http://digitalrepository.cipmlk.org/handle/1/599 2026-06-01T18:51:23Z 2026-06-01T18:51:23Z Vardarlıer, Pelin http://digitalrepository.cipmlk.org/handle/1/1285 2025-03-12T09:10:35Z 2016-01-01T00:00:00Z

Strategic approach to human resources management during crisis Vardarlıer, Pelin Human Resources Management is one of the most important units of modern firms and organizations. It gains even more importance in times of crises, because it makes up an important dimension of crisis management. It is well known that human resources policies have a great influence on people; therefore, those polices are to bring about humanistic consequences. In this study, possible effects of always looming crises and ways to avoid or cope with those crises have been examined and presented to readers. The study mainly focuses on the human resources strategies aspect of management at managing crises; and, it compares classical and modern ways to handle the effects of crises on human capital.

2016-01-01T00:00:00Z Storey, John Wright, Patrick M. Ulrich, Dave http://digitalrepository.cipmlk.org/handle/1/1284 2025-03-12T09:08:54Z 2019-01-01T00:00:00Z

Strategic Human Resource Management Storey, John; Wright, Patrick M.; Ulrich, Dave Human Resource Management (HRM) has become the predominant term to describe the theory and practices relating to the way people are managed at work. In previous times (and indeed even now in some places) other terms have been used which, in varying degrees, broadly correspond. These other terms include personnel management, personnel administration, people management, employee relations, human capital management, industrial relations and employment management. Each of these terms reflects the diverse antecedents of HRM and they also reveal aspects of the differ ent ideologies associated with these approaches. For example, some early forms of personnel management had a ‘welfare’ parentage, others carried traces of a social-psychological ‘human relations movement’ history (Mayo 1949). Each of these traditions reflected a primary focus on individuals and small groups. Conversely, the terms ‘industrial relations’ and ‘employment relations’ reflect the collectivist (pluralist) approach to management-worker relations which, at times and in places, were dominant throughout much of the 20th century in Europe, North America and beyond (Clegg 1979; Dunlop 1958; Flanders 1964; 1970; Fox 1974). This tradition was devel oped in North America and beyond with ideas about mutual gains and union-management partnerships (Kochan and Osterman 1994). The disci plinary roots of the field include aspects of labour economics, industrial sociology, psychology and law.

2019-01-01T00:00:00Z Knies, Eva Boselie, Paul Gould-Williams, Julian Vandenabeele, Wouter http://digitalrepository.cipmlk.org/handle/1/1283 2025-03-12T08:57:57Z 2018-01-01T00:00:00Z

Strategic human resource management and public sector performance: context matters Knies, Eva; Boselie, Paul; Gould-Williams, Julian; Vandenabeele, Wouter Since the 1990s, there have been hundreds of conceptual and empirical articles investigating the relationship between Strategic Human Resource Management (SHRM) and performance. To this end, scholars have studied the role of the HR function, ‘fit’ between SHRM, and a range of contextual factors which include the external environment (market and institutions), internal structures and processes, and an organization’s administrative heritage. Empirical evidence convincingly demonstrates the added value of SHRM for organizational performance in terms of increased productivity, higher profitability, and lower employee turnover rates (Arthur, 1994; Combs, Liu, Hall, & Ketchen, 2006; Van De Voorde, Paauwe, & Van Veldhoven, 2010). However, almost without exception, SHRM research has relied on evidence from private sector organizations. Therefore, the aim of this special issue is to address this imbalance by considering SHRM in a public sector context (see Ongaro & Van Thiel, 2017).

2018-01-01T00:00:00Z ÇALIŞKAN, Esra NEMLİ http://digitalrepository.cipmlk.org/handle/1/1282 2025-03-12T08:49:49Z 2010-01-01T00:00:00Z

THE IMPACT OF STRATEGIC HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE ÇALIŞKAN, Esra NEMLİ In a rapidly changing competitive environment, human resources are one important source of competitive advantage. Human resource systems can contribute to sustained competitive advantage through facilitating the development of competencies that are firm specific. Strategic human resource management concerns with the creation of a linkage between the overall strategic aims of business and the human resource strategy and implementation. The published research generally reports positive statistical relationships between the greater adoption of HR practices and business performance. The causal linkage between HR and organizational performance will enable the HR managers to design programmes that will bring forth better operational results to attain higher organizational performance. In this paper, after emphasizing that the human resources are an important source of competitive advantage, strategic human resource management is defined. Through spesific examples from academic research regarding the impact of strategic human resource management practices on organizational performance, the conclusion is that the way an organization manages its human resources has a significant relationship with the organization’s performance

2010-01-01T00:00:00Z