A Research on Competitive Strategies, Environmental Factors and Human Resources Architecture Relations

Abstract

There is a widespread notion that organizational strategies are the dominant factors in the creation of human resources (HR) management policies in enterprises. This study examines the relation between an organization's strategies, corporate HR policies and operating performance. At the end of the research, it was observed that (1) The high rate of change of the environment orientates establishments towards a more participative management perception, towards empowerment and flexibility. (2) While innovative differentiation orientates establishments towards participative management, empowerment, and proactive selection and placement policies, competitive differentiation influences only the empowerment factor in a sense of a provision of initiative. The cost leadership strategy does not have any meaningful effect on HR policies. The only meaningful influence of the focus strategy on the HR policies is on the proactive selection and placement policies, and this influence is a negative one. (3) When the results related with the harmony between the competitive strategy and the HR architecture are examined, it turns out that the participative management, the long term training policies, the proactive HR policies, and partly the generous compensation policies are more successful even under different strategies in comparison with the dictating, short term, reactive and ungenerous HR policies. In terms of quantitative performance, to select a differentiation strategy and apply HR policies that are participative, proactive and generous is much more effective than to look for the perfect harmony between strategy and HR policies.

Kemampuan Dinamis Aspek Pelayanan Dan Manajemen Pengetahuan Sebagai Strategi Peningkatan Kinerja Pdam Kabupaten Jember

“…Daya saing juga merupakan kemampuan untuk menandingi atau bahkan mengalahkan perusahaan terbaik dunia dalam hal biaya dan kualitas barang atau jasa (Omerzel & Gulev, 2011). Sumber daya perusahaan penting dalam mendukung strategi dan meningkatkan kinerja bisnis termasuk dari sisi pelayanan, hal ini ditunjukkan oleh Chumaidiyah (2014); Dogan et al, (2014); Ocak & Findik (2019); Omerzel & Gulev (2011); Pasaribu et al, (2016). Berdasarkan beberapa hasil penelitian, dirumuskan hipotesis 1 bahwa sumber daya berpengaruh signifikan terhadap aspek pelayanan.…”

“…Efisiensi produksi dan efisiensi distribusi yang telah dilakukan PDAM Kabupaten Jember akan meningkatkan aspek teknis pelayanan dan pertumbuhan konsumen karena dari sisi internal dan eksternal mereka merasa sumber daya yang dimilikinya telah dikelola dengan baik. Hasil penelitian sesuai dengan hasil penelitian Chumaidiyah (2014); Dogan et al (2014); Omerzel & Gulev (2011); Pasaribu et al, (2016).…”

The Impact of Environmental and Regional Factors on the Vernacular Architecture: Special Reference to City of Qazvin

“…Based on their f indings, Qazvin's climate should be considered having a relatively warm and dry climate with cold winters in which the avoidance of cold in winter has been given more priority than the heat in summer. Dogan (2014) tested the relationship between organisation strategies, the policies of human integrated resources and the operation of work. It was observed that the high rate of changing environment led installations towards a more participative management understanding, empowerment, active choice, and employment policies.…”