Research in Personnel and Human Resources Management. Volume 26


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Our results also suggest that the impacts of HRM practices could be specific rather than general. The paper ends with a discussion of our findings and of some mana-gerial implications. Das Personalmanagement nimmt Einfluss auf die Arbeitsbe-dingungen, die Arbeitsorganisation, die Motivation und die Entwicklung der Kom-petenzen. Notice bibliographique. Industrial Engineering. ISSN Print: Frequency: Quarterly. ISSN Online: Latest Articles. Tensay Hailu, Desta Tegegne. PDF KB. Fatile Ayobami Joshua.

Hassan Elsan Mansaray. Takele Bekele Bayu. Cheng Liu. Kazunori Ito, Masaki Iijima. Journal of Human Resource Management JHRM provides a forum for sharing timely and up-to-date publication of scientific research and review articles. The journal publishes original full-length research papers in all areas related to the theory and practice of HRM, as well as the critical examination of existing concepts, models, and frameworks. Concerned with the expanding role of strategic human resource management in a fast-changing global environment, the journal focuses on providing a critical link between high quality academic research and the practical implications for business practice.

Strategic Human Resource Management: A Research Overview, 1st Edition (Hardback) - Routledge

Our findings about lack of succession plans are in agreement with a recent study performed in Iranian health sector Given the important role of medicines in providing societies with health, there are strict regulatory controls and requirements in the pharmaceutical industry or medicinal production procedures in almost all countries; consequently, technical education standards are developed to meet the requirements Commonly, a technical manager is responsible of fulfilling these requirements; however, appointing a technical manager who might not be familiar with the HRM approaches results in focusing on technical pharmaceutical-oriented trainings only, rather than non-technical ones.

Furthermore, in most Iranian companies, majority of the training programs offered to the staff are using existed potentials inside the organization instead of using external resources, while in such a strongly competitive industry, managers have to be sufficiently trained about such skills as contracting, negotiation, commercialization, to name a few Undoubtedly, compensation system is one of the major HRM functions which contribute largely to the success of companies 46 , Findings indicated that the compensation systems suffer from critical obstacles rooted back in the economic conditions of companies which deprive employees of fair compensation packages.

On the other hand, lees attention to various reward management strategies in the organization results in the inefficient punishment and encouragement procedures which impede the motivation of the employees. Additionally, our results confirmed the findings of previous studies, indicating that in Iran, workforce would be promoted mostly based on seniority rather than merits It is largely believed that failing to pay adequate attention to meritocracy and a promotion system would weaken dynamism and keep workforce unproductive.

While it is well-acknowledged that information sharing, empowerment factors, and collaborations can significantly contribute to the innovation capabilities and organizational performance 33 , 51 , and 52 , our findings demonstrated that such factors were not well approached in the industry. This is mainly because of lack of knowledge management systems KMS in storing, sharing, and utilizing the existing knowledge, while such systems are greatly emphasized by scholars in order to harmonize knowledge activities across a company 50 , One of the ultimate goals of KM is to share knowledge among knowledge workers who play critical role in a knowledge-intensive industry like pharmaceutical one It seems that as the capital structure of the most Iranian pharmaceutical companies is state-owned, there would be too difficult to compete in a quite free market, resulting in forming a generic market and highly restricted pricing systems.

We believe that although these factors are specific to our research context, they potentially influence HRM practices of all other industries. In this study, an attempt was made to use thematic analysis to explore HRMPs challenges surrounding pharmaceutical firms in Iran as a developing country. Our findings were categorized into three main groups based on AMO ability, motivation, and opportunity model. With respect to the ability, staffing challenges, training as well as development challenges, and talent management challenges were the three themes identified. Regarding the motivation, the deficiency of compensation packages, inefficient performance management, and promotion challenges were emphasized by the participants.

As far as the opportunity was concerned, two themes were generated: communication as well as information sharing challenges and insufficient attention to empowerment factors. In addition to the mentioned themes, some miscellaneous challenges were recognized, including the imperfective HRM governance, the organizational culture obstacles, and the nature of the industry. This study revealed some HRMPs that should be taken into account in developing countries and highlighted barriers for institutionalizing such practices given socio-cultural setting in these countries.

Finally, it can be concluded that being theoretically aware of HRM concepts, Iranian top managers are gradually trying to implement HRMPs in their organizations. Briefly, in the recent years, as it is reflected in the previous research, the Iranian organizations have begun to pay further attention to HRM, and to work on the development of people It is also understood that the Iranian HRM has considerable similarities with those of other developing countries in terms of, for instance, rigid and hierarchical organizations, unplanned decision-making, ascription-based promotion, and lack of performance-orientation in compensation and appraisal 18 , The authors would like to disclose their sincere thanks to all the interviewees from the Iranian pharmaceutical industry who participated in this study.

In addition, the study satisfies the pharmaceutical industry practitioners undergoing intensive competition and endeavoring for sustainable competitiveness. In this regard, our study serves several important implications for managerial practice from an HRM viewpoint:. First, the members of board of company directors and other top managers must realize the fundamental role played by HRM in the success of their organizations and change their perception of a traditional HR to a strategic view.

Second, CEOs should consider their HR departments as the most important unit of the firm that can serve as a great, valuable source to achieve sustainable competitive advantage. Fourth, if HR managers pay enough attention to the staffing and selection processes of their organizations and apply rigorous and validated hiring tests, they can be assured too much to their prosperity. In other words, the managers should consider adopting a meritocratic approach in their staffing processes to achieve organizational successfulness.

Human capital

Fifth, the senior managers of the pharmaceutical industry should be aware of the importance of non-technical training programs and attempt to extend this kind of educations to different levels of the employees. In this regard, training of the skills such as problem solving, interpersonal relations, and negotiation techniques have been considered in this study.

Sixth, line managers should realize their undeniably critical role in the implementation of HRMPs in the firms and attempt to improve their knowledge about HRM so that they would be able to manage HR performance effectively. Seventh, HR managers and other top managers of the organizations should be aware of different aspects of HRM and pay enough attention to all of its functions. Eighth, the results of this study shed light on practices that must be undertaken by managers, especially in the pharmaceutical sector, and the ways through which the managers can increase the benefits of investing in HRMPs in their organizations.

HR Basics: Human Resource Management

National Center for Biotechnology Information , U. Iran J Pharm Res. Find articles by Jafar Babapour. Find articles by Arian Gholipourb.

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Find articles by Gholamhossein Mehralian. Author information Article notes Copyright and License information Disclaimer. Received Mar; Accepted Dec. Copyright notice. Abstract Human resource management has increasingly become one of the most important challenging issues in the pharmaceutical industry in general and in developing countries in particular to increase the access of societies to needed medicines. Introduction In the present knowledge-based economy, firms attempt to attain organizational goals with optimal exploitation of their resources.

Theoretical background Based upon the theory of resource-based view, a large number of studies have paid great deals of attention to this theory in which it is believed that, among the entire spectrum of intangible assets available in a firm, human capital is the most important resource to achieve organizational performance and less competitive than other intangible assets. Methods As mentioned in the previous section, the aim of this study is to recognize the challenges of HRMPs in the pharmaceutical industry. The qualitative methodology implemented in this study involves the following steps: Choosing analytical approach To answer the study question, we needed to understand opinions, experiences, perceptions, and attitudes of the individuals who had actually confronted the challenges and obstacles of HRMPs in Iranian pharmaceutical firms.

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Data gathering The required data in this study were collected via interviews. Data analysis process Once finished with the interviews and their transcription, two of the researchers began to generate initial codes and cross checked them according to the method proposed by Braun and Clarke Results As it was mentioned in the prior section, the results of this study were depicted based on AMO model.

Table 1 Summary of ability challenges stated by the study participants. Open in a separate window. Table 3 Summary of opportunity challenges stated by the study participants. Table 2 Summary of motivation challenges stated by the study participants. Discussion Given the crucial role of HRs in knowledge-based industries, an attempt was made to identify HRMPs challenges surrounding pharmaceutical managers in a developing country such as Iran. Conclusion In this study, an attempt was made to use thematic analysis to explore HRMPs challenges surrounding pharmaceutical firms in Iran as a developing country.

Acknowledgment The authors would like to disclose their sincere thanks to all the interviewees from the Iranian pharmaceutical industry who participated in this study. In this regard, our study serves several important implications for managerial practice from an HRM viewpoint: First, the members of board of company directors and other top managers must realize the fundamental role played by HRM in the success of their organizations and change their perception of a traditional HR to a strategic view.

References 1. A conceptual review of human resource management systems in strategic human resource management research. In: Martocchio JJ, editor.

http://dwightfostervoice.com/includes/hot/best-over-the-counter-male-enhancement-drugs.php Emerald Group Publishing Limited ; Delery JE. Issues of fit in strategic human resource management: Implications for research.

Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage. Huselid MA.

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The impact of human resource management practices on turnover, productivity, and corporate financial performance. Deconstructing AMO framework: A systematic review.


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Research in Personnel and Human Resources Management. Volume 26
Research in Personnel and Human Resources Management. Volume 26
Research in Personnel and Human Resources Management. Volume 26
Research in Personnel and Human Resources Management. Volume 26
Research in Personnel and Human Resources Management. Volume 26
Research in Personnel and Human Resources Management. Volume 26
Research in Personnel and Human Resources Management. Volume 26
Research in Personnel and Human Resources Management. Volume 26
Research in Personnel and Human Resources Management. Volume 26

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