Shedding New Light on Strategic Human Resource Management: The Impact of Human Resource Management Practices and Human Resources on the Perception of Federal Agency Mission Accomplishment

Abstract

We assess the resource-based view in the study of strategic human resource management in public agencies. We mainly examine the impact of both human resource management (HRM) practices and actual human resources on the perception of federal agency mission accomplishment. We show that all types of goalaligned and performance-based HRM practices (including rewards, training, appraisal, and recruitment) positively affect perceived agency mission accomplishment. In addition, certain types of human resources (including the percentage of career senior executive service members and organizational size) contribute to perceived agency mission accomplishment although others (including the percentage of professionals and noncareer senior executive service members) make negative contributions. Strategic knowledge, regarding an organization's valuable, rare, inimitable, and nontradable resources-in both HRM practices and human resources-can help improve perceived federal agency mission accomplishment.

Strategic Human Resource Management in the Afghanistan Ministry of Mines and Petroleum: A Network Perspective

“…The SHRM model represents an advanced model of HRM that can help HR departments to become proactive and effective parts of the decision-making processes of organizations [5]. The relationship between HRM and strategic planning has been found to be a critical component of many aspects of SHRM [6].…”

“…HRM can be proactive in developing a two-way relation, where its influence on strategic planning, strategy formulation, and goal-setting will be recognized because every task that is completed in an organization requires some type of resource (e.g., people (HR) and money) [9]. Therefore, according to Lim et al [5], organizations should consider that the HR department is important for determining its overall strategic goals and priorities. Likewise, one of the main focuses of SHRM is to support the involvement of HRM in developing strategic organizational goals [10,11].…”

“…Basically, five differences have been identified between traditional HRM and SHRM (see Table 1) [5]. First, traditional HRM pays more attention to individual characteristics such as job performance, level of job satisfaction, and what an employee actually needs to be successful within an organization.…”

“…Third, the time horizon is extended. Traditional HRM is more concerned with solving current organizational problems, which requires less time to address; in contrast, SHRM involves launching organizational policies and strategic plans to develop human capital from a long-term perspective [5]. Thus, fostering the human assets of an organization will ensure that it is well organized and that all of its tasks are coordinated.…”

The Development of County HR Policies: The Perspectives of Counties in Two States

“…While seeking feedback from a variety of stakeholders is beneficial, it is critical to ensure that policies align with organizational needs. Over the past two decades, several scholars have argued that HR managers should not just focus on compliance and regulation as they traditionally have but also move to be strategic partners on the executive team allowing HRM to better help organizations align their workforce to achieve their strategic and organizational goals (Daley, 2006;Jacobson & Sowa, 2016;Lim,Wang, & Lee, 2017;Pynes, 2009;Selden, 2009).…”