1248, pp.1246–1266.
[24]Huselid, Mark A., Becker, Brian E.. (2005). “Improving Human Resources’ Analytical
Literacy: Lessons from Moneyball”, Losey, Mike (Editor); Meisinger, Sue (Editor); Ulrich,
Dave (Editor). Future of Human Resource Management : 64 Thought Leaders Explore the
Critical HR Issues of Today and Tomorrow, John Wiley & Sons, USA, p. 281.

Thank you for copying data from http://www.arastirmax.com