Through an analysis of the relationship between human resource management (HRM) systems and strategy types, predictions are made about a simultaneous horizontal and vertical fit. In a conceptual model for strategic HRM the key argument is, that the fit between firm strategy and HRM strategy is determined by (matching hypothesis) task characteristics of the strategy type and internally, consiste...

with entrance spirituality and god to management and organization field, as 21st century challenge, organization’s managers and leaders especially educational institutions must confront with new phenomena. spiritual leader’s role to incite and encourage human resource with use of spiritual vision and establishment of cultural context based on human values, to foster empowered, high productivity...

In this article, we extend strategic human resource management (SHRM) thinking to theory and research on high reliability organizations (HROs) using a behavioral approach. After considering the viability of reliability as an organizational performance indicator, we identify a set of eight reliability-oriented employee behaviors (ROEBs) likely to foster organizational reliability and suggest tha...

The goal of a company’s HR management (HRM) strategy is to define its medium-term objectives in HRM and development as well specify the main tools needed for their achievement. goals set by this should be linked strategic business respond advance medium term requirements dictated both internal external factors. Corresponding measures and/or policies effective terms achieving objectives, efficie...

This study examined the effect of human resource strategy formulation process on HR outcome. Drawing three modes namely rational, adaptive, and interactive, a cross-sectional research design was adopted. Using structured questionnaires, data were collected from managers/ directors 53 state corporations in Tanzania. Correlations analysis also performed to find out direction relationship among va...

the present study aims to address the problem of inadequate coverage of various aspects of organizational performance by balanced scorecard (bsc) model through its developing based on the european foundation for quality management (efqm) model. to this end, a developed bsc model, encompassing variables of stakeholders, resource effectiveness, processes effectiveness, human resource management e...