strategic human resources management

Purpose: The present study aims at offering an appropriate pattern for strategic human resources management (SHRM) based on intellectual, cultural and psychological capitals in Islamic Azad Universities from Mazandaran Province. The current study is a descriptive-analytical research in terms of the objectives it is in pursue of and it is generally enumerated among the applied research. Method: The study population included all the faculty members from Islamic Azad Universities in Mazandaran Province who were studied in the curriculum year of 2015-2016. 320 individuals from faculty members’ population in various Islamic Azad University branches in Mazandaran Province were selected as the study sample volume based on Morgan’s table and through taking advantage of a simple randomized sampling method. The data were collected by the use of intellectual capital questionnaire designed by Bontis in 1998, the cultural capital questionnaire made by Gerami in 2012) and the psychological capital questionnaire constructed by Luthans et al (2005) and finally through administering the strategic human resources management questionnaire made by Boyle et al (2015). Finding: To analyze the data, structural equations model was used. The study findings are suggestive of the idea that human capital, structural capital, cultural capital, relational capital and psychological capital exert positive and significant effects on the strategic human resources management. Conclusion: Furthermore, structural capital, cultural capital, relational capital and psychological capital were not found having a significant effect on the structural capital and it is through investing on intellectual, cultural and psychological grounds that a competitive advantage can be obtained through improving the strategic human resources management.

Purpose: This article aims to investigate the impact of strategic human resources management (SHRM) on organizational excellence across various sectors. Methodology: This study, aimed at practical application, employs a descriptive-survey research design for information gathering, situating it within the quantitative descriptive-analytical category. The statistical population consists of managers, deputy managers, and employees of the Zahedan Education Organization, totaling 1929 individuals. The sample size was determined to be 320 participants based on the Krejcie and Morgan table, considering the total population number. A stratified random sampling method, organized by educational region, was utilized for selecting the sample. For research question exploration and data analysis, both descriptive and inferential statistical methods were applied using the SPSS 23 and Amos software programs. Findings: The SEM analysis demonstrated all paths to be significantly accepted, with p-values ranging from <0.001 to 0.003, indicating strong statistical support for the hypothesized relationships. This evidences a robust model that accurately captures the dynamics and influences within the organization, providing a solid foundation for strategic planning and implementation. Conclusion: Strategic HRM is pivotal in achieving organizational excellence, necessitating a holistic and strategic approach to managing human resources. Organizations that effectively integrate SHRM practices within their strategic planning processes can enhance performance, adaptability, and resilience, achieving a sustainable competitive advantage. Future research should explore the dynamic interactions between SHRM practices and emerging global challenges to further understand HRM's evolving role.