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Sustainability has become an important part of strategy building both at the global and individual companies level. The principle of long-term development, conservation and reproduction of resources becomes relevant not only in terms of global problems, but also in the development of individual companies. The human resource management department plays a major role in achieving sustainable development of companies. This interaction takes on new meaning with the emergence of the concept of sustainable human resource management. This paper discusses the concept of sustainable human resource management and organizational effectiveness of the company. Organizational effectiveness, defined as the ability to achieve goals on time, is a strategically important indicator that companies strive to achieve. The purpose of this work is to study the concept of sustainable human resource management as a tool for achieving organizational effectiveness of the company. The paper presents the main indicators and advantages of the concept. The main barriers to implementing the concept in practice were also analyzed. By combining the results of content analysis, a model for achieving organizational effectiveness of the company by implementing sustainable human resource management practices was compiled. The method of systematic review of the literature based on the model of the author J. Garza-Reyes was applied in the work; Scopus and Science Direct databases articles for the entire period were considered. The article can be useful both for further theoretical study of the concept and for practical application by companies to build a strategy to achieve organizational effectiveness.
Sustainability has become an important part of strategy building both at the global and individual companies level. The principle of long-term development, conservation and reproduction of resources becomes relevant not only in terms of global problems, but also in the development of individual companies. The human resource management department plays a major role in achieving sustainable development of companies. This interaction takes on new meaning with the emergence of the concept of sustainable human resource management. This paper discusses the concept of sustainable human resource management and organizational effectiveness of the company. Organizational effectiveness, defined as the ability to achieve goals on time, is a strategically important indicator that companies strive to achieve. The purpose of this work is to study the concept of sustainable human resource management as a tool for achieving organizational effectiveness of the company. The paper presents the main indicators and advantages of the concept. The main barriers to implementing the concept in practice were also analyzed. By combining the results of content analysis, a model for achieving organizational effectiveness of the company by implementing sustainable human resource management practices was compiled. The method of systematic review of the literature based on the model of the author J. Garza-Reyes was applied in the work; Scopus and Science Direct databases articles for the entire period were considered. The article can be useful both for further theoretical study of the concept and for practical application by companies to build a strategy to achieve organizational effectiveness.
Training and career development have been considered to improve employee performance because better-quality human capital is vital in enhancing employee performance. This study analysed the influence of training on the performance of public procurement professionals when mediated by career development in Tanzania. The study used a cross-sectional research design involving 204 public procurement professionals from Dodoma city in Tanzania. The study applied Confirmatory Factor Analysis (CFA) as a part of Covariance Based-Structural Equation Modelling (CB-SEM) and Hayes' PROCESS macro to analyse the data and determine the relationship between the training and performance of public procurement professionals when mediated by career development in Tanzania. The results show that training and career development determine the performance of public procurement professionals. Training facilitates the career development of public procurement professionals, whereas career development mediates the relationship between training and the performance of public procurement professionals. This study only considers training and career development, among other aspects of human resource development practices. This excludes the other human resource development practices in public organisations. This study brings together human resource development concepts (training and career development) and the performance of public procurement professionals. Thus, it adds value to the literature on human resource management concerning the performance of public procurement professionals.
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