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

  • Received August 24, 2020;
    Accepted October 29, 2020;
    Published November 11, 2020
  • Author(s)
    Mohamad Noor Al-Jedaiah
    ORCID ,
    Rokaya Albdareen
    ORCID
  • DOI
    http://dx.doi.org/10.21511/ppm.18(4).2020.05
  • Article Info
    Volume 18 2020, Issue #4, pp. 49-58
  • TO CITE АНОТАЦІЯ
  • Cited by
    4 articles
  • 2076 Views
  • 1092 Downloads

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License

Human resources at different levels are the executives of organizational tasks toward excellence. Missing the track of human resources will leave the organization behind. The objective of this research is to investigate the effect of SHRM components on organizational excellence. The study was applied to industrial organizations in Industrial City in Northern Jordan. A quantitative approach was used to accomplish the objectives. A questionnaire was used to collect data. The questionnaire was composed of three parts: the first part designed to collect demographic data, the second part designed to collect information about SHRM (recruitment, training, development, and career development), the last part designed to collect information about organizational excellence. A simple random sample of 120 organizations’ managers was studied. The results showed that the data collection tool was reliable. The results showed that training was of high concern by managers to reach excellence, followed by organizational development, then career development, and the least evaluation was for recruitment. The SHRM components affect the components of organizational excellence (customer satisfaction, technology deployment, product quality, and competitiveness) (p < 0.05). Recruitment was the highest contributor to organizational excellence related to technology deployment, product quality, and competitiveness, but customer satisfaction was affected by development and career development. The study recommended that the organization connect the SHRM strategy with the other organization activities that lead to excellence with the recruitment process’s concentration as it affects the products of the organizations.

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    • Figure 1. Research model
    • Table 1. Reliability analysis of major variables using Cronbach’s alpha
    • Table 2. Managers’ attitudes for the role of SHRM recruitment component toward excellence
    • Table 3. Managers’ attitudes for the role of SHRM training component toward excellence
    • Table 4. Managers’ attitudes for the role of SHRM development component toward excellence
    • Table 5. Managers’ attitudes for the role of SHRM career development component toward excellence
    • Table 6. Managers’ attitudes toward excellence through customer satisfaction
    • Table 7. Managers’ attitudes toward excellence through deploying technology
    • Table 8. Managers’ attitudes toward excellence through product quality
    • Table 9. Managers’ attitudes toward excellence through competitiveness
    • Table 10. Multivariate analysis for the effect of SHRM components on organizational excellence
    • Conceptualization
      Mohamad Noor Al-Jedaiah
    • Formal Analysis
      Mohamad Noor Al-Jedaiah
    • Funding acquisition
      Mohamad Noor Al-Jedaiah
    • Software
      Mohamad Noor Al-Jedaiah
    • Supervision
      Mohamad Noor Al-Jedaiah
    • Validation
      Mohamad Noor Al-Jedaiah
    • Visualization
      Mohamad Noor Al-Jedaiah
    • Writing – review & editing
      Mohamad Noor Al-Jedaiah
    • Investigation
      Rokaya Albdareen
    • Methodology
      Rokaya Albdareen
    • Writing – original draft
      Rokaya Albdareen
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    Acknowledgment
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