Strategic Human Resource Management

The universalistic perspective of human resource management practices perceives that a set of practices can achieve competitive advantage and firm performance. This study sought to investigate the relationship between best human resource practices and firm performance. A descriptive survey
research design was used to gather primary data using self-administered questionnaire. The study population (n=312) was comprised of non-executives, executives, managers, and top management from seven major insurance firms at headquarters in the Klang Valley, Malaysia. The study found that performance appraisal, internal communication, SHRM alignment in the organization, and career planning were the human resource management best practices.

This paper will discuss the benefits and drawbacks from the point of view that globalization made in the developing countries in the three important fields such as economic and trade processes, education and health systems and culture effects. It is consists of four paragraphs. In paragraph one, the benefits and detriment of globalization in the economic and trade processes field will be discussed. Then, in paragraph two, the impact of  globalization on education and health systems in both sides will be shown. In the paragraph three, the positives and negatives of globalization on culture will be illustrated. Finally, paragraph four, will deal with conclusion and offer an opinion.

Actualmente las organizaciones que buscan permanecer en el futuro, deben hacer planeación estratégica en virtud de los cambio es que ocurren y lo vertiginoso de los mismos, es así que todas las organizaciones, llámense empresas privadas o públicas, instituciones paraestatales, organizaciones de la sociedad civil, centros educativos o fundaciones eclesiásticas, así como los tres órdenes de gobierno requieren de planear su porvenir en el corto, mediano y largo plazo, así como de aprovechar su trayectoria histórica y su legado cultural.

The article focuses on labour turnover as a potential threat to knowledge loss. Labour turnover results in an organizations inability to ensure knowledge continuity. In this study, induction was used to identify factors within organizations that determine employees' exit from organizations. The verifiability of these factors was tested by means of correlation and regression. Subsequently, the presented causes of employee turnover were specified as potential threat to knowledge loss. In the current knowledge economy, employees in an organization are considered the key competitive advantage and the most important asset. If an employee leaves an organization, they take the knowledge they have acquired with them. The loss of knowledge is a potential threat to an organizations existence, especially if an employee with valuable knowledge leaves to join a competitor. Therefore, this paper deals with knowledge continuity as a probable means of eliminating this threat. Dependencies between selected qualitative variables were tested to determine their impact on organizations. The study concludes by indicating that, today's knowledge-based organizations must be aware of the main causes and consequences of employee fluctuation so as to maintain their competitiveness in times of economic crisis.

Many talent management programmes are  unaffordable and destined to fail.  Talented people can be costly to recruit and  difficult to manage and retain.  Fortunes are spent on expensive people who  are not engaged, effectively used, or properly  supported.  A more affordable route to building high  performance organisations and quickly  achieving multiple objectives is required,
was explained and is available for adoption. [Overview of findings of a five-year investigation presented in Colin Coulson-Thomas, Talent Management 2 (Policy Publications, 2012) and available from www.policypublications.com.]

Znanstvenici i menadžeri proces strateškog menadžmenta pro ma tra ju, kao
osnovni predmet izučavanja strateškog menadžmenta, na disperzan i pomalo
kontradiktoran način. Različito pristupaju osmišljavanju procesa strateškoga
menadžmenta, stvarajući mnogobrojne kombinacije, sugestije i nudeći recepte
uspjeha strategija u praksi. Osim toga, postoje i različiti pogledi na razvitak
discipline strateškog menadžmenta. Škole strateškog menadžmenta, osobito
klasična škola, pokušaji su sinteze tih ideja i razmišljanja koje se vezuju uz sam
začetak razvijanja discipline strateškoga menadžmenta. U članku se predstavljaju
karakteristike i teorijske ideje predstavnika klasične škole strateškog
menadžmenta, koji su osmislili i oblikovali disciplinu strateškog menadžmenta.
Utjecaj pojedinih postulata klasične škole strateškog menadžmenta testira se
na srednjim i velikim poduzećima Primorsko-goranske županije.

The process of strategic management, as the core research agenda in strategic
management, is looked upon in a contradictory and disperse manner by both scientists and managers. Their approach to this process varies in the choice of crafting numerous combinations, suggestions and offering recipes for successful strategy implementation. Beside that, there are different approaches towards the development of strategic management discipline. Schools of strategic management, especially classical school of strategic management, attempt to synthesize those ideas and thoughts that are common to the initial stage of the strategic management discipline. Theoretical characteristics of classical school
of strategic management are presented by representatives who participated in shaping the strategic management as a new discipline. The infl uence of these characteristics is tested on middle and large firms in the Primorsko-goranska County.

Human resources is a component that is very vital for a company. Human
resources with superior quality and competence are needed in daily
operational activities. But the problem that often arises in a company is
the high intention of employees to leave the company for various reasons.
First, it is caused by the influence of a good working relationship
between employees and superiors or organizations. Second, there is trust
created by fellow colleagues. Third, organizational commitment to what
is done. Fourth, from the level of employee job satisfaction. Some of the
above are factors that cause employees to move companies.
This study aims to examine the relationship between workplace
relationships, co-worker trust, job satisfaction, affective organizational
commitment and intention to leave. Research data collection was carried
out using a questionnaire-based survey method. Respondents of this
study were 150 employees in the Special Region of Yogyakarta with the
criteria of having worked for at least one year and having direct
superiors who were directly responsible to them.
Hypothesis testing is done using SEM PLS. The results of correlation
between constructs are measured by looking at the path coefficients and
their level of significance which are then compared with the research
hypothesis.

Salah satu faktor terpenting agar pemerintah memiliki kinerja
yang baik adalah ditentukan oleh kualitas dari Pegawai Negeri Sipil (PNS)
yang bekerja di instansi pemerintah. Tetapi sayangnya, untuk
mendapatkan PNS yang berkualitas tinggi bukanlah merupakan
persoalan yang mudah. Maka dari itu, instansi pemerintah perlu
merumuskan strategi untuk merekrut kandidat terbaik di pasar tenaga
kerja. Selain persoalan rekrutmen, pemerintah selama ini masih memiliki
kelemahan pada database terkait profil dan preferensi pelamar kerja
khususnya pelamar profesi PNS. Kajian Profil Calon Pegawai Negeri Sipil
yang dilakukan oleh Pusat Kajian Reformasi Administrasi bertujuan
untuk: (1) melakukan identifikasi profil calon pelamar kerja untuk
profesi PNS; (2) Melakukan identifikasi minat calon pelamar kerja
terhadap profesi PNS; dan (3) Membuat rekomendasi strategi kebijakan
rekrutmen profesi PNS untuk menjaring minat pelamar kerja unggulan.
Metode yang digunakan dalam kajian ini adalah kombinasi antara metode
kuantitatif dengan pendekatan survei dan kualitatif. Survei dilakukan
pada 1.230 responden yang merupakan mahasiswa di tiga perguruan
tinggi terbaik di Indonesia, yaitu: UGM, UI, dan ITB.
Hasil survei menunjukkan bahwa minat calon pelamar kerja
terhadap profesi PNS masih tergolong besar yaitu 43,1% dari total
responden. Sedangkan instansi yang paling diminati adalah instansi
swasta dengan dipilih oleh 50,1% responden. Dalam memilih instansi
untuk bekerja, setiap responden memiliki alasan alasan dibalik
pemilihannya. Berkaitan dengan hal tersebut, image atau branding dari
sebuah instansi berpengaruh terhadap preferensi responden dalam
memilih tempat bekerja. Dari survei ini juga dapat diketahui bahwa masih
banyak responden yang merupakan calon pelamar kerja menganggap
bahwa instansi pemerintah bukan merupakan tempat yang baik untuk
bekerja terutama karena instansi pemerintah penuh dengan KKN. Image
negatif yang dimiliki instansi pemerintah tersebut memiliki korelasi
positif terhadap preferensi tempat kerja bagi calon pelamar kerja.
Dari hasil survei yang menunjukkan tantangan dan permasalahan
dalam merekrut kandidat terbaik, maka dapat dirumuskan strategi
kebijakan rekrutmen yang mencakup tiga hal penting. Pertama,
bagaimana menarik minat best candidate. hal ini dapat dilakukan dengan
strategi promosi kepada calon pelamar kerja yang dikemas dengan baik
yang dimaksudkan untuk memberikan pengetahuan terkait mekanisme
seleksi serta sarana untuk membangun citra positif instansi pemerintah. Kedua, bagaimana menciptakan sebuah sistem rekrutmen yang mampu
menyeleksi dan menjaring best candidate dari pasar tenaga kerja. Arah
sistem rekrutmen harus diarahkan perbaikan pada beberapa aspek; yaitu
(1) proses rekrutmen, (2) metode seleksi CPNS, (3) keterkaitan dengan
manajemen sumber daya manusua lainnya, dan (4) perbaikan strategi
merekrut CPNS. Ketiga, bagaimana merekrut dengan waktu yang tepat.
Pemilihan waktu pelaksanaan rekrutmen merupakan salah satu bentuk
strategi untuk bersaing dengan instansi swasta dalam merekrut best
candidate.

Unfortunately, for a number of rea­ sons like the constant struggle for recognition as a legitimate organisational function too little at­ tention was paid in the past to the effective man­ agement of human resources in South Africa. The awareness of inadequacies in HR manage­ ment only came about as we started to compare our success with that of organisations in other coun­ tries where human resources were considered criti­ cal to success. In this regard, for example, we can only look at the World Competitiveness Yearbook to really see how weak our position is regarding the manage­ ment of our people. It is not enough to stay on top of the latest devel­ opments within this rapidly changing discipline. Managers in organisations must also realise that people are human resources to be managed effec­ tively just like capital, machinery and other organi­ sational resources. In addition, organisations and managers must also be aware that the proper management of hu­ man resources can be ...

The purpose of this paper is to define the concept of change management accepted, practiced and implemented in the Romanian enterprises. The approach was made from the perspective of quantifying the level of comprehension and implementation of the change management concept by the Romanian human resources with managerial attributions. For measuring the degree of awareness and applicability of change management in the Ro-manian enterprises, a questionnaire was applied to the managers from five hundred and forty enterprises. The results confirmed that change management is characterized by some generalities: the concept of " organizational culture " is underdeveloped in the Romanian enterprises, change is perceived with fear and resistance as insecurity, uncertainty and the managers have an unproductive attitude towards " the value of information ". The research implications consist in underlining the attitudes and beliefs of the Romanian managerial labor force. This paper recommends models, which can improve the change management processes (generate positive change) in the Romanian enterprises, if used right and duteously. The value created by this study is putting into light the poor theoretical change management knowledge of the Romanian manager who finds himself at the end of a two decades transition of managerial paradigm, finally embracing the " western business ways " .

Social responsibility means that businesses, in addition to maximizing shareholder values, should act in a manner that benefits society. The talk deals with social responsibility and HR, focusing on organizational sustainability and sustainable development in both Brazilian and the US context. Cases focused on organizations (Nike and Natura) were presented to further illustrate core social responsibility issues in Brazil and US.

A survey of more than 4,700 executives conducted by The Boston Consulting Group and World Federation of Personnel Management Associations showed that executives consider talent management as the most important human resource challenge. Ways on how companies can address these issues are also presented.

HR is about helping an organization to create value through its people – literally providing human resources. The work of an HR professional will vary depending on the type and size of their organization, but could include recruiting people, training and developing employees, and helping to decide how staff should be paid and rewarded.

There are even roles which focus on employment law and protecting the rights of employees at work. HR professionals will also often deal with legal issues, help to shape the culture of their organizations, and focus on what keeps their colleagues productive and engaged.

HR plays a vital role in both business performance and people’s careers. HR is about making sure the right people are in the right jobs. Attracting people is an important first step, but that’s just the beginning. How do you then get your people to stay with you and perform to the best of their abilities, day in, day out? Are you giving them the skills, training and development to build long-term careers? How do you get them working together to drive business success? Or protect their rights and make sure they are fairly rewarded and treated at work? This is the important role that HR experts play at work.

The issue at UCP-SARnet was that there are some unethical people that have been brought onto the team and are spreading and causing rumors. This is an issue because as a team we need to work together and not work against each other. I am the Assistant Director which means I am right next to the facilitator in the organization. It is almost as if everyone is trying to be on the facilitator’s good side by telling him bad things about other people. There were some rumors that were said about me by a couple of people to other members on our team. At this point, I realized there was an issue at hand and it had to be dealt with in some way.

A Window of HR from 1980 and on focusing on what motivates and inspires the workforce, giving the profile of Organizations who will gain the trust and loyalty of their human capital, so that they will be able to create the turnover and surplus value for the Enterprise, the Community, the Environment.

Diseñada para el bienio 2000-2002, la estrategia persigue incluir, con pleno crédito y derecho, el trabajo investigativo de alumnos y tesantes, en programas y proyectos de investigación conducidos y coordinados por profesores de licenciatura, maestría y doctorado del área de ciencias sociales, en la Universidad de Quintana Roo, una pequeña universidad pública ubicada en el Caribe mexicano.

This paper develops a deeper understanding of applicant interview satisfaction by
examining the construct of ‘applicant satisfaction’, and then by using a presented
model, exploring whether some individual-level factors might affect the level of
applicant interview satisfaction and whether applicant satisfaction influences the
results of interviews. First, an original measurement instrument was developed using
qualitative and quantitative approaches. Next, data were collected from real applicants
to obtain the final measurement instrument. Finally, the hypothesized relationships
were tested using structural equation modelling. The two-dimensional applicant
satisfaction scale is statistically meaningful, valid and reliable, whereas hypothesized
relationships mostly lead to results parallel to theoretical expectations. Since applicant
interview satisfaction has not yet been formally conceptualized and operationalized by
academicians, this research will reveal an opportunity for recruiters to obtain deeper
understanding of applicant perceptions and also to improve their ability to attract
candidates to their organizations.

Jelen cikk célja egy, a menedzsment és marketing elmélete és gyakorlata terén viszonylag fiatal, az elméleti irodalomban Ambler és Barrow által az 1990-es években megalkotott, és először 1996-ban publikált employer brand, illetve employer branding témakörének bemutatása és feldolgozása, valamint lehetséges kutatási irányok meghatározása. A szerzők bemutatják azokat a társadalmi és gazdasági tényezőket, amelyek közvetve vagy közvetlenül hatottak a tradicionális marketing és HR-funkciók elkülönültségének megszűnésére, és szükségessé tették a marketingszemlélet begyűrűzését a HR területére is. Elemzik, hogy miként kapcsolható össze és válik elválaszthatatlanná a vállalat belső és külső környezete, valamint a cégről kialakult kép. Vizsgálódásuk középpontjába a munkáltatói márka jelenségének és a munkáltatói márkaépítés folyamatának, eszköztárának és kivitelezésének különböző megközelítéseit helyezik. Végül különböző nemzetközi és magyar kutatásokat mutatnak be és hasonlítanak össze, a k...

This study sought to identify and analyse the relationships between burnout syndrome, occupational stress and pleasure and suffering at work from young Brazilian workers’ perspective. The research was conducted with a probabilistic sample of younger employees living in São Paulo, Brazil, who returned 493 valid questionnaires. The data were submitted to exploratory factor analysis, followed by structural equation modelling. The results highlight stress symptoms’ influence on defensive strategies, which in turn directly enhance pleasure and reduce suffering at work. Pleasure and suffering are both positively and negatively related to burnout dimensions.

HR strategy is the pattern of HR-related decisions. That is, the gestalt of negotiated people related policies and practices in use indeed the formulation and enactment of an HR strategy designed to link HR policies and practices with the strategic goals and objective of the firm. The purpose of this research is Human resources Strategy formulation for PRK Company. Integrative Model (Bamberger & Meshoulam) used in this research. Population universe of the study includes directors of the company. Which measure each determining variables of strategic reference points for every strategic occupations of the company Data gathering instruments include questionnaire and interviewing? After processing of the data, strategic coordinates of the occupations were determined and appropriate strategic pattern of each occupation was identified. The results demonstrate that the appropriate strategy for the main occupations in competition strategy of the organization is the commitment Strategy. Appropriate strategy for the other occupation is the secondary strategy. Commitment attitude will result in better understanding of intents and objectives of the organization, and in fact it is a framework for management and training of the staffs for reliance on the company’s success in achieving its objectives.

Le trasformazioni in atto nei modelli sociali, economici e di business sollecitano la sperimentazione di nuove metodologie e strumenti anche allo human resource management. La frammentazione di interessi, aspettative e identità, insieme alla contestuale pluralizzazione dei significati del lavoro e del successo, richiedono infatti a imprese e organizzazioni apertura, pluralismo e capacità di includere la diversità. E’ una sfida importante per la funzione e i professionisti HR, impegnati nel ridisegnare sistemi, processi e strumenti di valorizzazione delle risorse umane come fossero architetti di imprese e organizzazioni che diventano development factory, luoghi e laboratori per innovare e creare valore con le persone. In questa prospettiva il volume propone, attraverso il metodo dei case study, una riflessione sull’evoluzione dei principali strumenti di valutazione, sviluppo e valorizzazione delle risorse umane. Il libro raccoglie, infatti, le esperienze di 7 aziende di grande rilevanza nel panorama internazionale -Brembo, Finmeccanica, IBM, IKEA, Novo Nordisk, RCS, Unicredit- e testimonia come modelli e strumenti di human resource management possano trovare concreta e innovativa applicazione nei diversi contesti culturali ed industriali. Il volume –anche grazie alle teaching notes rese disponibili dagli autori- si propone come un valido supporto per quanti, in contesti di apprendimento sia universitari che professionali, vogliono stimolare il confronto su pratiche HR di eccellenza, riflettendo sulle loro modalità di implementazione e sulle implicazioni strategiche per l’organizzazione.

In recent decades, several definitions of competency have been presented by prominent thinkers and scholars of this field, each of them deals with the competency from a certain angle and expressed different dimensions. Furthermore, the competency approach in human resource management (HRM) is not a new trend, and the subject of competence is a very old subject matter. On the contrary, human resource competence is one of the most important issues of any organization, which includes diverse, attractive and, at the same time, sophisticated topics. Today, due to the dramatic changes in the field of human resource management and the trend of managers to meritocracy in the organization, the planning of an organization based on competency has a special place. Different studies in this field show that the necessity to pay attention to the mission perspective, strategy, organizational goals and structure will be an integral part in the successful assignment of human resources and, without regard to this, the organization's approach cannot be determined. The use of human resource competency models in multiple construction projects requires a major paradigm, which in HRM literature refers to the competency-based human resource management (CBHRM), and changes the thinking of human resource managers across individuals and organizations, generally. This competency-based management approach is a coherent approach for managing human capital in the long-term, based on a common set of competency models related to the macro strategies of each project in this field. In this paper, the researcher initially reviewed the diversity of conceptual framework and components of competency models in the construction projects. Then, the competency models of the project manager, civil engineer, and construction foreman and worker are identified in project-oriented organizations. At the end of the research, a set of competencies of professional, ethical, cultural and social behaviour is presented in a variety of competency models.

The human resource (HR) domain contains various types of privacy-sensitive textual data, such as e-mail correspondence and performance appraisal. Doing research on these documents brings several challenges, one of them anonymisation. In this paper, we evaluate the current Dutch text de-identification methods for the HR domain in four steps. First, by updating one of these methods with the latest named entity recognition (NER) models. The result is that the NER model based on the CoNLL 2002 corpus in combination with the BERTje transformer give the best combination for suppressing persons (recall 0.94) and locations (recall 0.82). For suppressing gender, DEDUCE is performing best (recall 0.53). Second NER evaluation is based on both strict de-identification of entities (a person must be suppressed as a person) and third evaluation on a loose sense of de-identification (no matter what how a person is suppressed, as long it is suppressed). In the fourth and last step a new kind of NER dataset is tested for
recognising job titles in tezts.

The purpose of the present paper is to examine the significance of dispositional mindfulness in prediction of basic psychological need satisfaction and explain how positive psychological strengths and capabilities motivate employees to perform in a stressful work environment. According to self-determination theory (SDT), we have basic, universal psychological need for competence, autonomy, and relatedness. SDT proposes that these basic needs represent the necessary nutriment for healthy, fully functioning personality. The study has been conducted on a sample of 322 IT professionals. Data analysis was performed using correlation and regression analysis. The results indicated that dispositional mindfulness is significantly related to basic psychological need satisfaction. The finding suggests mindfulness is a significant predictor, in fostering basic psychological need satisfaction in employees.

Selekcija zaposlenika je važan aspekt pri odabiru novih zaposlenika za svaku kompaniju. Zbog današnje velike konkurencije na tržištu rada, manageri imaju važan zadatak odabrati idealnog zaposlenika koji odgovara profilu radnog mjesta za koje se natječe te profilu kompanije za koju će raditi. U radu se istraživalo koje osobine i vještine manageri preferiraju, koje alate koriste prilikom selekcijskog postupka te jesu li u konačnici zadovoljni svojim odabirom. Rad je testirao 5 hipoteza  te je istraživanje je pokazalo da manageri u hrvatskim kompanijama najviše uzimaju obzir motiviranost kandidata te poštenje/integritet, a od selekcijskih alata koriste intervju i životopis. U konačnici su gotovo uvijek zadovoljni konačnim odabirom kandidata.

The purpose of this research was to analyze organizational performance improvement strategies in the Center for Testing the Implementation of New Fisheries Products (BBP2HP). The research was conducted using AHP (Analytical Hierarchy Process) method with Expert Choice software to analyze the structure and the main strategy alternatives. The analysis was based on primary data obtained through interviews with 11 experts. Research results showed that human resource development policy was the most crucial strategy in improving BBP2HP organizational performance with training and development as an integral part of the strategy. The results also showed that the factor of leadership was of most importance in ensuring that the strategy of improving organizational performance. In that regard, leadership qualities of BBP2HP head was identified as the most critical and influential actor in improving BBP2HP organizational performance Meanwhile, providing excellent services was identified as the ...

The purpose of this research was to analyze organizational performance improvement strategies in the Center for Testing the Implementation of New Fisheries Products (BBP2HP). The research was conducted using AHP (Analytical Hierarchy Process) method with Expert Choice software to analyze the structure and the main strategy alternatives. The analysis was based on primary data obtained through interviews with 11 experts. Research results showed that human resource development policy was the most crucial strategy in improving BBP2HP organizational performance with training and development as an integral part of the strategy. The results also showed that the factor of leadership was of most importance in ensuring that the strategy of improving organizational performance. In that regard, leadership qualities of BBP2HP head was identified as the most critical and influential actor in improving BBP2HP organizational performance Meanwhile, providing excellent services was identified as the top priority that BBP2HP must pursue in improving its organizational performance as public service unit. The implications of this study are public organizations should implement training and development in accordance with the needs of the organization; and the pivotal role that leadership plays in the strategic management of the organization in empowering and directing organizational resources towards achieving organizational goals in as effective and efficient a manner.

For almost twenty years researchers have predicted the end of personnel as HRM practices increasingly became a line management function. However, while useful for describing shifts in human resource responsibilities, this practice-based view obscures the fundamental strategic reason for this shift – executive demands for effective means to manage performance. This paper contributes a new approach for HRM that may better predict which current practices will be most successful and suggests the characteristics of new practices that may be developed using an example of goal-setting and performance appraisal. The theory includes a model of human performance based on recent advances in cognitive neuroscience that suggests HRM may fulfill a strategic role by reestablishing its core competence as specialists in industrial psychology who create systems for guiding skilled performance. We conclude by proposing a measure that assesses the link between performance and customer perceived value across the value chain, thereby demonstrating the return on investment in human resources.

Purpose: Human resource flexibility is an important domain of study in organizational research. 21 st century organizations require a flexible system in its portfolio, which should encourage employees to be evolved with multiple job skills and abilities to sustain in the face of competitive result driven environment. In this context the purpose of the present paper is to develop a comprehensive theoretical framework to examine the interrelationship between human resource flexibility and organizational effectiveness. Further, it tries to establish the possible role of organizational citizenship behavior and employee intent to stay on the relationship between human resource flexibility and organizational effectiveness. Design / Methodology/ Approach: The paper follows the method of in-depth and extant literature survey to critically examine and rationalize the influence of human resource flexibility on organizational effectiveness for Indian organizations. Conclusions/Findings: The re...

The main purpose of this research project was to investigate the impact of Strategic Human Resource Management practices on knowledge sharing behavior among university faculty members. This research also studied the mediating role of trust and organizational commitment in the relationship between SHRM practices and knowledge sharing behavior. Following the positivist paradigm, this research adopted the quantitative research strategy and collected the data from 700 faculty members of leading universities (top ranked by Higher Education Commission) of Pakistan through a self-administered questionnaire. Bi-variate and multi-variate quantitative analyses were used to test the hypothesis and achieve the research objectives. Structural Equation Modeling through Smart Partial Least Square was used to test the entire key hypothesis. The findings revealed that SHRM practices are vital in creating knowledge sharing behavior among faculty members, organizational commitment partially mediates the relationship among the aforementioned variables, while trust completely mediates the relationship between HR practices and knowledge sharing behavior. Thus, this study provides sufficient guidelines for HR policymakers and administration of public universities on how to make faculty members more committed to their institution and to develop the culture of knowledge sharing by adopting SHRM practices, while helping employees to have socio-emotional relationships so that trust can be developed among them.