The adoption, character and impact of strategic human resource management: a case study of two large metropolitan Vietnamese public hospitals

Guest Editors’ Introduction: Human Resource Management in Health Care and Elderly Care: Current Challenges and Toward a Research Agenda

“…In some countries, particularly less developed countries, social tensions are emerging owing to inequitable access to health care. This has been the case particularly for former Communist countries, such as China and Vietnam, where access to care is heavily determined by the ability to pay (The Economist Intelligence Unit, ; Vo & Bartram, ). At the organizational level, professional tensions are commonplace, particularly among clinicians and managers within hospitals (Leggat et al, ).…”

Gestão estratégica de pessoas no Legislativo Federal brasileiro: condições para a implementação

“…The 3 types of context and the 4 types of interferants apparently would affect each other, in a complex system of interactions (Fonseca et al, 2013;Hendry & Pettigrew, 1990;Paauwe, 2004), that also involves organizational actors, as the high administration (Bergue, 2014), groups of interest in general (Järvalt & Randma-Liiv, 2010;Truss, 2008;Tsui, 1987), line managers (Guest, 1987;Mesch et al, 1995;Teo, 2002) and servers (Camões & Meneses, 2016;Vo & Bartram, 2012).…”

“…There were also references to the relevance of information technology structure geared to HRM solutions, with positive consequences towards the transparency of processes and activities of the area (6). Finally, the reduction of the resources made available for HRM activities and projects (7) was cited as a current constraint, which could decelerate the process of implementation of the strategic HRM strand and hamper the construction of the link between HRM and organizational planning (Vo & Bartram, 2012).…”

“…In regards to the HRM unit resources aspect, the already reported scarcity of servers in the organization is also reflected in the HRM units, as there is little workforce and a tendency to decrease, causing slownesss in the treatment of HRM processes and concentration of the team in the activities concerning the functional role of HRM (5), which should be prioritized by legal and normative matters. Another aspect indicated was the experience of the servers who integrate the units that, together with their technical competencies, may be fundamental for the effective transition to SHRM (6) (Fonseca & Meneses, 2016;Vo & Bartram, 2012).…”

Stratejik İnsan Kaynakları Yönetiminin Örgütsel ve Bireysel Düzeyde Etkileri

“…Bu anlamda SİKY sadece üst yönetimin belirlediği stratejileri sonuçlandırmak için faaliyette bulunmamakta, aynı zamanda ilgili stratejilerin oluşturulma ve hayata geçirilme sürecine de dâhil olmaktadır. Bu anlamda SİKY süreç yönelimli olarak nitelendirilmektedir (Hurley, vd., 1998;Vo, Bartram, 2012;Latham, 2012). SİKY araştırmacıları insan kaynaklarının uzun süreli rekabetçi avantajlar oluşturmaya yardımcı olabileceğini incelemek için strateji literatüründen bazı teorileri adapte etmişlerdir (Wright vd., 2001b;Wright, McMahan, 1992).…”