The effect of strategic human resources management (SHRM) on organizational excellence

Organizational development in banks management systems (ODBMS) is a complex phenomenon of a sustainable and multifunctional nature. The goal of ODBMS is to generate creative ideas and implement changes in order to provide an appropriate level of rational interaction between the ODBMS subjects. It leads to an achievement of the expected economic and managerial results.
Organizational changes that are accompanied by organizational development in the BMS can be controlled and spontaneous, positive and negative. The idea of the article is to reveal the methodical aspects of the managed organizational development of the BMS, with expected positive effects. It would be shown that the offered ideas can be used for achieving organizational goals, avoiding the organizational entropy, increasing the creative activity of bank employees, in particular, in developing new banking products, expanding the opportunities of Internet banking, etc.
Achieving certain positive effects from the implementation of organizational changes in the BMS requires a high level of managers awareness about the state of implementation of the goals of the bank’s organizational development, the methods of their implementation, factors that affect the achievement of these goals. In this context, fundamental information about the structure and links in the BMS is important as well as operational information that characterizes the level of completeness and implementation quality of the specific banking officers’ duties.
In the article the features of ODBMS are solved, based on the application of the provisions of morphological analysis and set theory. The proposed provisions are considered through the prism of two criteria – the level of managerial awareness and predictability of the results of the organizational changes implementation.

This study aims to extend the argument about the association between HRM and Total Quality Management (TQM) in insurance companies in Jordan. It is argued that the consideration of TQM can be supported in terms of configuration as an effect of Human Resource Management (HRM) in the presence or absence of other HRM practices. Data for this study were collected from 24 insurance companies listed on the Amman Stock Exchange and 342 employees. PLS-SEM was used to analyze the data collected through path analysis. Structural equation modeling was used to examine a causal relationship between the variables. The overall effect of HRM on TQM was explored to improve quality orientation and people criteria in insurance companies. The findings have indicated a significant and positive effect of teamwork, staffing, performance appraisals, and compensation on TQM. However, training and development have a negative, but significant impact on TQM. In addition, TQM significantly and positively affects the HRM of an organization. Performance was also positively and significantly affected by HRM. TQM is an important factor of HRM in insurance companies.

Acknowledgment
The authors are very thankful to all the associated personnel in any reference that contributed to the purpose of this study.

The issues raised in the article are very relevant, due to the growing costs of recruitment for hiring managers. The object of the article is also important due to need to improve the level of knowledge of recruiters, which unfortunately is still imperfect. As a result of the research, it was discovered that the majority (75%) of recruiters do not have sufficient knowledge about the industry in which they recruit a manager, don’t take into consideration the individual needs of organizations seeking managers with special skills, for instance, in the field of innovation management - the use of modern technologies. The aim of the article is to assess the effectiveness of recruitment for hiring managers. The main attention is paid to methods and tools used by the recruiters, evaluation of recruiter performance, following the subjectivity of the recruiter during the candidate’s assessment, incompatibility of the organization and the candidate in terms of remuneration, length of breaks between individual stages of recruitment and their impact on candidates. The methodology of the study includes analysis of relevant literature, desk research and the research method – anonymous survey.