In this article, we extend strategic human resource management (SHRM) thinking to theory and research on high reliability organizations (HROs) using a behavioral approach. After considering the viability of reliability as an organizational performance indicator, we identify a set of eight reliability-oriented employee behaviors (ROEBs) likely to foster organizational reliability and suggest tha...

a r t i c l e i n f o a b s t r a c t This review takes an evolutionary and chronological perspective on the development of strategic human resource management (SHRM) literature. We divide this body of work into seven themes that reflect the directions and trends researchers have taken over approximately thirty years of research. During this time the field took shape, developed rich conceptual ...

Based on broaden-and-build theory of positive emotions, this study posits that strategic human resource management (SHRM) systems enrich emotions associated with psychological empowerment and resilience in turn, broaden employees' momentary thought-action repertoires. People such build enduring personal resources to buffer the negative impacts adversity produce better performance outcomes. An i...

Early in the history of Strategic Human Resource Management (SHRM) literature, writers frequently discussed stakeholders to organization that were relevant Resources (HR) function. However, over years field narrowed its focus be primarily, if not solely, on one stakeholder: shareholders. While many authors have paid lip-service fact other exist, little attention was devoted what these meant for...

The extant literatures in strategic human resources management (SHRM) and job design have remarkably little in common. The SHRM literature focuses on human resource (HR) management systems as sources of competitive advantage, and employees as strategic assets. HR management systems and employee talent are thought of as part of a strategic architecture that has a managerially significant influen...

Introduction Mentoring is an increasingly popular concept of learning, development and support. Over the last 20, its use has grown significantly and is continuing to develop within a wide range of settings. In fact 87% of businesses in the US utilized mentoring according to a SHRM Survey (1999), (Klasen and Clutterbuck 2002). Apparently, this trend is consistent throughout other parts of the w...

The main purpose of this research project was to investigate the impact of Strategic Human Resource Management practices on knowledge sharing behavior among university faculty members. This research also studied the mediating role of trust and organizational commitment in the relationship between SHRM practices and knowledge sharing behavior. Following the positivist paradigm, this research ado...

In looking at Iranian healthcare organizations, one major problem is evident: “lack of strategic human resource management”. There may live several factors that result this lack of interest or know-how practice of Strategic Human Resource Management (SHRM). Lack of SHRM in Iran might be the result of management definitions and methodologies that have been developed and used in Iran by delay bec...

Objective: The main objective of this study is to evaluate the impact sustainable human resources management (SHRM) and internal communication (IC) on turnover intention (TI) employee performance (PER) while assessing mediating role organizational attractiveness (AT) over these relationships. In sense, intends effect SHRM IC PER TI, with AT acting as mediator in a joint model analysis. Methodol...