Volume 8, Issue 6 (June 2021), Pages: 16-25

----------------------------------------------

 Original Research Paper

 Title: The impact of human resources management on achieving organizational uniqueness: An applied study of Shendi University-Sudan

 Author(s): Malak Salih Saeed Hussein *

 Affiliation(s):

 Faculty of Business, University of Jeddah, Saudi Arabia

  Full Text - PDF          XML

 * Corresponding Author. 

  Corresponding author's ORCID profile: https://orcid.org/0000-0002-4935-8164

 Digital Object Identifier: 

 https://doi.org/10.21833/ijaas.2021.06.003

 Abstract:

The main objective of this study is to answer the following questions: Is there an impact of human resources management in achieving institutional excellence? If yes, then to what extent is the ability of human resources management to raise the efficiency of the organization, customer satisfaction, and increase effectiveness within the organization? To answer these questions that revolve around the problem, the following scientific hypotheses have been put forward: There is a statistically significant relationship between human resource management and achieving organizational uniqueness. This main hypothesis has branched into several hypotheses, including that there is a statistically significant relationship between human resources management and achieving efficiency, effectiveness, and customer satisfaction within the organization. To reach the most important results, a descriptive and analytical approach was used to identify the impact of human resources management in achieving institutional uniqueness and analyzing hypotheses and testing them through the Statistical Program for Social Sciences (SPSS) through a questionnaire that was distributed to the random sample. From the study community at Shendi University, where the results were obtained, the most important of which are: The institution is working to simplify the management of its processes, procedures, and working methods, and improve the level of services provided to the client. The management must commit to implementing and completing tasks within plan and time. The institution shall maintain the security and confidentiality of the information exchanged. The study reached a set of recommendations, the most important of which are: Ensuring the creation of a sustainable future within the organization by effectively addressing the problems that exist within the organization and attention to developing institutional capabilities through managing change effectively inside and outside the organization's borders. Comparison has been made with some previous studies in human resource management, and the difference between them and this study was that this study dealt with the aspect of institutional excellence. 

 © 2021 The Authors. Published by IASE.

 This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

 Keywords: Human resources, Management, Institutional uniqueness

 Article History: Received 17 October 2020, Received in revised form 6 January 2021, Accepted 17 February 2021

 Acknowledgment 

No Acknowledgment.

 Compliance with ethical standards

 Conflict of interest: The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

 Citation:

  Hussein MSS (2021). The impact of human resources management on achieving organizational uniqueness: An applied study of Shendi University-Sudan. International Journal of Advanced and Applied Sciences, 8(6): 16-25

 Permanent Link to this page

 Figures

 No Figure

 Tables

 Table 1 Table 2 Table 3 Table 4 Table 5 Table 6 Table 7 Table 8 

----------------------------------------------

 References (10)

1. Ahmed MJ (2012). Human resources management. Dar Wael Publishing, Amman, Jordan.  
2. Daft RL (2008). New era of management. Thomson/South-Western, Mason, USA.   [Google Scholar]
3. Dahlgaard JJ and Dahlgaard SMP (1999). Integrating business excellence and innovation management: Developing a culture for innovation, creativity and learning. Total Quality Management, 10(4-5): 465-472. https://doi.org/10.1080/0954412997415   [Google Scholar]
4. Haines VY, Jalette P, and Larose K (2010). The influence of human resource management practices on employee voluntary turnover rates in the Canadian non governmental sector. ILR Review, 63(2): 228-246. https://doi.org/10.1177/001979391006300203   [Google Scholar]
5. Herschel RT and Nemati HR (2000). Chief knowledge officer: Critical success factors for knowledge management. Information Strategy: The Executive's Journal, 16(4): 37-45. https://doi.org/10.1080/07438613.2000.10744623   [Google Scholar]
6. Kim J (2010). Strategic human resource practices: Introducing alternatives for organizational performance improvement in the public sector. Public Administration Review, 70: 38-49. https://doi.org/10.1111/j.1540-6210.2009.02109.x   [Google Scholar]
7. Murray P and Chapman R (2003). From continuous improvement to organisational learning: Developmental theory. The Learning Organization, 10(5): 272-282. https://doi.org/10.1108/09696470310486629   [Google Scholar]
8. Simola SK, Taggar S, and Smith GW (2007). The employment selection interview: Disparity among research‐based recommendations, current practices and what matters to human rights tribunals. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 24(1): 30-44. https://doi.org/10.1002/cjas.4   [Google Scholar]
9. Yahyaoui N (2015). A series of lectures in human resource management. Ministry of Higher Education and Scientific Research, Batna, Algeria.   [Google Scholar]
10. Yang CC and Lin CYY (2009). Does intellectual capital mediate the relationship between HRM and organizational performance? Perspective of a healthcare industry in Taiwan. The International Journal of Human Resource Management, 20(9): 1965-1984. https://doi.org/10.1080/09585190903142415   [Google Scholar]