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The Impact of HRM practices on supply chain management success in SME

Wybrane pełne teksty z tego czasopisma
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Warianty tytułu
PL
Wpływ praktyk ZZL na sukces zarządzania łańcuchem dostaw w małych i średnich przedsiębiorstwach
Języki publikacji
EN
Abstrakty
EN
Background: Management practices are being carried out by most of the small and medium sized enterprises (SME) which substantially switched to sophisticated manner. This study aims to determine the relationship between human resource management (HRM) and supply chain management (SCM) in SME. Methods: the data from 195 manufacturing and service sectors SME were collected. The Pearson's correlation and multiple regression were employed to examine the relationship and measure the overall impact of IV on DV respectively. This study found that SME performed moderate level of HRM and SCM practices and there is a correlation between HRM practices that proactively contributes in supply chain success. Lastly, training contributed greater to SCM success as compared to other HRM factors. Results and conclusions: Results suggest that SCM success is activated by HRM practices. SME owners/managers should focus on enhancing the SCM success by implementing sophisticated HRM practices. This integration will allow mapping unique strategies to gain an edge over competitors. Appropriate approaches should be considered at national level to boost the national economy through SME sector.
PL
Wstęp: Metody zarządzania są stosowane przez większość małych i średnich przedsiębiorstw. W miarę upływu czasu metody te stają się coraz bardziej złożone. Celem pracy jest określenie związku pomiędzy zarządzaniem zasobami ludzkimi (ZZL) a zarządzaniem łańcuchem dostaw w małych i średnich przedsiębiorstwach. Metody: zebrano dane od 195 przedsiębiorstw, zarówno produkcyjnych jak i usługowych. Wyliczono współczynnik Pearsona oraz regresję wielokrotną w celu zbadania zależności. W wyniku badań stwierdzono, że małe i średnie przedsiębiorstwa stosują średnio zaawansowane metody zarządzania zarówno zasobami ludzkimi jak i łańcuchem dostaw. Stwierdzono korelację pomiędzy metodami ZZL, które pozytywnie wpływają na sukces w łańcuchu dostaw. Największy wpływ wśród wszystkich stosowanych metod ZZL miały szkolenia. Wyniki i wnioski: Otrzymane wyniki potwierdzają pozytywny wpływ metod ZZL na sukces łańcucha dostaw. Właściciele i managerowie małych i średnich przedsiębiorstw powinni skupić się na szerszym wprowadzeniu zaawansowanych metod zarządzania ludźmi w celu osiągnięcia lepszych wyników w obszarze łańcucha dostaw. Takie działanie pozwala na osiągnięcie większej przewagi nad konkurencją.
Czasopismo
Rocznik
Strony
177--189
Opis fizyczny
Bibliogr. 43 poz., tab.
Twórcy
autor
  • University Pendidikan Sultan Idris, Malaysia
autor
  • University of Karachi, Pakistan
autor
  • University Pendidikan Sultan Idris, Malaysia
autor
  • Institute of Business and Technology, Pakistan
autor
  • Institute Aminuddin Baki, Malaysia
Bibliografia
  • Basu, D. R. & Miroshnik, V. (1999). Strategic Human Resource Management of Japanese Multinationals: A Case Study of Japanese Multinational Companies in the UK. Journal of Management Development, 18 (9), 714-732.
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  • Bhutta, M. K. S., Rana, A. I., & Asad, U. (2007). SCM practices and the health of the SMEs in Pakistan. Supply Chain Management: An International Journal, 12(6), 412-422.
  • Chandra, C. & Kumar, S. (2000). Supply Chain Management in Theory and Practice: A Passing Fad or a Fundamental Change? Industrial Management and Data Systems, 100(3), 100-113.
  • Chao H., Croson R.T.A., 2013, An experimental comparison of incentive contracts in partnerships, Journal of Economic Psychology, 34, 78-87.
  • Chew, J. C. L. (2004). The influence of human resource management practices on retention of core employees of Australian Organization: An empirical study. PhD Thesis, available on Murdoch University Research Repository. http://researchrepository.murdoch.edu.au/656/2/02Whole.pdf accessed 04 December 2009
  • Cox, A. (1999). Power, Value and Supply Chain Management. Supply Chain Management: An International Journal, 4 (4), 167-175.
  • Delery, J. E. (1998). Issues of fit in strategic human resource management: implications for research. Human Resource Management Review, 8(1), 289-309.
  • Dessler, G. (2008). Human Resource Management. NJ: Pearson Prentice-Hall, Upper Saddle River.
  • Economic Survey of Pakistan. (2008). Ministry of Finance, GOP, p 51 http://www.finance.gov.pk/survey/chapters/03-Manufacturing09.pdf, accessed 21 June 2010.
  • Economic Survey of Pakistan. (2009). Ministry of Finance, GOP, p 53 http://www.finance.gov.pk/survey/chapter_10/03_Manufacturing.pdf, accessed 29 June 2010.
  • Eng, T. Y. (2004). The Role of E-marketplaces in Supply Chain Management. Industrial Marketing Management, 33 (2), 97-105.
  • Fisher, C. D. Schoenfeldt, L. F. & Shaw, J. B. (2006). Human Resource Management. Boston, MA: Houghton Mifflin.
  • Fraser K., Gunawan J., Goh M., 2013, Facility management teams: Identifying important human factors from a manufacturing environment, Journal of Facilities Management, 11, 3.
  • Goldstein, I. L & Ford, J. K. (2002). Training in Organizations. CA: Wadsworth Belmar
  • Gowen, C. R. & Tallon, W. J. (2003). Enhancing Supply Chain Practices through Human Resource Management. Journal of Management Development, 22(1), 32-44.
  • Harland, C. M. (1996). Supply Chain Management Relationships, Chains and Networks. British Journal of Management, 7 (1), 63-80.
  • Hussain, N. & Subramoniam, S. (2009). Electronic Supply Chain Management: Some Latest Issues and Practices.
  • http://faculty.ksu.edu.sa/nizarhussain/Documents/Electronic%20Supply%20Chain%20Ma nagement-%20Some%20latest%20issues%20and%20Practices.pdf, assessed 21 November 2010.
  • Jamil, S. (2005). Human resource management - a fad in quandary. Dawn, 27 June, http://archives.dawn.com/2005/06/27/ebr10.htm, accessed 02 April 2011.
  • Khan, N. R. (2011). HRM Significance and SME Sector. Business Recorder, 11 April 2011, http://www.brecorder.com/component/news /single/626:news.html?id=1176724, accessed 12 April 2011.
  • Kinnie, N., Purcell, J. Hutchinson, S., Terry, M. Collinson, M., & Scarbrough, H. (1999). Employment relations in SMEs: marketdriven or customer-shaped? Employee Relations, 21(3), 218-38.
  • Kureshi, N. I. Mann, R. Khan. M. R. & Qureshi, M. F. (2009). Quality Management Practices of SME in Developing countries: A Survey of Manufacturing SME in Pakistan. Journal of Quality and Technology Management, 5(2), 63-89.
  • MacDuffie, J. (1995). Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry. Industrial and Labor Relations Review, 48(2), 197-221.
  • Mathis, R. L. & Jackson, J. H. (2008). Human Resource Management. OH: Cengage Learning/South-Western Publishing.
  • Meiseberg B., 2013, The prevalence and performance impact of synergies in the plural form, Managerial and Decision Economics, 34, 3-5, 140-160.
  • McAfee, R. B. Glassman, M. & Honeycutt, E. D. (2002). The effects of culture and human resource management policies on supply chain management strategy. Journal of Business Logistics, 23(1), 1-18.
  • Morash, E. A. & Clinton, S. R. (1998) Supply chain integration: Customer Value Through Collaborative Closeness versus Operational Excellence. Journal of Marketing Theory and Practice, 6(4), 104-120.
  • Othman, R. & Ghani, R. A. (2008). Supply Chain Management and Suppliers' HRM Practice. Supply Chain Management: An International Journal, 13(4), 259-262.
  • Ramos, M. M. (2004). Interaction between Management Accounting and Supply Chain Management. Supply Chain Management: An International Journal, 9(2), 134-138.
  • Reinold T., Tropp J., 2012, Intergrated marketing communications: How can we measure its effectiveness?, Journal of Marketing Communications, 18, 2, 113-132.
  • Schlogl, H. (2004). Small and medium enterprises: seizing the potential. Observer 243, 46-8.
  • Sekaran, U. (2005). Research Methods for Business: A Skill Building Approach. John Wiley & Sons.
  • Shadur, M. A. & Bamber, G. J. (1994). Toward Lean Management? International Transferability of Japanese Management Strategies to Australia. The International Executive, 36 (3), 343-54.
  • Sheth, J. N. & Sharma, A. (1997). Supplier Relationships: Emerging Issues and Challenges. Industrial Marketing Management, 26(2), 91-100.
  • Shub, A. N. & Stonebraker, P. W. (2009). The Human Impact on Supply Chains: Evaluating the Importance of "Soft" Areas on Integration and Performance. Supply Chain Management: An International Journal, 14(1), 31-40.
  • SMEDA. (2010). http://www.smeda.org/SMEDAintroduction_1.html, accessed April 04, 2011.
  • Souviron, M. K., & Harrison, A. (2007). The pervasive human resource picture in interdependent supply relationships. International Journal of Operations & Production Management, 27(1), 8-27.
  • Swart J., Mann C., Brown St., Price A., 2005, Human Resource Development. Strategy and tactics. Elsevier Butterworth-Heinemann, Burlington, MA, USA.
  • Tambunan, T. (2010). Impact of Global Economic Crisis on Exports of SME in Asian Developing Countries Center for Industry. SME and Business Competition Studies, Trisakti University, Indonesia.
  • Wellins, R. & Rioux, S. (2000). The growing pains of globalizing HR. Training and Development, 54(5), 79-85.
  • Young, T. (2005). An Investigation into the Mediating Role of Cross-functional Coordination on the Linkage between Organizational Norms and SCM Performance. Industrial Marketing Management Journal, 35, 762-773.
  • Zheng, C., Neill, G. O'., & Morrison, M. (2009). Enhancing Chinese SME performance through innovative HR practices. Personnel Review, 38(2), 175-194.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-20527497-ae80-440f-9a6d-33ad2779d61c
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