The Impact OF Human Resources Management Strategies on the Strategic Agility: A Field Study in large and medium Yemeni manufacturing Sector
Under the dynamic capabilities view of the firm the main purpose of this paper is to provide an analytical model of knowledge gaps on the direct impact of HRM strategy on strategic agility, as well as the direct impact of HRM strategies which is represented in HR Strategy, Training Strategy Human Resources Development Strategy, Human Resources Compensation Strategy, Career Planning Strategy) on strategic agility.
To achieve this, the main study survey, which was distributed to managers and their deputies in the large and medium Yemeni industrial companies (227), was based on the simple random sample of 554 companies, this work uses structural equations modeling technique, in order to test and validate the research model and hypotheses posited.
The results indicated that there is a direct impact of human resources management strategies on strategic agility, as well as the direct impact of the career planning strategy and the strategy of training and developing human resources on strategic agility. In contrast, there is no direct impact of HR strategy, human resources performance assessment, and human resources compensation on the strategic agility of the Yemeni large and medium manufacturing sector (current study sample).
Armstrong, M. (2007). A Handbook of Human Resource Management Practice, 10th Ed.: Kogan Page Limited, London and Philadelphia.
Armstrong, M., & Brown, D. (2019). Strategic Human Resource Management: Back to the future?
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management
Bamberger, P. A., Biron, M., &Meshoulam, I. (2014). Human resource strategy: Formulation, implementation, and impact. Routledge.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.
Becker, B. and Gerhart, B. (1996). The impact of human resource management on organizational performance: Progress and Prospects. Academy of Management Journal, 39(4), 779-801
Browning, V., Edgar, F., Gray, B., & Garrett, T. (2009). Realising competitive advantage through HRM in New Zealand service industries. The Service Industries Journal, 29(6), 741–760.
Byrne, B. M., & Van de Vijver, F. J. R. (2010). Testing for measurement and structural equivalence in large-scale cross-cultural studies: Addressing the issue of nonequivalence. International Journal of Testing, 10(2), 107–132.
Crocitto, M., & Youssef, M. (2003). The human side of organizational agility. Industrial Management & Data Systems, 103(6), 388-397.
Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of management Journal, 39(4), 802-835.
Denning, S. (2016). Agile’s ten implementation challenges. Strategy & Leadership, 44(5), 15-20.
Dermol, V., & Rakowska, A. (2014). Strategic approaches to human resources management practice. ToKnowPress Monographs.
Dessler, G. (2008). Human Resource Management, (11th ed.). Prentice Hall.
Dove, R. (2002). Response ability: the language, structure, and culture of the agile enterprise. John Wiley & Sons.
Doz, Y., & Kosonen, M. (2008). The dynamics of strategic agility: Nokia's rollercoaster experience. California Management Review, 50(3), 95-118.
Dyer, L., & Ericksen, J. (2006). Dynamic organizations: Achieving marketplace agility through workforce scalability.Cornell University 187 Ives Hall Ithaca, NY 14853-3901 USA.
Dyer, L., & Shafer, R. (1999). Creating organizational agility: implications for strategic human resource management. Research in Personnel and Human Resource Management, 4, 145–174.
Golding, N. (2004). Strategic human resource management, In Ian Beardwell and Others (Editors), Human Resource Management. A Contemporary Approach, New York.
Goldman, S. L., Nagel, R. N., & Preiss, K. (1995). Agile Competition and Virtual Organisations. Van Nostran Reinhold, New York, NY.
Gomez-Mejia, L. R., & Balkin, D. B. (1992). Compensation, organizational strategy, and firm performance. South-Western Pub.
Hair Jr, J. F., Hult, G. T. M., Ringle, C., & Sarstedt, M. (2016). A primer on partial least squares structural equation modeling (PLS-SEM). Sage publications.
Hawari,S, I&SHdefat, F, A. (2016).Impact of Human Resources Management Practices on Employees’ Satisfaction. A Field Study on the Rajhi Cement Factory. International Journal of Academic Research in Accounting, Finance and Management Sciences Vol. 6, No. 4, October 2016, pp. 274–286
Idris, W. M. S., & Al-Rubaie, M. T. K. (2013). Examining the impact of strategic learning on strategic agility. Journal of Management and Strategy, 4(2), 70.
Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: antecedents and consequences. The Journal of marketing, 53-70.
Lin, Y., Desouza, K. C., & Roy, S. (2010). Measuring agility of networked organizational structures via network entropy and mutual information. Applied Mathematics and Computation, 216(10), 2824–2836.
Pahuja, S., & Dalal, R. C. (2012). Achieving Competitive Advantage through HR Practices: A Case Study. Journal of Strategic Human Resource Management, 1(2), 35.
Park, Y. K. (2011). The Dynamics of Opportunity and Threat Management in Turbulent Environments: The Role of Information Technologies. ProQuest LLC. 789 East Eisenhower Parkway, PO Box 1346, Ann Arbor, MI 48106.
Saha, N., Gregar, A., & Sáha, P. (2017). Organizational agility and HRM strategy: Do they really enhance firms’ competitiveness? International Journal of Organizational Leadership, 6(3), 323
Shafer, R. A., Dyer, L., Kilty, J., Amos, J., & Ericksen, J. (2001). Crafting a human resource strategy to foster organizational agility: A case study. Human Resource Management, 40(3), 197-211.
Sharifi, H., & Zhang, Z. (1999). A methodology for achieving agility in manufacturing organisations: An introduction. International Journal of Production Economics, 62(1), 7–22.
Teece, D. J., Pisano, G., &Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic management journal, 509-533.
Thompson, steven. K. (2012). Simple random sampling. In: Sampling. New Jersey: Wiley.
Waiganjo, E. W., Mukulu, E., &Kahiri, J. (2012). Relationship between strategic human resource management and firm performance of Kenya’s corporate organizations. International Journal of Humanities and Social Science, 2(10), 62–70.
World Bank. 2015. Yemen, Republic of - Unlocking the potential for economic growth (English). Washington, D.C.: World Bank Group. http://documents.worldbank.org/curated/en/673781467997642839/Yemen-Republic-of-Unlocking-the-potential-for-economic-growth
Yan, L. (2003). The Relationships between Human Resource Management Practices and Perceptions of Organizational Performance. PhD Dissertation, the Pennsylvania State University.
Youndt, M. A., Snell, S. A., Dean Jr, J. W., &Lepak, D. P. (1996). Human resource management, manufacturing strategy, and firm performance. Academy of management Journal, 39(4), 836-866.
Yemen Damage and Needs Assessment Crisis Impact on Employment and Labour Market January (2016) International Labour Office • Regional Office for Arab States.
Teimouri, H., Jenab, K., Moazeni, H. R., & Bakhtiari, B. (2017). Studying effectiveness of human resource management actions and organizational agility: Resource management actions and organizational agility. Information Resources Management Journal (IRMJ), 30(2), 61-77.
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.