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The impact of SHRM on sustainable organizational learning and performance development

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dc.title The impact of SHRM on sustainable organizational learning and performance development en
dc.contributor.author Saha, Nibedita
dc.contributor.author Chatterjee, Bani
dc.contributor.author Gregar, Aleš
dc.contributor.author Sáha, Petr
dc.relation.ispartof International Journal of Organizational Leadership
dc.identifier.issn 2383-1103 Scopus Sources, Sherpa/RoMEO, JCR
dc.date.issued 2016
utb.relation.volume 5
utb.relation.issue 1
dc.citation.spage 63
dc.citation.epage 75
dc.type article
dc.language.iso en
dc.publisher Ardabil Industrial Management Inst
dc.identifier.doi 10.19236/IJOL.2016.01.06
dc.relation.uri http://aimijournal.com/Jg/0/1/b0ad8f15-aab9-4f7c-925d-62e949e51eca/1
dc.subject Organizational Learning en
dc.subject Organizational Performance Development en
dc.subject Strategic Human Resource Management (SHRM) en
dc.subject Sustainability en
dc.description.abstract This article aimed at developing a conceptual framework about the role of Strategic Human Resource Management (SHRM) and its impact on managerial skills and organizational performance which offered some insights into how learning might occur at the organizational level in order to improve organizational capability as well as individual capability. It also indicated that there were plenty of research studies to advocate the influence of SHRM. Nevertheless, there were some rare examples of linkages between SHRM and sustainable organizational learning practices that can improve organizations effectiveness and develop its performance through ample qualification, suitable working condition, and potential motivation. Thus, this article aims to emphasize on several approaches of organizational learning as facilitating variables. Today, the strategic part of HRM practices which was integrated within the organization stated that the success of the organizational performance lied in developing positive attitudes of individuals, groups, and organizations that mainly enhanced individual competence as well organizational competence through organizational learning. Therefore, the context of this study identified the key concept of SHRM that influenced and boosted knowledge, skills, and abilities (KSA's) of employees in an organization. Finally, this article recommended some research suggestions based on the highlighted propositions that accelerated organizational performance and improved competitive abilities. (c) AIMI Journals en
utb.faculty University Institute
utb.faculty Faculty of Management and Economics
dc.identifier.uri http://hdl.handle.net/10563/1006346
utb.identifier.obdid 43875071
utb.identifier.wok 000373270800006
utb.source j-wok
dc.date.accessioned 2016-06-22T12:14:49Z
dc.date.available 2016-06-22T12:14:49Z
dc.rights Attribution 4.0 International
dc.rights.uri https://creativecommons.org/licenses/by/4.0/
dc.rights.access openAccess
utb.contributor.internalauthor Saha, Nibedita
utb.contributor.internalauthor Gregar, Aleš
utb.contributor.internalauthor Sáha, Petr
utb.fulltext.affiliation Nibedita Saha 1*, Bani Chatterjee 2, Aleš Gregar 3, Petr Sáha 1 1 University Institute, Tomas Bata University in Zlín, Czech Republic 2 Department of Humanities & Social Sciences, Indian Institute of Technology, Kharagpur, India 3 Faculty of Management and Economics, Tomas Bata University in Zlín, Czech Republic Correspondence: nibedita@uni.utb.cz
utb.fulltext.dates Received 9 December 2015 Received in revised form 27 February 2016 Accepted 29 February 2016
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Attribution 4.0 International Except where otherwise noted, this item's license is described as Attribution 4.0 International