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«Наука через призму времени»

Апрель, 2022 / Международный научный журнал
«Наука через призму времени» №4 (61) 2022
Автор: Баймулданова Талшын Талгаткызы, Магистрант
Рубрика: Экономические науки
Название статьи: Роль управления персоналом в достижении конкурентного преимущества
Дата публикации: 11.04.2022
УДК 331.1
РОЛЬ УПРАВЛЕНИЯ ПЕРСОНАЛОМ В ДОСТИЖЕНИИ КОНКУРЕНТНОГО
ПРЕИМУЩЕСТВА
Баймулданова Талшын Талгаткызы
Мейрамбек Асыл Ернаркызы
магистранты
Университет
имени Сулеймана Демиреля Казахстан, г. Каскелен
Аннотация.
В данной статье оценивается роль управления человеческими
ресурсами в конкурентном преимуществе фирмы. В статье анализируются
исследования, проведенные среди Казахстанских фирм по теме человеческих
ресурсов и их влияния на получение конкурентного преимущества, при этом
предполагается гипотеза об игнорировании отделов кадров, занимающихся в
основном административной работой организации, а не выработкой стратегического
подхода к ее основным задачам.Отношение
конкурентного преимущества организации к человеческим ресурсам будет
обсуждаться и оцениваться в этой статье.
Ключевые
слова: управление человеческими ресурсами,
конкурентное преимущество, человеческий капитал, кадровые практики.
HUMAN
RESOURCE MANAGEMENT'S INVOLVEMENT IN ATTAINING A COMPETITIVE ADVANTAGE
BaimuldanovaTalshyn
T.
MeyrambekAssyl
Y.
master’s
degree
SuleymanDemirelUniversity
Kazakhstan, Kaskelen
Abstract.
The given article evaluates the role of Human
Resource Management in the firms’ competitive advantage. The paper analyzes the
researchconducted among the Kazakhstan’s firms on the
topic of human resource and its impact on gaining the competitive advantage,
assuming hypothesis of human resources departments being neglected and dealing
mainly with administrative work of the organization rather than developing
strategic approach to its main objective. The relation of competitive advantage
of the organization to the human resources is to be discussed and assessed in
this article.
Keywords:
human resource management, competitive
advantage, human capital, human resources practices.
Introduction
Traditionally,
functions providing personnel management are often perceived as of provided by
the human resources (later referred as HR), including the services of the main
business processes of the firm. Given the role of human capital in the
competitiveness of the firm, it can be argued that this representation does not
meet the requirements of the time. HR are considered
as main factor underlying differences and uniqueness of each firm from one
another, defining the employee’s degree of commitment to the companies’
establishment [5].
According
to Wright and McMahanthe role of HR in gaining the
competence has been appreciated and given the matter in the last few years [6].
The reason behind is the fact that people are unique at different firms and so,
implementation of HR strategies may not work the same for the staff of
competitor companies. Hence this may leadthe
competitive advantage to remain sustained.
Notwithstanding
contemporarily developed ideas stating that HR should be given appropriate
precedence, human resource departments are given low priority comparing to
other departments as finance, business strategy etc., due one of the reasons
being bureaucratic management system and HR not used to be designed as a key
player in developing competitive advantage[4].
To
better comprehend the importance of HR and its establishment in gaining the
competitive advantage, the research of the article includes surveying 42
directors and managers and 5 food, non-food Kazakhstan’s organizations and discussionof the results, considering questions as
following:
- What are the differentiating factors of one company from others?
- To what extend HR is considered to be as key of competitiveness?
- What can be improved in giving HR the sufficient provision as the source of competitive advantage?
- Do the Kazakhstani organizations have HR departments and stated strategy? What do their tasks include?
Discussion
Theoretically,
the general objective of HR management is provision of organizations success
through people, which is intangible resource of any other company. Moreover, a
conceptual foundation for tying sustainable HR management to employer branding
is to be consideredas a way of attracting and
retaining a high-quality workforce due to the shortage of highly qualified and
motivated personnel[3].
Given
that organizations may invest in talent but that such people might leave to
work for competitors, it is important to know what workers value most about
their jobs: salary, advancement possibilities, freedom, supervision, and so on.
According
to empirical background research held by Berisha-Qehaja&Kutllovci,
employee engagement is connected to the quality of services, and HR policies
are major factors of employee satisfaction [2]. Thus, the HR departments’ both
strategic and administrative works operation is essential without one being
given more importance than other. However, while majority of firms neglect
strategic functionality of HR departments, developed organizations practice
more time being spent on promotion of strategic human resource planning and
strategic activities of the department.
Barneybelieves when
resources are valued, in scarce, non-substitutable, and unique, they are seen
as strategic and significant, allowing the business to obtain a prolonged
competitive edge [1]. In order to obtain a competitive advantage through human
resources, four characteristics must be met: worth, uniqueness, and the
difficulties of replicating or replacing these competitive advantages.
Methodology
and Results
The
study used primary data obtained through a questionnaire survey to investigate
the role of human resources in delivering competitive advantages in distribution
enterprises in Kazakhstan. The following approaches were utilized to resolve
this issue: analysis, synthesis, and the comparative method. 7 distribution
firms of the Kazakhstan and 42 directors, managers participated in survey
consisting of 21 questions.
Questions
in the survey were constructed in a way that offers to test 5 hypotheses as
following:
- Distribution companies in Kazakhstan do not see human resources as a source of sustainable competitive advantage.
- Distribution companies in Kazakhstan lack an HR strategy plan.
- Most distribution companies in Kazakhstan lack an HR department.
- HR departments at distribution businesses in Kazakhstan generally handle administrative tasks.
- HR procedures are comparable in distribution organizations with and without an HR department.
According
to the questionary and testing first hypothesis,
hypothesis is confirmed since as per distribution organizations of Kazakhstan
HR not seen as source of sustainable competitive advantage. The HR to be a
source of competitive advantage, it should have value, be in scarce,
non-substitutable, and unique, which is not confirmed according to the survey.
Majority of participants noted HR as valuable, needed and the source which is
not in scarce. Similarly, most of respondents think that HR is very easy to
replicate, and that HR is substitutable source.
Consequently, distribution firms in Kazakhstan see HR as source of
competitive parity, the purpose of which is to achieve the same level of performance
as a competitor or the market average.
Second
hypothesis is confirmed as well, based on the respondents
answer where more than 80% do not have defined HR strategy, while remaining
minority stated that they do.
Presence
of HR departments at distribution firms in Kazakhstan distributed equally,
while part of surveyed firms have HR departments,
other part lack HR department.
Based
on the survey, majority of organizations carry out administrative work rather
than strategic planning, furthermore 11.57% responded as dealing with long-term
planning and 9.17% with short-term planning. However, no firms carry only
administrative work out, meaning that both administrative and strategic work are carried out together.
Notwithstanding
the presence of HR departments, distribution firms in Kazakhstan have similar
procedures of HR activities regardless of work and presence of HR departments.
According to the results knowing the main objective of passing through people
in Strategic Management of HR is to focus on more strategic concerns of HR
development and their treatment as the firm's major resource, and that HR
departments in Kazakhstan are primarily acting as a unit that was formerly
known as personnel.
Conclusion
Human
resources are one of the most essential assets of the company. Without a
question, human resources can help businesses gain a competitive advantage.
Human resource efficiency is closely connected to corporate performance. So,
enterprises should focus on transforming their abilities into a source of
competitive advantage in order to gain a competitive edge.
HR
procedures at the distribution companies examined in Kazakhstan generally includes interviewing candidates for new positions, wage
increases depending on employee performance, and promotions of talented
personnel. Monitoring performance at least once a year is not customary at
these companies. None of the distribution organizations examined in Kazakhstan
provide regular training to their employees. This is not to say that training
is not provided at those companies, but it is not done on a regular basis.
The
distribution companies studied in Kazakhstan appear to have nearly identical HR
procedures, but in a relatively narrow area of emphasis. According to the
findings of this empirical investigation, human resource departments in these
organizations primarily perform the same functions as people previously. As a
result, the HR departments must step in to handle both administrative and
strategic tasks.
References:
- Barney,J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.
- Berisha-Qehaja, A., Kutllovci, E. (2015). The role of Human Resources in gaining competitive advantage. Journal of Human Resource Management, Volume 18, Issue 2, pp. 47-6.
- Kutllovci, E. (2004). Human Resource Management. University of Prishtina.
- Lawler III, E. E. (2008). Talent: Making people your competitive advantage. John Wiley & Sons.
- Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance With a New Introduction, First Free Press, New York.
- Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: putting “human” back into strategic human resource management. Human resource Management Journal, 21(2), 93-104.
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