Theoretical Perspectives on the integration of Human Resource Management and Strategic Human Resource Management (Published)
This is a descriptive study based on secondary data collected from various research papers and articles. This study theoretically evaluated the links between human resource management (HRM) practices and strategic human resource management (SHRM) and how such integration can enhance overall organizational performance and result in organizational attainment of sustainable competitive advantage. It is a fact that people, not products, markets, cash, buildings, or equipment, are the critical differentiators in the success of an organization. All the assets of an organization, other than organizational workforce are inert; they are passive resources that require human application to generate value. People and how they are managed are becoming more important because many other sources of enhanced profitability and competitive advantage are less powerful than they used to. The key to improved performance and achieving and sustaining a profitable organization is through the productivity of an organization’s workforce, therefore drawing on the Human Resource Management (HRM) and Strategic Human Resource Management (SHRM) literature, I built on the Resource-Based-View of the firm to theoretically articulate how organizations can be more productive and achieve sustainable competitive advantage through the effective management of people. Specifically, I attempted to further the theoretical development of Human Resource Management (HRM) and Strategic Human Resource Management (SHRM) by defining, summarizing and synthesizing the literature on the measurement and integration of HRM and SHRM. I also identified gaps in the literature on the relationship and integration of HRM and SHRM and developed research questions which can be tested empirically in future research and proposed several research methods which can be employed to answer the identified research questions.
The Impact of a Sustainable Competitive Advantage on a Firm’s Performance: Empirical Evidence From Coca-Cola Ghana Limited (Published)
Current organizations turn to many standard techniques to achieve competitive advantage, and if they are sustainable, then the organization benefits from the competitive advantage. As markets grow more saturated, only the organization with the highest sustainable competitive advantage will benefit the most. The primary objective of this study is to ascertain the impact of a sustainable competitive advantage on firm’s performance using evidence from Coca-Cola Ghana limited. The population included employees of Coca-Cola Ghana Limited in the four main regional capital cities and affiliated stakeholders. The data collected from 356 respondents were analyzed with Smart PLS statistical software. The results from the Structural Equation Model (SEM) revealed that sustainable competitive advantage is positively related to organizational performance. Resources and competitive environment have a moderating effect on firm’s strategy. It also established that resources and competitive environment are directly related to firm’s performance. Finally, it confirmed the relationship between human resource strategy and firm’s performance as positively related. The study concludes that the effects of the firm’s strategy, resources and competitive environment and human resource strategies on sustainable competitive advantage are undeniable and they have numerous impact on firms’ performance.
Intellectual Capital Impact on Competitive Advantage Achievement in Jordanian Financial Companies (Published)
This study aims at investigating the impact of intellectual capital on achieving competitive advantage in Jordanian financial companies. The study population consists of all companies operating in financial sector: banks, insurance companies and shareholding companies listed in Amman financial market amounting 100 companies. The researcher used convenient random sample from the said companies amounting 80 companies that is (80%) of the study population. The questionnaire was distributed to HR managers or their representatives in these companies. 80 questionnaires were distributed, 76 questionnaires were collected that is 95% .All questionnaires were valid for analysis, To achieve study objectives a questionnaire was developed to measure intellectual capital dimensions, which are believed to influence competitive advantage achievement in these companies. The study concluded a set of results; the most important is that there is a positive relationship between intellectual capital dimensions with its five variables and achieving competitive advantage in Jordanian financial companies. This confirms the importance of intellectual capital in achieving competitive advantage in these companies. The results also showed that Jordanian financial companies have interest in intellectual capital, since there was sufficient interest in attracting intellectual capital, focusing on customers and activating intellectual capital. The results also showed that these companies have less interest in making intellectual capital and maintain the same. Finally, the study recommended a set of recommendations, the most important of which is the need for top management in Jordanian financial companies to continue paying attention to all intellectual capital dimensions as important variables that contribute to these companies competitive advantage which enhance their position in the market.
Human Resource Management Practices and Competitive Advantage: The Mediator Role of Person-Organization FIT (Published)
Competitive advantage has been viewed as an essential tool for organizations to compete in the current business environment. Kuwaiti manufacturing companies strive to cope with new changes and adopt competitive advantages to survive and continue in the global economy. The purpose of this study is to examine the direct relationship between human resource management (HRM) practices and competitive advantage for Kuwaiti manufacturing companies, as well as the indirect relationship between HRM practices and competitive advantage by means of person-organizational (P-O) fit. The respondents were employees working in sixty-three manufacturing companies. The findings indicate that HRM practices have a significant positive impact on competitive advantage. In addition, the P-O fit has a mediation impact on the relationship between HRM practices and on competitive advantage. Our results showed that only eleven of twenty HRM practices were found to have effects on competitive advantage. These results are consistent with previous research, which suggested that there is lack of consensus in the existing literature on which HRM practices are best. A discussion of the study’s findings and limitations are provided.