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1
Luis Marnisah, Syech Idrus, Aisyah, and Tabroni. "Recruitment Analysis Of The Cooperative Labor Force In Improving Human Resources." International Journal of Science, Technology & Management 2, no. 5 (September 26, 2021): 1552–59. http://dx.doi.org/10.46729/ijstm.v2i5.301.
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Employment recruits of an organization have not improved the standards of selection so that the resulting workforce does not meet the qualifications for the jobs offered. This phenomenon also applies to cooperatives as business organizations. Co-operatives are one of the forums that are quite developed in increasing their business. Currently, the existing human resources are managed simply, the function of personnel management is charged as Manager as the manager of the cooperative. The recruitment process is the earliest stage in personnel management, so if it is ignored it can disrupt the company's performance.The purposes of this study are 1) To find out the labor recruitment process that has been implemented so far. 2) To find out the existing workforce recruitment process. The method used in this research is descriptive qualitative, namely as a research process that produces qualitative data in the form of written or spoken words from the observed person or actor.The results showed that the recruitment process in cooperatives was carried out in a simple but complete and selective manner. The process includes forecasting work needs, selection, an orientation that is still simple but complete enough and based on criteria, standards, or specifications for the real needs of the existing job or position. Recruitment sources are utilized optimally so that professionalism is established. The cooperative uses criteria in the Indonesian economy, namely in the form of workforce skills which include moral and physical health, reason (good knowledge), education and training, work perfection.
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Rodríguez-Sánchez, José-Luis, Antonio Montero-Navarro, and Rocío Gallego-Losada. "The Opportunity Presented by Technological Innovation to Attract Valuable Human Resources." Sustainability 11, no. 20 (October 18, 2019): 5785. http://dx.doi.org/10.3390/su11205785.
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Technological innovation fostered by the use of the Internet and social networks in the business context requires the modification of the human resources (HR) management process to use the opportunities to obtain a sustainable competitive advantage. This paper analyzes the opportunities provided by technological innovation, which allows for the development of a new e-recruitment and selection process to access and attract valuable HR regardless of their geographical location. Adapting the traditional selection process, companies can incorporate new 2.0 selection techniques that generate an extraordinary improvement opportunity in human resource management. Given the need for members of the human resources department to master new technologies in order to maximize the benefits of e-recruitment and selection, the aim of this work is to carry out a case study in a leading company in the mechanical engineering sector. To this end, we will start by reviewing the literature. Then, the work offers a model of HR management considering the influence of technological innovation on the attraction of valuable human resources, integrating the previous theoretical contributions of experts in the field. Based on the observation of the case study, the results show the main factors, human resource practices, and management results and behaviors undertaken by a multinational company. The case study allows researchers to learn from professionals and business leaders and presents a roadmap that can be used to manage e-recruitment and selection.
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YEVTUSHENKO, Viktoriia, Tatiana SHUBA, V. LYASHEVSKA, and Vadim BOLDYREV. "MANAGEMENT WORK IN THE FIELD OF LOGISTICS IN EU WORLD MARKETS." Herald of Khmelnytskyi National University 302, no. 1 (January 2022): 134–36. http://dx.doi.org/10.31891/2307-5740-2022-302-1-22.
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The article considers the problem of improving the efficiency of management work at enterprises operating in the field of logistics in international markets. The efficiency of corporate personnel and successful corporate activities largely depends on the level of competence of employees, which is the most important component of personnel management and compliance with personnel strategy. Today, human resources are considered the most important internal resource to improve production efficiency, so effective personnel management is the key to business success and efficiency. Human resource management involves the formation of “correct” model of employee behavior, so that their qualifications and professionalism meet the requirements of the company, actively initiate and implement their desires in the process. To ensure and improve the skills of managers, rational organization and management should be considered as a prerequisite for effective human resource management, which requires the establishment of new effective methods and forms of selection, placement, evaluation and development of skills. Management of various spheres of public life has its own characteristics, and the study of the management process requires differentiated methods, which is the subject of special research. Management activity is a kind of consciously carried out human activity, the purpose of which is to ensure the effectiveness of work performed (individual or collective), to achieve certain goals, to solve related tasks, to perform functions. The concept of “management” is broader than the concept of “management work”, because management activities include management, work, man and nature, in other activities, management activities are leading and guiding. The impact is not in management, but in the process of its implementation. In modern scientific thought, we can identify various methods of defining the concept of managerial work and establish the essence of its category. However, despite the significant contribution of scientists in the study of managerial work, unresolved, in our opinion, remain issues related to the management of managerial work in the field of foreign economic activity of enterprises, including its development in such enterprises.
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Sari, Linda, Ridan Muhtadi, and Mansur Mansur. "ANALISIS MANAJEMEN SUMBER DAYA INSANI PADA BANK PEMBIAYAAN RAKYAT SYARIAH." Ar-Ribhu : Jurnal Manajemen dan Keuangan Syariah 1, no. 2 (December 31, 2020): 158–72. http://dx.doi.org/10.55210/arribhu.v1i2.487.
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Introduction: This study will analyze the human resource management at PT. BPRS Sarana Prima Mandiri Pamekasan in terms of recruitment and selection, training and employee development as well as employee performance appraisals.
Methods: The research methodology used by researchers is descriptive qualitative which will explain the events and circumstances in detail and perfectly with data collection techniques using observation, interviews and documentation.
Results: This research is deemed necessary considering that the development of Islamic banking in Indonesia is relatively fast but is still not balanced with adequate human resources, both in quality and quantity. and one of the company's mission is supported by human resources.
Conclusion and suggestion: This study indicates that human resource management at PT. BPRS Sarana Prima Mandiri (SPM) Pamekasan in terms of recruitment and selection is in accordance with sharia theory. Likewise, the work appraisal process is in accordance with the Islamic concept. However, in the training and development process, according to researchers, there is still a lack of material balance, namely between the material of Tauhid (Akhlak), Shari'ah, and Muamalah which is conveyed to employees when the training is carried out.
Keywords: Islamic banking, recruitment and selection, training and development, employee performance appraisal.
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Sergeeva, Evgeniya Alexandrovna. "FEATURES OF SELECTION OF SECONDARY MEDICAL PERSONNEL OF THE ORGANIZATION OF THE HEALTH AND RESORT SPHERE." Globus: economy sciences 7, no. 4(44) (November 19, 2021): 36–43. http://dx.doi.org/10.52013/2713-3052-44-4-6.
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The construction of the personnel selection process allows you to systematize work with candidates and make it more effective by using selection methods that meet the goals of the organization in the field of human resource management. If the selection is carried out intuitively and not structured, the company spends a large amount of financial, time and labor resources, while losing the opportunity to analyze the effectiveness: without fixed responsibility for the selection stages of organizational units, prescribed selection stages and requirements for the candidate at each stage, the organization cannot, if necessary, identify problems in time and promptly adjust the process. This article describes the procedures for the selection of secondary medical personnel in a sanatorium-resort organization. The analysis of the personnel selection process of a sanatorium-resort organization is carried out, the selection problems are highlighted, which the authors’ recommendations are aimed at, in particular, a competency model is developed, and a portrait of the candidate is formulated that corresponds to the competency model, job description and opinions of the participants in the selection process.
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Pramod, Dhanya, and S. Vijayakumar Bharathi. "Social Media Impact on the Recruitment and Selection Process in the Information Technology Industry." International Journal of Human Capital and Information Technology Professionals 7, no. 2 (April 2016): 36–52. http://dx.doi.org/10.4018/ijhcitp.2016040103.
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The origin of this work stems from the fact that there is a demand to see how information technology organizations are maximizing the potential role of social media in recruitment and selection. This study revealed certain convincing insights into the usage of social media in the recruitment process. A sample of 125 human resource professionals participated in the study, and using principal component analysis, this analysed the impact factors in three broad areas, namely pre recruitment screening, recruitment activities and social media benefits perceived in recruitment and selection. The study resulted in the emergence of eight distinct latent factors, namely the social media involvement, experience and expertise, achievements and endorsements, candidate quality, profile match, efficacy and reachability, target setting and branding. How the organizations make use of social media is not yet explored and this study aims at collecting the industry practices and the factors influencing the adoption of social media.
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Tsai, Chien-Wen. "The Role of Self-Confidence in the Criteria of Aesthetic Labour Recruitment." International Journal of Tourism and Hospitality Management in the Digital Age 3, no. 1 (January 2019): 1–22. http://dx.doi.org/10.4018/ijthmda.2019010101.
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The international tourist hotel industry that focuses on quality of the “tangible” service is a typical high-contact service. Many studies raised the importance of recruitment criteria for aesthetic labour. To survive in the recent competitive work environment, many hoteliers enhance their competitiveness in the process of service employee selection and emphasize the importance of physical attractiveness. However, it is “self-confidence” to be the basic reason for employees to perform their attractive manner and professional jobs. This study uses self-confidence as a moderator which is rare relevant empirical evidence to confirm the relationships between physical attractiveness, professional competence and service attitude. The results show that confidence of the service personnel, physical attractiveness and professional competence have positive significant correlation relationships with service attitude. Service personnel's “self-confidence” is the most important variable towards service attitude. The study borrows selection and training functions of human resource management to integrate the knowledge of psychology, marketing management to expand the theory.
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Adeola, Oladele Stephen, and Adesina Rafiu Ganiyu. "A Fuzzy System for Evaluating Human Resources in Project Management." International Journal of Technology Diffusion 11, no. 1 (January 2020): 66–95. http://dx.doi.org/10.4018/ijtd.2020010105.
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The key lubricants for the necessary functioning of any organization are money, machines, time, and humans. Human resources is the most important ingredient among them. Most projects fail because of ineptitude of those who administer the project, notably in government projects. Alternatively, advertisement for expert positions suffers as a result of poor coverage, late responses, non-transparency, and subjective selection during recruitment process. This work proposes a fuzzy system for the evaluation of human resources for the management of projects in core areas where professional services are expedient for supervision. It exposes the level of experience on the job, core competencies, exposure, and knowledge scope. A prototype fuzzy system for evaluation of human resource for project management, consisting of a user friendly menu-driven interface, was developed for evaluating the suitability of professionals for different roles within a project team. At the end of the work, it is expected that governments, companies, and various donor agencies would find the system useful when embarking on projects for an optimal result.
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Kuznecov, S. "MODERN TRENDS OF HUMAN RESOURCES MANAGEMENT IN THE CONDITIONS OF INNOVATIVE DEVELOPMENT." Actual directions of scientific researches of the XXI century: theory and practice 8, no. 4 (January 31, 2021): 69–77. http://dx.doi.org/10.34220/2308-8877-2021-8-4-69-77.
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The new economy, the knowledge economy, is fundamentally changing the attitude towards the workforce. The concept of "personnel" first replaced the concept of "human resources", but today it is already "human capital". Thus, the “war for brains” becomes the mainstream of HR management. The profession of an HR manager in business entities comes to the fore, and it is on their actions that the effectiveness of not only the correct selection of personnel depends, but also the further path of each employee, up to painless dismissal, without causing negative consequences for the HR brand
Today VUCA-reality forces us to radically revise the existing classical approaches to human resource management. Stability replaces instability, predictability - uncertainty, simplicity - complexity, certainty - ambiguity. The flagship is the "Person-centered" approach in HR - management, when effective management does not respond to the position and the focus of attention is completely directed to a specific employee, to his emotions, feelings, problems, behavior, the possibility of combining "brains".
Thus, the process of human resource management of business entities needs effective management based on new trends in the full management cycle, taking into account the transformation of life associated with the introduction of a remote work format. Accelerated development and implementation of IT technologies is also reflected in the process of effective HR - management of business entities focused on innovative development.
This article examines modern trends in HR management at different stages, including adaptive management decisions that meet the conditions of remote work, allowing modern business to be competitive and occupy a leading position in the market.
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Rahman, Mostafizur, Rafia Akhter, Solaiman Chowdhury, Saiful Islam, and Reiazul Haque. "HRM Practices and it Impact on Employee Satisfaction: A Case of Pharmaceutical Companies in Bangladesh." International Journal of Research in Business and Social Science (2147-4478) 2, no. 3 (July 3, 2013): 62–67. http://dx.doi.org/10.20525/ijrbs.v2i3.74.
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The manufacturing and service sectors in Bangladesh have been growing rapidly since the beginning of twenty first century. From the beginning of the industrial development in Bangladesh, some sectors including pharmaceutical are demonstrating extraordinary performance in manufacturing process. The study has been conducted on four large scale pharmaceutical companies based on their employees’ response. Various statistical tools were used including mean, z-test, proportion analysis etc. to analyze the satisfaction level of employees upon the critical aspects of human resource management practices. In this study, it has been aimed to assess the employee satisfaction on human resource management practices of pharmaceutical companies in Bangladesh. The human resource management practices are directly linked with the human resources of any organization. The findings of this study illustrate that the recruitment & selection, and training & development are in state of employee satisfaction level except all other aspects of human resource management practices are poor. For the success of the pharmaceutical companies it is crucial time to make the workforce more effective and efficient by practicing the human resource management aspects in their every level of work life.
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Prastiwi Sriwijayanti, Ribut. "EVALUATION OF PERSONNEL MANAGEMENT AT SDN JREBENG KIDUL PROBOLINGGO CITY AND SDN KARENG KIDUL PROBOLINGGO REGENCY." Education and Human Development Journal 6, no. 1 (April 30, 2021): 31–38. http://dx.doi.org/10.33086/ehdj.v6i1.2005.
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Abstract: The general purpose of this study was to review personnel management at SDN Jrebeng Kidul Kota Probolinggo and SDN Kareng Kidul probolinggo. More specifically, the purpose of this research is to describe the components of personnel management, namely recruitment, selection, development, maintenance and empowerment of personnel. This research design is a qualitative approach with this type of evaluation. The research design used is to capture results in the field by means of data collection, compare the results of data collection obtained by standards, provide proposals to improve, improve focus that is not in accordance with the theory, and create an evaluation matrix. One principal from SDN Jrebeng Kidul, one principal from SDN Kareng Kidul, 5 teachers for SDN Jrebeng Kidul and 6 teachers for SDN Kareng Kidul were the subjects of this research. The method of data collection is carried out with in-depth interviews, participating observations, and document studies. Analysis of personnel management work, human resources plan in privately paid teacher recruitment and recruitment process has been good but needs to be improved. Personnel management selection process needs to use multi method of selection. Assessment of work performance, counseling, discipline, training and development of personnel management need to be continuously developed by the leadership of the institution. The maintenance components that need to be improved are compensation, employee relations, employee service, and safety and health. Personnel audits, job satisfaction and career security and health plan also need to be optimized on the usage component. Evaluation of personnel management does need to be continuously optimized regularly and periodically. Keywords: English translation. evaluation; personnel management components; primary school. Abstrak: Tujuan umum penelitian ini adalah mengkaji manajemen personalia di SDN Jrebeng Kidul Kota Probolinggo dan SDN Kareng Kidul Kabupaten Probolinggo. Lebih spesifik, tujuan riset ini adalah mendeskripsikan komponen-komponen manajemen personalia yaitu rekrutmen, seleksi, pengembangan, pemeliharaan dan pemberdayaan personalia. Rancangan riset ini adalah pendekatan kualitatif dengan jenis evaluasi. Desain riset yang digunakan adalah memotret hasil di lapangan dengan cara pengumpulan data, membandingakn hasil pengumpulan data yang diperoleh dengan standar, memberikan usulan guna memperbaiki, menyempurnakan fokus yang belum sesuai dengan teori, dan membuat matriks evaluasi. Satu kepala sekolah dari masing-masing institusi dan 5 guru untuk SDN Jrebeng Kidul dan 6 Guru untuk SDN Kareng Kidul, dijadikan subjek riset ini. Metode pengumpulan data dilakukan dengan wawancara mendalam, pengamatan berperan serta, studi dokumen. Analisa pekerjaan manajemen personalia, perencaan SDM dalam rekrutmen guru privately paid dan proses rekrutmen sudah baik tetapi perlu ditingkatkan. Proses seleksi manajemen personalia perlu menggunakan penggunaan multi metode seleksi. Penilaian prestasi kerja, konseling, disiplin, latihan dan pengembangan manajemen personalia perlu terus dikembangkan oleh pimpinan lembaga. Komponen pemeliharaan yang perlu ditingkatkan adalah pemberian kompensasi, hubungan baik karyawan, pelayanan karyawan, dan keamanan serta kesehatan. Audit personalia, kepuasan kerja dan perencaanan karier keamanan dan kesehatan juga perlu dioptimalkan pada komponen penggunaan. Evaluasi manajemen personalia memang perlu terus dioptimalkan secara rutin dan berkala. Kata kunci: evaluasi; komponen manajemen personalia; sekolah dasar.
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Krzewiński, Tomasz. "Selected aspects of human resource management in uniformed services." International Journal of Synergy and Research 7 (March 2, 2019): 97. http://dx.doi.org/10.17951/ijsr.2018.7.0.97-109.
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<p class="Standard">The aim of the article is to identify the process of human resource management and factors that influence officers’ motivation in selected uniformed services. This analysis concerns the Police, Border Guard and Customs and Fiscal Service. This choice was made due to the diversity of the tasks carried out by the officers of these services. The concept of uniformed services, characteristics of the analysed services and the requirements for officers, the process of employees recruitment and activities aimed at maintaining officers through appropriate motivation and promotion as a form of professional development were presented. Promotion to successive levels of work is not only an important element in shaping the HR policy but also a determinant of the position of a given officer in the organization. The layout of this work presents elements of multi-aspect status of an officer in each of the studied formations in the context of the characteristics of individual services.</p><p class="Standard"><strong>Purpose </strong>- Identification of the human resource management and factors that influence the motivation of officers in selected Polish uniformed services - the Police, Border Guard and Customs and Fiscal Service</p><p class="Standard"><strong>Design / methodology / approach</strong> - Review of literature, reports on empirical research and applicable legal regulations</p><p class="Standard"><strong>Findings</strong> - The basic mutual element of the Police, the Border Guard and the Customs and Fiscal Service is the use of uniforms and officers subordination system, but also the centralism of the organizational structure and hierarchical subordination. The activities of these services, including the implementation of the human resource management process, are regulated by relevant legal regulations. Service requirements, the scope of tasks, obligations and responsibilities, the process of employee selection, evaluation, promotion, but also retirement provisions are strictly determined. Similarities and differences in this area have been presented. The analysis of the results of empirical research allows to identify motivating and demotivating factors for officers.</p><p class="Standard"><strong>Originality/value</strong> - A comparison of selected areas of human resources management in the Police, the Border Guard and the Customs and Fiscal Service was made. The similarities and differences appearing in this respect were pointed out. Recommendations regarding motivating officers were presented</p>
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Aladwan, Khaled, Ramudu Bhanugopan, and Alan Fish. "Managing human resources in Jordanian organizations: challenges and prospects." International Journal of Islamic and Middle Eastern Finance and Management 7, no. 1 (April 14, 2014): 126–38. http://dx.doi.org/10.1108/imefm-09-2013-0104.
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Purpose – The aim of this paper is to highlight and provide a stronger focus on the nature of human resource management (HRM) in Jordan. Design/methodology/approach – This paper discusses four practices of HRM: recruitment and selection, training and development, performance appraisal and rewards and benefit; and links these practices with social factors: political environment, economical issues and cultural values. Findings – The findings suggest that HRM in Jordan has not yet received due attention. The employee recruitment and selection process is largely inadequate and needs effective attention. In many Arab and more specifically Jordanian organizations, expenditure and time spent on training and development are considered unuseful and unnecessary functions. Practical implications – The effectiveness of even skilled and qualified employees will be limited if they are not encouraged and motivated to work, but through HRM practices, they can be encouraged to work harder and smarter. Increasingly, employees' performance and skills can also be influenced by HRM practices, which control the acquisition and development of the organization's human capital. Originality/value – Jordanian organizations are facing major problems surrounding the development of human capital, including high turnover rates and a lack of skilled employees. Low spending on research, training and development has fuelled these problems. HRM literature shows that many Arab organizations, including public and private Jordanian organizations, need to devote more attention to their HRM practices.
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Renanita, Theda, and Fathul Himam. "Organizational Change and The Human Resource Challenges in Facing Technology Development." Digital Press Social Sciences and Humanities 5 (2020): 00010. http://dx.doi.org/10.29037/digitalpress.45345.
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Technology continues to advance. This development began during the hunting era, followed by the agricultural era, the industrial era, and the era of information technology. In Indonesia, most organizations are still adjusting to the process of adopting information technology in organizational activities. The purpose of this article is to discuss the situation that is being experienced by organizations in Indonesia, as well as the human resources management (HRM) strategies used in facing this technology change. The results of this study show that organizations in Indonesia are changing as a result of technology adoption. These changes include changes in how and where employees work, changes in management roles, changes in occupation as well as business changes. Changes in various areas can affect employee performance. That being said, in managing human resources, HRM plays an important role. In carrying out its role, HRM must be able to integrate technology into its activities such as in selection and recruitment, learning and development, performance management, organizational effectiveness, compensation and payroll systems as well as workforce planning strategies. This study provides insight into the changes being experienced by the organization and how the role of HRM changes in response to the use of technology in improving work performance.
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Sumiyati. "THE ANALYSES OF HUMAN RESOURCES MANAGEMENT IN IMPROVING THE QUALITY OF EDUCATION (A case Study at Madrasah Aliyah Al-Manshury Sungai Bakau Besar Laut)." IJGIE (International Journal of Graduate of Islamic Education) 1, no. 1 (May 9, 2020): 40–56. http://dx.doi.org/10.37567/ijgie.v1i1.21.
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Scope: In general, human resource management is a process of carrying out the continuity of duties of organizational members as resources that can support all tasks and functions for the achievement of organizational or institutional goals. In the context of education as a formal educational institution, schools or madrassas strongly emphasize the improvement in the quality of the human. Objective: This study aimed to determine the effort to empower human resource management in improving the quality of Madrasah Aliyah Al Manshury Sungai Bakau Besar Laut. Method: This study used a qualitative approach. The data analysis technique used is an interactive model analysis with stages: data collection, data reduction, presentation of data and conclusions or verification. Findings: This institution has successfully functioning its human resources effectively; staring from well develoed its school profile, school vision and mission, well infrastructure arragement, quality management activities including staff welfare, staff training, assesment of work perforamnace, recruitment, library and practicum laboratory, employers welfare, good staff selection management and quality control. Conclusion: The madrasah has be able to improve the quality of education that has been determined in the vision and mission in achieving its main goal. However, it needs further research for improvement.
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Kazancoglu, Yigit, and Yesim Deniz Ozkan-Ozen. "Analyzing Workforce 4.0 in the Fourth Industrial Revolution and proposing a road map from operations management perspective with fuzzy DEMATEL." Journal of Enterprise Information Management 31, no. 6 (October 8, 2018): 891–907. http://dx.doi.org/10.1108/jeim-01-2017-0015.
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Purpose The purpose of this paper is threefold: first, to present a structural competency model; second, to remark new criteria for personnel selection in Industry 4.0 environment; and third, to contribute to the operations management literature by focusing on recruitment process in Industry 4.0 environment and supporting human resources activities with Industry 4.0 related criteria and point out a new research field in Industry 4.0. Design/methodology/approach Fuzzy DEMATEL has been used in the implementation. The study is conducted in a high-tech firm, which has started to modify its processes according to Industry 4.0, and introduces a new specific department that is responsible of this transformation. In total, 11 personnel selection criteria were presented and then assessed by experts through a fuzzy linguistic scale. Both importance order and causal relation between criteria are presented at the end of the study. Findings According to the results, the most important criteria in the selected firm are the ability of dealing with complexity and problem solving, thinking in overlapping process, and flexibility to adapt new roles and work environments. While cause group includes criteria such as knowledge on IT and production technologies, awareness of IT security and data protection, and ability of fault and error recovery, effect group includes flexibility to adapt new roles and work environments, organizational and processual understanding, and the ability to interact with modern interfaces. Practical implications Analytical thinking and system approach are the key topics for new supporting personnel selection criteria, which lead to the need for the skills and qualifications in decision making and process management. Results of the cause group criteria also indicate the importance of technical abilities such as coding, IT security and human-machine interfaces. On the other hand, effect group of the study emphasizes on the flexibility and interdisciplinary working structure that suggests the suitability of matrix organization in the companies which follow the Industry 4.0 trends. Moreover, team work comes forward as another key concept for organizations transforming to Industry 4.0. Originality/value The originality of this study appears on modeling of a competency structural model for Workforce 4.0 which is proposed as a road map, including the suggested set of related criteria and the fuzzy MCDM-based methodology for companies which alter their organizations according to Industry 4.0.
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Ben-Hador, Batia. "Coaching executives as tacit performance evaluation: a multiple case study." Journal of Management Development 35, no. 1 (February 8, 2016): 75–88. http://dx.doi.org/10.1108/jmd-08-2014-0091.
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Purpose – The purpose of this paper is to examine organizational perceptions regarding the coaching process as an evaluation tool. Methodology – The research method used is a multiple case study based on the author’s work with coached executives in eight organizations in Israel. Texts of 79 coaching encounters with executives, their directors and human resource personnel, were analyzed. Text analysis was performed through a qualitative method. Findings – The research findings provide evidence of the intensity of the coaching practice as a tacit evaluating tool for organizational functioning, in relation to five focusses: the selection of executives for the coaching meetings, the participants’ perception of their participation in the coaching process, the organizational control wishes, how participants deal with organizational supervision and confidentiality. Research limitation – Research findings are discussed from a perspective of power relations in the organization, and their significance is presented. Practical implication – The usage of the coaching tool, not only for its original purpose, but also for evaluating and controlling executives tacitly, can hurt the coaching process, and its authenticity. Originality value – The concept of “tacit evaluation” was developed for this research, and the concept of the coaching process as a tacit tool of control and supervision can help us to better understand the coaching process, and its covert and overt components.
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Vereskun, V. D., T. E. Isaeva, and A. V. Chelokhyan. "Optimization of the University Staff: Obtained Results and Designated Tasks." University Management: Practice and Analysis 25, no. 1 (May 1, 2021): 94–106. http://dx.doi.org/10.15826/umpa.2021.01.007.
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The article (a case) highlights the experience of the regional university in staff optimization caused by the requirements of federal legislation to improve the quality of higher education and to outline the personnel strategy prospects for the future.The methodological basis of the study is the systematic approach, which made it possible to comprehensively assess the qualitative changes in the university staff; the use of the method of situational analysis largely contributed to an increase in the objectivity of the results obtained. Besides, the researchers used the following methods: the study of legislative documents that determine the activities of a higher educational institution; the analysis of theoretical papers on the management of educational institutions and on human resource management; the method of mathematical modelling and the analysis of statistical data, the method of social forecasting.The study comes to be theoretically significant, as it clarifies the concept of «staff optimization» and introduces the concept of «university staff optimization» as a new scientific term. The research also distinguishes the basic principles of university staff optimization and substantiates the reasons that caused this process, mainly related to the demographic, social and economic situation in our country and the tasks of reforming the higher education system. The article also examines the concept of «university personnel strategy» and highlights its components, focused on preserving academic traditions, on creating conditions for increasing the staff competency and on encouraging the faculty to intensify their activity. On the example of the regional university, there is carried out an analysis of quantitative and qualitative changes in the educational process staffing (in terms of academic degrees and titles, faculty compliance with the profile of the disciplines taught, etc.); the effectiveness of a number of new mechanisms introduced into the universities’ practice in order to update the requirements for the selection of candidates for teaching positions is studied. Thus appearing to be scientifically significant, the paper presents a regional university staff optimization model, which includes several logically related stages, allowing this process to be carried out most effectively: scientific, normative, practical and social. The recommendations to improve the personnel strategy and systematically enhance the quality of personnel in the educational process are formulated.The work is original, as it shows the systemic nature of work with the faculty when optimizing the staff in accordance with the university’s personnel strategy. The article might be of use for university leaders and researchers working on personnel issues and personnel management.
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Azungah, Theophilus. "Qualitative research: deductive and inductive approaches to data analysis." Qualitative Research Journal 18, no. 4 (November 12, 2018): 383–400. http://dx.doi.org/10.1108/qrj-d-18-00035.
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Purpose The purpose of this paper is to explain the rationale for choosing the qualitative approach to research human resources practices, namely, recruitment and selection, training and development, performance management, rewards management, employee communication and participation, diversity management and work and life balance using deductive and inductive approaches to analyse data. The paper adopts an emic perspective that favours the study of transfer of human resource management practices from the point of view of employees and host country managers in subsidiaries of western multinational enterprises in Ghana. Design/methodology/approach Despite the numerous examples of qualitative methods of data generation, little is known particularly to the novice researcher about how to analyse qualitative data. This paper develops a model to explain in a systematic manner how to methodically analyse qualitative data using both deductive and inductive approaches. Findings The deductive and inductive approaches provide a comprehensive approach in analysing qualitative data. The process involves immersing oneself in the data reading and digesting in order to make sense of the whole set of data and to understand what is going on. Originality/value This paper fills a serious gap in qualitative data analysis which is deemed complex and challenging with limited attention in the methodological literature particularly in a developing country context, Ghana.
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Hedley, Darren, Jennifer R. Spoor, Ru Ying Cai, Mirko Uljarevic, Simon Bury, Eynat Gal, Simon Moss, Amanda Richdale, Timothy Bartram, and Cheryl Dissanayake. "Supportive employment practices: perspectives of autistic employees." Advances in Autism 7, no. 1 (February 11, 2021): 28–40. http://dx.doi.org/10.1108/aia-09-2019-0029.
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Purpose Employment can make an important contribution to individual well-being, for example, by providing people with a sense of purpose; however, autistic individuals face significant barriers to entering the workforce. This is reflected in high levels of underemployment and unemployment, with an estimated 80% of autistic people unemployed worldwide. This is higher than both other disability groups and people without disabilities. Research is needed to identify strategies that facilitate the sustained employment of autistic adults. This study aims to examine the perspectives of autistic individuals participating in a specialized employment program within the information and communication technology sector. Design/methodology/approach Three focus groups were conducted with nine adults on the autism spectrum. Data were analyzed using an inductive approach according to established guidelines, which included coding and categorizing data into themes. Findings Focus group analysis revealed four themes: trainees’ previous work experiences; expectations of the employment program; recruitment and selection processes; and training and transition. Several factors associated with the changes to the recruitment and selection process were found to benefit the autistic employees. Originality/value Few studies have characterized the work experiences of adults on the autism spectrum. Tailored employment processes that challenge traditional human resource management practices can increase the participation of autistic individuals in the workforce. Strategies for promoting the success of these programs are discussed.
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Young-Hyman, Trevor, and Adam M. Kleinbaum. "Meso-Foundations of Interorganizational Relationships: How Team Power Structures Shape Partner Novelty." Organization Science 31, no. 6 (November 2020): 1385–407. http://dx.doi.org/10.1287/orsc.2020.1356.
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Novel external partnerships are valuable but risky, and scholars have examined the organization- and individual-level determinants of firms’ decisions to pursue these new relationships. Yet, in organizations performing complex and knowledge-intensive work, decisions about interorganizational relationships are often made within teams. We characterize these decisions as a two-stage process in which a team member proposes a partner and other team members respond, supporting or challenging the proposal. As novel partnerships are risky, and power is a key determinant of risk-taking propensity, we argue that the power of team members—both those who initiate proposals and those who respond—will shape the likelihood that the team will pursue a novel external partnership. Using personnel data from project teams in an automated equipment design and build firm, we find that the effect of power on the likelihood of novel partner adoption depends on both the type of power and the role of the person in the decision process. Novel partner selection is more likely when those initiating proposals hold formal structural power but less likely when initiators hold informal power. Both the formal and informal power of the initiator’s teammates attenuate the effect of initiator power, such that the more power one’s teammates have, the less one’s own power will affect the likelihood of novel external partner selection. Finally, we provide evidence that these effects on likelihood of novel partner adoption are as materially consequential for project outcomes as other strategic choices available to project teams. These findings have implications for the intraorganizational determinants of interorganizational networks.
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Budriene, Daiva, and Danuta Diskiene. "EMPLOYEE ENGAGEMENT: TYPES, LEVELS AND RELATIONSHIP WITH PRACTICE OF HRM." Malaysian E Commerce Journal 4, no. 2 (June 3, 2020): 42–47. http://dx.doi.org/10.26480/mecj.02.2020.42.47.
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Human resources are important assets of every organization. Recruitment and selection play an effective role in improving the organizational performance, because recruitment directly is relating with employee engagement. Employee engagement has emerged as a popular organizational concept in recent years. Employee engagement, strangely enough, has been a crucial priority of HR since before the term was using. It has become one of the leading priorities of human resource practitioners and senior managers in the organization today, so employee engagement has generated great deal of attention among many human resource practitioners. In present day, where is large-scale competition in the market, it is necessary for the organization to have engaged workforce for the survival and smooth functioning of the organization. Every organization wants to make the best utilization of its human resources in order to achieve competitive advantage in the market. When employees are engaged in their work, they have good relationships with their co-workers and working environment becomes better, are not only happy in their job, but also translate that satisfaction into higher productivity and profitability of the organization. High levels of engagement promote retention of talent, foster customer loyalty and improve organizational performance and stakeholder value. The paper discusses theoretical approaches to the significant concept and phenomenon of today – employee engagement and the factors behind it. In addition, the paper examined the type of employee engagement, problematic of individual and organizational engagement that affects organizational decisions. The aim of article is to identify the distinctive features of two types of engagement in the scientific literature employee engagement and organizational engagement, also connections reflecting the possible role of human resource management practices in the process of management of employee engagement. The purpose implies tasks: to reveal the essence of engagement and the factors that determine it ; also is presented a theoretical model of interfaces. The research methodology is the theoretical modeling of the phenomenon employee engagement from a human resource management perspective. The article is presenting in different sections such as meaning and concept of employee engagement, importance and factors influencing employee engagement and impact of employee engagement on organizational performance. The article consists of three logically interconnected parts. The introduction justifies relevance topics. The main part provides a review of literary sources, in which the authors examine the typology of engagement, distinguish types such as job engagement and organizational engagement. This section analyzes the relationship between characteristics and the influence of their design on employee engagement. This section also analyzes the conditions of formation and the results of the manifestation of employee engagement at the individual organizational levels, describes the connection of various aspects of this state with the practice of human resources management. In the final part, is given a theoretical model developed by the author – the main result of the article. It is a hypothetical model of the structure of employee engagement and how various human resources management practices shape employee engagement and how individual engagement of an employee transforms into a competitive advantage of organization. Data sources for the theoretical study described in this article are publications on the topic of engagement of such highly rated publications like Journal of Applied Psychology, Journal of Occupational and Organizational Psychology and The International Journal of Human Resource Management. The value of the results. This paper may serve as the basis for further research in the field of employee engagement generally and individual additional variable components. Research conclusions may have be used to build the organizational policy of the company in relation to the system human resource management.
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Iwu, Chux Gervase. "Kulula.com, South Africa – a case study." Emerald Emerging Markets Case Studies 1, no. 1 (January 1, 2011): 1–3. http://dx.doi.org/10.1108/20450621111124433.
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Subject area Human resource management; primarily employment law impacting on employment relations. Study level/applicability Second year (or 200 level) students up to post graduate programmes in Business Management, Human Resources Management and Law. Case overview The world is still fascinated by South Africas transition to democracy; what with stories of massacre (Sharpeville, etc.) of those who dared challenge white supremacy and the battle for prominence between the African National Congress and the Inkatha Freedom Party. Since gaining independence, South Africa has attracted investors from far and wide. Now and again, one hears news stories that report about forms of disgruntlement from whites and blacks, respectively. In some quarters, you may hear stories suggesting the white community has not completely gotten over their resentment of black leadership. In some other quarters, you are likely to hear the blacks insist that the South African land space belongs to them and as a result they should be in charge of the distribution of wealth, one must understand that much of the wealth of the South African land still resides with the Whites. In what is considered as a fair attempt to integrate all the citizens of the republic, the new government of Nelson Mandela came up with a constitution that is hailed as perhaps the best in the world. Carved out of the United Nations Human Rights Charter, it proposes a free society that recognizes all its inhabitants regardless of colour. Within the world of work, the constitution identifies seven very important statutes that not only give effect to and sustain the republics membership of the International Labour Organisation, but also help to realize and regulate the fundamental rights of workers and employers. Main learning objective Test students understanding of the legal statutes that pertain to employment relations and human resource management in South Africa. Expected learning outcomes Understand the legislation affecting management and staff. Understand and apply the principles of recruitment and selection of staff. Identify and apply the options open to managers in staff training and development. Identify and apply the appropriate performance management systems. Understand and apply the strategic human resource planning process. Supplementary materials Teaching note.
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BAIMENOV, ALIKHAN М. "About some of the factors for public administration effectiveness." Public Administration 22, no. 1 (2020): 26–32. http://dx.doi.org/10.22394/2070-8378-2020-22-1-26-32.
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The article emphasizes that modern governments, working in unique socio-economic, historical and cultural conditions, must take into account global trends, as well as the growth of citizens’ expectations associated with the rapid development of information technologies and other factors. In such circumstances, special attention is paid to the effectiveness of public administration. The article discusses some of the significant factors impacting the effectiveness of public administration, such as the professionalization of the state apparatus, the legibility of the institutional framework, the optimization of information flows and corporate culture. In accordance with this, on the basis of work experience in the public administration system and analysis of civil service reforms in the countries of the region, the main challenges and possible solutions are shown. In the professionalization of the state apparatus, the importance of the merit principles in the selection and promotion stages of personnel through the empowerment of human resource (HR) management services, the integrity of tools and approaches at all stages of selection process, and the responsibility of the selection board are noted. The author focuses on the need to ensure a balance of powers, responsibility and resources, delimitation of powers between political and administrative civil servants, optimization of information flows. Particular importance is paid to corporate culture, which is one of the main factors affecting the efficiency of the state apparatus. It is noted that central values of corporate culture and leadership in state bodies of the countries of our region, along with generally accepted in the modern leadership theory, should be respect for the dignity, work and time of employees.
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M. R. Arpentieva, I. V. Gorelova, G. K. Kassymova, S. V. Lavrinenko, K. A. Shumova, D. M. Malinichev, V. L. Simonov, A. V. Kosov, G. V. Garbuzova, and O. P. Stepanova. "HUMAN RESOURCE MANAGEMENT AND DYNAMIC CAPABILITIES OF EDUCATIONAL ENTERPRISES: PSYCHOLOGICAL, SOCIAL AND ECONOMICAL ASPECTS." BULLETIN 1, no. 383 (February 15, 2020): 242–54. http://dx.doi.org/10.32014/2020.2518-1467.30.
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This paper focuses on the dynamic capabilities theory and foresight theory in whole to the problem of the human capital in education and its management. The main channel for building up dynamic abilities and foresight competencies of educational enterprises and specialists, as well as the focus of foresight research in modern science and management practice is working with human resources, with the human capital of firms, communities, and countries. This work also includes work with social and cultural capital, focused on improving the culture of relationships in communities, including the culture of the state, society and business. The orientation of the world social development to increase the innovation component in the economic, social and spiritual spheres of society and in its education, led to the recognition of human capital as a leading and decisive factor in the socio-economic development of systems of various scales and levels. Scientists notes that in modern conditions of globalization of markets and transnationalization of economic relations, as well as a significant level of intellectualization of modern business processes, human capital and education in business and in other spheres is a decisive factor in the compe-titiveness of national economy on the different levels. This moment is especially noticeable in the studies of the dynamic abilities of educational enterprises and the management of educational enterprises. This moment is also especially noticeable in foresight studies and other reconstructions of the past, present and future development of organizations. Dynamic capabilities are required if the firm is to sustain itself as markets and technologies change, although some firms will be stronger than others in performing some or all of these tasks. Foresight is a system of methods of transformation of priorities in the sphere of economy and production, social and cultural development, and in education. Human resource management in education is an important part of the problem of the dynamic abilities of educational enterprises. The management of selection, training, retraining and personnel development, the formation and enrichment of technologies for managing professional and career development are naturally part of a dynamically and steadily developing enterprise. Foresight of the development of the educational enterprise as a leading aspect includes a general assessment of the professional and career potential of the organization’s employees, as well as the dynamic abilities of the organization’s manager (his ability and willingness to diversify activities, training and retraining, etc.) and other specialists. The purpose of the study – analysis of foresight competence as a component of dynamic capabilities (competences) of the educational enterprises and specialists of educational enterprises in context of the human capital problems. Foresight involves the use and transformation meta-technology ("routines") of enterprise and innovation in the field of production and relations of production. It is aimed at the allocation and use of markers of change – weak and strong signals of future and probable changes. Active and accurate identification of these markers changes in education, including application and modification of routine or meta-technology of enterprise management, not only allows to predict "unpredictable", but also to intervene in the process flow, correcting them with the least expenditure of forces, material, mental and spiritual resources. In addition, it allows you to influence the markets themselves and the surrounding enterprise reality in general. Thanks to the foresight competence and ability, the specialist in education and his company productively adapt to changes in environment (market and society), but also participate in changing it.
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Bakanova, Anna. "THE METHOD FOR SELECTING THE BEST PERFORMER FOR SOLVING OPERATING TASK BASED ON A COMPETENCE APPROACH." Applied Mathematics and Control Sciences, no. 2 (August 16, 2021): 133–44. http://dx.doi.org/10.15593/2499-9873/2021.2.08.
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There are some problems regarding the interaction of various areas of human resource management, due to the development of information products in the field of obtaining corporate knowledge and monitoring competencies. The main issue is the formation of a close connection between corporate education and the employee's work activities. Presently, the formation of a competency base is associated with the existing positions and roles for employees in the organization. Thus, the control of competencies is primarily carried out at the initial stage of recruitment and adaptation of staff. Further development of employee competencies is associated with training. But as practice shows, the company is forced to apply radical methods to support the employee's motivation to acquire new knowledge and competencies. At the same time, the question of the organization's interest in training employees remains open. Nevertheless, employee training has a direct impact on improving the quality of work and the financial stability of any organization. This paper proposes a method to improve employee productivity, combined with support for motivation to develop and learn. The purpose of developing such a method is to ensure that both employees and the organization are motivated to learn and develop. In this case, it is advisable to combine this process with work activities. And the expansion of the competence base can be supported by the creation of intra-organizational competencies and a detailed analysis of work activities through the prism of a competence-based approach. The main activity of the method is aimed at finding a suitable performer for solving office problems. The development uses an ontological approach that allows a semantic analysis of the requirements for work tasks and projects and the selection of the most relevant criteria for choosing an executor. In this case, the candidate for the performance of the work task is selected primarily according to his existing competencies and conditions that he is ready to comply with. This approach also makes it possible to use the rating system to organize personalized training and find an approach to eliminating the lack of competencies in the company, as well as to ensure the interchangeability of performers and the continuity of the workflow. Individual trajectories of training can be formed to train personnel to perform specific work tasks in this case. And an analysis of the availability of competencies in an organization can identify weaknesses in work activities and provide targeted training for employees.
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Kuperberg, Karen, Diana Mager, and Susan Dello. "Transformation to Room Service Food Delivery In a Pediatric Health Care Facility." Canadian Journal of Dietetic Practice and Research 70, no. 4 (December 2009): 200–203. http://dx.doi.org/10.3148/70.4.2009.200.
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Patient food service is an important component in the nutritional management of hospitalized children. The previous meal delivery system at The Hospital for Sick Children in Toronto was a cold-plating re-thermalized system. Issues related to this model included order lead time, the reheating process, menu selection, and service style. Research into other systems led us toward room service, an innovative and flexible mode of meal delivery. Transformation to room service occurred over one year, and included implementation of a new computer system, kitchen renovation, redesign of menus and a new meal delivery system called Meal Train, and changes to human resource allocations. Throughout the transformation, consultations were held with key stakeholders, including the children’s council, the family advisory, the nursing council, and a multidisciplinary committee involving nursing staff, dietitians, patient service aides, infection control personnel, occupational health employees, patient representatives, and food services staff. Now, Meal Train is running smoothly, and meal days and food costs have been reduced. Others considering a project like this must know their clients’ needs and be willing to think outside the box. They should familiarize themselves with current information on systems and equipment, consult with key stakeholders within their organization, and then create the system that will work for them.
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Grobelna, Aleksandra. "Effects of individual and job characteristics on hotel contact employees’ work engagement and their performance outcomes." International Journal of Contemporary Hospitality Management 31, no. 1 (January 14, 2019): 349–69. http://dx.doi.org/10.1108/ijchm-08-2017-0501.
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Purpose This study aims to examine the effects of individual and job-related characteristics on employees’ work engagement and its influence on their performance outcomes. This study develops and tests the research model where the impact of positive affectivity, polychronicity and task significance on employees’ work engagement is investigated, and its consequences for employees’ job performance are analyzed. Design/methodology/approach The relationships between study constructs were tested using the structural equation modeling. Data were collected from 222 hotel contact employees from the Pomeranian Voivodeship, a tourist destination of northern Poland. Findings The study findings confirmed that positive affectivity and polychronicity, as personality characteristics and task significance as a job characteristic exert a significant and positive impact on hotel employees’ work engagement, which in turn enhances the level of their job performance. Additionally, polychronicity was significantly related to hotel employees’ job performance. Of all the analyzed predictors, task significance appeared to be the strongest driver of hotel employees’ work engagement. A direct relationship between polychronicity and hotel employees’ job performance was also confirmed by this study. Practical implications Hotel organizations are recommended to modify the standards of their recruitment and selection process and incorporate additional techniques to be more successful in hiring employees with an adequate personality profile (high in positive affectivity and polychronic tendency). The recruited suitable candidates should be guided effectively with appropriate human resource management practices, especially those that increase hotel employees’ experience of work meaningfulness. Therefore, they should be constantly assured, through a variety of management actions, about the influence and importance of their roles and the contribution to the service and organizational success. Originality/value This study contributes to a better understanding of the relationships between personality and job characteristics among frontline hotel employees, extending the study results to the context of East-Central Europe, where, to the best of the author’s knowledge, studies on simultaneous effects of individual and job-related factors on hotel employees’ work engagement and its behavioral consequences are still limited.
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Pandita, Deepika, and Sampurna Ray. "Talent management and employee engagement – a meta-analysis of their impact on talent retention." Industrial and Commercial Training 50, no. 4 (April 3, 2018): 185–99. http://dx.doi.org/10.1108/ict-09-2017-0073.
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Purpose The purpose of this paper is to enhance the readers’ understanding of the domain of talent management and employee engagement, and how the former culminates in the latter, specifically as a tool for retention of employees. The paper also attempts to probe and aid readers in understanding of the domain of talent management and employee engagement, specifically as a tool for retention of employees. Design/methodology/approach The paper is based on secondary research in the areas of talent management practices, employee engagement and talent retention. The authors have reviewed the existing body of work on these topics in order to arrive at an analysis of the practice of talent management and employee engagement and to successively measure its impact on the retention of employees. In order to aid the endeavor to bring some clarity to and explore the trends in talent management, the authors have based this paper on a systematic review of the existing literature which seeks to examine the modern thought process and evidence. Current examples are drawn from many leading companies and their practices are emphasized for better understanding. Various drivers responsible for engaging and retaining talent are studied by reviewing the existing literature. After analyzing the existing literature, the authors have arrived at talent retention and engagement practices that may aid and assist industry practitioners and policy makers in designing and implementing successful talent management initiatives. The authors have proposed a model for arriving at improved retention from talent management practices. Findings One of the most effective tools in ensuring that employees stay engaged and committed to their work is talent management. This sense of engagement or commitment toward their work ensures in turn that these employees stay with the organization in the long run. As the authors have begun analyzing the costs associated with recruitment, selection and the opportunity cost related to attrition, organizations have been concentrating their talent management efforts in the direction of retention. The paper concludes that a synchronization of talent management practices and employee engagement initiatives leads to improved talent retention and proposes a model to this end. Research limitations/implications Owing to the fact that the paper is conceptual, the model and hypotheses the authors arrive at must be empirically tested by relevant stakeholders in the organization, specifically the stakeholders specializing in the area of talent management, in order to add further weight to the literature. Practical implications Derived from an extensive study of current and impending talent management strategies, the findings may aid organizations and policy makers to develop and refine talent management practices in order to engage human capital, with the ulterior aim of talent retention – a concern that plagues most contemporary organizations. Originality/value Preempting or preventing attrition is a priority in several organizations, and more often, in some industries as a whole. The authors examine how talent management practices can contribute to the efforts in preempting or preventing attrition in organizations. Adding to the existing literature on talent management, the paper explores the areas of talent management which directly affect employee engagement and in turn make a difference in talent retention. This link connecting talent management practices with retention deserves a greater amount of investigation, which the paper explores.
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Wu, Shumei. "Intelligent Communication Management Terminal in the Construction of Human Resource Management Mode." Wireless Communications and Mobile Computing 2021 (November 23, 2021): 1–14. http://dx.doi.org/10.1155/2021/7106104.
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With the rapid development of the economy, the integration of corporate strategic management and human resource management has become an issue of concern. This research mainly discusses the role of intelligent communication management terminal in the construction of human resource management mode. In this research, the system development process of this research mainly uses the class library in the software architecture layer to support the software development process. The main development language of Android, JAVA, is to install the Android Develop Tools plug-in on eclipse and install the Android SDK in the computer operating system to build the Android development environment. The development and application of the system not only make the enterprise managers more convenient and efficient in the process of managing the enterprise but also smooth the operation of the enterprise while reducing the human resource investment and also gives the employees more right to know and the right to participate in the enterprise construction. By creating more value while reducing human resource input, enterprises will enable it to obtain more benefits, and thus enter a cycle of good development and contribute to society. The system has the functions of personnel management, recruitment management, attendance management, training management, work management, and salary management. The recruitment management function of the system is mainly composed of recruitment plan management, recruitment information management, and talent pool. In the system’s recruitment plan management function, important information such as the recruitment part, the number of recruits, personnel requirements, and the specific arrival time of the personnel must be clarified. The personnel in charge of the enterprise personnel department shall conduct corresponding regulations according to the specific needs of the enterprise and shall be experienced by the personnel department. The review is carried out, and all parts of the enterprise are coordinated and completed at the same time. In the platform performance test, when the number of concurrent users reaches 50000, the request time is about 6 seconds, which meets the requirement that the response time of 10000 people per second is less than 10 seconds. This research puts forward suggestions and countermeasures for the optimization of human resource management, which can not only improve the efficiency of Y company’s human resource management but also provide useful reference and reference for other enterprises facing the same problem.
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MAZILU (ALEXANDRESCU), Elena-Alexandra. "THE CONCEPT OF HUMAN RESOURCES MANAGEMENT." BULLETIN OF "CAROL I" NATIONAL DEFENCE UNIVERSITY 10, no. 4 (January 10, 2022): 72–77. http://dx.doi.org/10.53477/2284-9378-21-45.
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The concept of human resources management has developed over time starting from personnel management, focusing much more on human resources planning, recruitment and selection, but also on evaluating professional performance and career management. The efficient implementation of human resources management at organizational level depends very much on the analysis of jobs. Job analysis provides elements that underlie the establishment of human resource needs and can be done through several methods, namely observation, interview or questionnaires. The recruitment and selection process can be improved by job analysis, because managers more objectively identify the knowledge, skills, abilities needed for a job and can structure tests based on job analysis results; they can state a more accurate job description.
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Braz Pereira Gomes, Eduardo, Juliana Luíza Moreira Del Fiaco, and Aline Araújo Rabelo. "ANÁLISE DE PROCEDIMENTOS DE SELEÇÃO DE PESSOAL; ANALYSIS OF PERSONNEL SELECTION PROCEDURES." Revista Gestão, Inovação e Negócios 3, no. 1 (June 20, 2017): 22. http://dx.doi.org/10.29246/2358-9868.2017v3i1.p22-42.
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RESUMOO recrutamento e seleção é o primeiro subsistema da área de recursos humanos, com a função de selecionar os candidatos que apresentam perfil adequado para atender as exigências das organizações. Para realizar esses procedimentos, os selecionadores utilizam de algumas táticas para tornar o processo mais assertivo e eficaz. Este artigo tem o objetivo de analisar os procedimentos que uma empresa de consultoria utiliza para recrutar e selecionar candidatos para os mais variados ramos de atividades. Por meio do estudo de caso realizado na Ampliar Assessoria em Desenvolvimento Humano foi possível entender como a área de gestão de pessoas trabalha ao recrutar e selecionar, bem como descrever as técnicas utilizadas para desenvolver este processo, sendo observada nos procedimentos utilizados, triagem de currículos, entrevistas, testes psicológicos, dinâmica de grupo e provas de conhecimentos quando o contratante solicita. O resultado da pesquisa abordou também, um problema que a Ampliar enfrentou em uma das etapas do processo e propõe melhorias para que se obtenha sucesso ao realizar os procedimentos e garantir a fidelidade de seus clientes.Palavras-Chave: Recrutamento; Seleção; Procedimentos; Recursos Humanos; Gestão de Pessoas.ABSTRACTRecruitment and selection is the first human resources subsystem, with the function of selecting candidates who present appropriate profile to meet the requirements of organizations. To perform these procedures, the selectors use of some tactics to make the process more assertive and effective. This article aims to analyze the procedures that a Consulting company uses to recruit and select nominees for the various branches of activities. Through the case study in Ampliar Assessoria em Desenvolvimento Humano. It was possible to understand how the area of people management works to recruited select, as well as describe the techniques used to develop this process, being observed in the procedures used, screening resumes, interviews, psychological tests, group dynamics and evidence of knowledge when the contractor requests. The result of the survey also addressed a problem that Ampliar faced in one of the stages of the process and propose improvements to obtain success when performing the procedures and ensure the fidelity of its customers.Keywords: Recruitment; Selection; Procedures; Human Resources; People management.
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Pletsan, Khrystyna Vasylivna. "DEVELOPMENT OF SIGNALS OF SUCCESS OF CAREERS OF THE FACTOR SOCIO-CULTURAL SPHERE." UKRAINIAN ASSEMBLY OF DOCTORS OF SCIENCES IN PUBLIC ADMINISTRATION 1, no. 13 (August 27, 2018): 157–70. http://dx.doi.org/10.31618/vadnd.v1i13.143.
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The article analyzes the state and problems of the development of the synergy of the career success of a specialist in the socio-cultural sphere. The main aspects of career development formation are highlighted, attention is paid to the definition of “career specialist’s success” as a process of development, implementation and decision making on the basis of human-centeredness, motivation, self-development and self-realization, a system of professional knowledge, skills and skills that provides professional development, achievement of goals and satisfaction with professional activity.The synergy of career success of a specialist as a targeted activity of a specialist in the socio-cultural sphere in relation to the achievement of the goals and objectives of professional activity was characterized. The preconditions for the career success of a specialist in the socio-cultural sphere have been argued and outlined. In particular, the presence of special features of the cognitive and intellectual spheres, providing a reflection of the activity; developed intellect; high ability to goal-setting; wide horizons; morality; personal maturity, supporting the desire for constant self-development, self-improvement; ability to self-control, self-control and self-realization. Factors, factors, indicators, criteria, components are analyzed. Functions of the career success of specialists in the socio-cultural sphere. The relevance of the management of the success of a career in a specialist in the socio-cultural environment has been substantiated through the implementation of the relevant cycles: professional definition → professional education → selection for the position → professional adaptation → career development planning → professional development → professional development → evaluation of the results of professional activity. It is proved that the success of the career of specialists of the socio-cultural sphere is formed, in accordance with the general laws of development, which contain creative and innovative principles of professional and personal growth. The corresponding subsystems of career success of the specialist of socio-cultural activity, namely: personnel, organizational, personal, and cultural-ethical subsystems, are determined. It is noted that due to the functions of the involved subsystems and associated career orientations, the specialist of the socio-cultural environment, given their interaction and interrelationship taking over the nature of the mutual perception of the activities of these elements, you can get the programmed result — the success of a career. It is substantiated that in order to achieve the success of a career, a specialist in the socio-cultural sphere must possess the appropriate complex of competencies. Namely: the definition of the direction of activity and vision; effective communication; decency and justice; delegation of authority; strategic thinking; making managerial decisions; analytical thinking; skills of working with information; innovation; leadership; professional experience; improvement of activity; change management; demanding possession of knowledge and skills of self-management; ability to make the most of their own abilities; stress management; self-confidence, decisions taken; ability to work in a team; creativity (the ability to creatively approach the decision of managerial tasks, the tendency to improvisation); responsibility; self improvement; organizational skills; trust; conflict management; rational resource management; criticality; orientation to the result. The conclusion is made that the synergy of the career success of specialists in the socio-cultural sphere can be presented in the form of such a structural process: a successful specialist → self-improvement and self-realization of a specialist → creative and innovative principles of professional development of a specialist → human centered dimension of the socio-cultural sphere → achievement of the determined goals and goals of the specialist → measure of goals and goals → synergy of success and career specialist socio-cultural environment.
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Pavloshchuk, Olga O., Viktoriia E. Melnychuk, and Nadiia V. Roshchyna. "Transformation of the Process of Hiring Employees Under the Influence of Information Technologies." Mechanism of an Economic Regulation, no. 3 (2019): 49–57. http://dx.doi.org/10.21272/mer.2019.85.05.
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The socio-economic and political transformations in the country cannot be perceived without the implementation of information technology. Nowadays, Internet resources are actively used in all spheres of life, so personnel management departments, following the example of foreign recruitment companies, adapt the system of selection of personnel to the modern technological realities. Human capital is still one of the most important factors in the country's development. It was approved that the proper selection of a qualified specialist is the key to the success of any company, organization, enterprise because the staff influences their efficiency and competitiveness in the occupied market segment. On this basis, it should be noted that the output of the Human Resource department is crucial. Staffing is not possible without the use of information technology and the Internet. Analyzing the existing changes in the field of hiring employees, we verified that new technologies are implemented solidly. Head-hunters and recruiters use dedicated social networking sites and job search sites to recruit highly qualified personnel. Recent advances in marketing, such as targeted advertising, are also actively and purposefully used to attract the attention of potential employees. Moreover, specialized software is being developed to simplify the selection and screening system for those candidates who do not meet the requirements of the enterprise. It should be noted that the development of information technology has fundamentally affected the change in the relationships and interactions of people in society, involving all spheres of life. Looking at people around the world who spend a lot of time in the virtual space and want to find a particular job, it should be confirmed that there is no longer a need to print it in the newspaper, broadcast it on the radio or to show on television. The results of our research show that the advertisement for the job position can be entirely spread on the Internet in the nearest future. Information technology has made adjustments to the specifics of hiring qualified personnel in the world, and in particular in Ukraine. The widespread availability of information resources in the world has fundamentally changed the policies of Human Resource Management departments and the tactics of their specialists. It has been done a lot in the development of the Human Resource department in Ukraine, but several unresolved issues should be overcome. It`s the quandary of the future. Key words: information technology, human capital, human resources management, social networks.
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Llorens, Jared J., and J. Edward Kellough. "A Revolution in Public Personnel Administration: The Growth of Web-Based Recruitment and Selection Processes in the Federal Service." Public Personnel Management 36, no. 3 (September 2007): 207–21. http://dx.doi.org/10.1177/009102600703600303.
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As the movement toward greater decentralization of the federal recruitment and examination process gained momentum, new innovations emerged involving the use of Internet-based technologies which hold the promise of combining the advantages of centralization and coordination with the improved efficiency and timeliness that has been sought through decentralization. One of the largest efforts to leverage these new capabilities is the federal government's Recruitment One-Stop project organized by the Office of Personnel Management (OPM). Recruitment One-Stop can briefly be described as an attempt to both centralize many of the government's myriad recruitment processes and leverage current technologies available to advertise, recruit and fill positions throughout the government. This article provides an analysis of the federal government's efforts to implement automated recruitment processes and discusses the implications of implementing the Recruitment One-Stop project in a decentralized personnel environment.
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Willy, Szelui, and Oerban Attelie. "Supervision of Human Resource Management during the Covid 19 Pandemic." International Journal Papier Public Review 2, no. 3 (June 23, 2021): 8–14. http://dx.doi.org/10.47667/ijppr.v2i3.96.
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Personnel management will demonstrate how businesses should recruit, develop, use, assess, and retain workers in terms of both amount (quantity) and kind (quality) The goal of this article is to implement a project assigned to one of the Entrepreneurship Courses during the Covid-19 Pandemic. The process of identifying and recruiting the personnel required by the company to become employees is known as recruitment. Vacancies, promotions, transfers, retirements, terminations, permanent disability, death, and labor turnover may need recruiting. A successful HR strategy requires the completion of many stages. Human Resource Planning (HRP) is a set of actions that a company does to anticipate future business and environmental needs. Human resource planning is required to fulfill the organization's requirements for specific jobs to be filled. The procedure includes identifying which jobs must be filled, the number of workers required, and when they will be required. In HR planning activities, job analysis has a tight connection with job analysis (Human Resources) Efforts to move and reorganize work activities in different groups are included in job design restructuring. Employee training is a long-term investment in workforce development that pays out handsomely. It's a technique/tool for executive management and growth.
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Sholihah, Baqiyatush. "Human Resource Procurement in Pesantren? Insight from Pesantren Sirojuth Tholibin." Nadwa 14, no. 2 (July 1, 2021): 345–68. http://dx.doi.org/10.21580/nw.2020.14.2.6487.
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Human resource procurement is one of the essential stages of organizational decision-making. The scope of procurement consists of planning, recruitment, selection, placement, and orientation of new personnel. Human resources studied in this research are situated in Pesantren comprising of the committee or board; teachers of kitab kuning (classical Arabic Islamic textbook) either with sorogan or bandongan methods; teachers of reciting and memorizing Al-Qur’an; persons in charge of media such as website, Facebook, Twitter, Instagram, YouTube, magazines, and newsletters of Sirojuth Tholibin both. Sirojuth Tholibin commonly used a bottom-up approach in human resources planning. As a part of the planning process, The institution usually combines unstructured interview and observation methods in job analysis. In recruitment and selection, Sirojuth Tholibin pays more attention to behavioral competencies over technical competencies. Recruitment of committee and teachers usually carried out through the employee referral method. Those recruited and selected are recommendations from previous administrators who understand the background of potential candidates. The placement of new human resources is made based on their respective competencies. Orientation is the responsibility of each department, and the duration is according to the speed of each new individual in capturing new knowledge related to their jobs. The weakness of human resources procurement in Sirojuth Tholibin has no formal written job description and job specification. There is also a lack of management information systems of human resource procurement.
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Rieucau, Geraldine. "Getting a low-paid job in French and UK supermarkets: from walk-in to online application?" Employee Relations 37, no. 1 (January 5, 2015): 141–56. http://dx.doi.org/10.1108/er-03-2014-0022.
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Purpose – The purpose of this paper is to compare the recruitment practices of the French and UK retail industry. It analyses the influence of specific business constraints, labour market institutions and employment patterns on recruitment practices. It devotes attention to incidences of the shift from classic to web-based hiring methods. Design/methodology/approach – The cases of two leading food retail chains are explored. This research draws on a mixed approach using semi-structured interviews, the analysis of online job-advertisement content and web sites. Findings – According to the literature, local and informal hiring channels (walk-in application, word-of-mouth, in-store adverts) are mainly used to fill low-paid vacancies in food retail chains. They are congruent with the key screening criteria as they allow face-to-face selection and provide candidates from the surrounding area. However, the food retail chains in this research have implemented a centralised and at-a-distance process which contrasts with the classic methods. Based on an “Internet-only scheme” and online testing, it is especially selective in the UK. Research limitations/implications – The number of semi-structured interviews is limited. Additional investigations are needed to evaluate whether the at-a-distance processes are isolated or whether they reflect growing practices. Practical implications – Retail food employers have to maintain a diversity of local hiring channels and not to indiscriminately embrace the at-a-distance scheme, which is not adapted to evaluate the key requirements. Social implications – A centralised and at-a-distance recruitment process decreases unfair face-to-face discrimination in selection but at the same time introduces indirect discrimination. This process may be interpreted as a way to target students; there is a risk that it exacerbates inequalities in low-wage labour markets. Originality/value – The topic is poorly explored. There is a need to understand web-based recruitment.
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Fahratov, Mukhammet, Pavel Oleynik, and Oleg Kurenkov. "Development of process control and technical documentation for the construction of residential buildings and structures from monolithic reinforced concrete." E3S Web of Conferences 258 (2021): 09059. http://dx.doi.org/10.1051/e3sconf/202125809059.
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One of the main tasks of the foreman at the construction site is the proper execution of technical and as-built documentation. As-built technical documentation is an integral part of construction production, which is necessary to confirm the quality and scope of work performed. In the event of accidents both during the construction of the facility and during its operation, as-built documentation is considered first to identify the reasons. It is also presented in the process of putting the object into operation. A foreman at a construction site needs to solve many problems: from ordering materials and controlling the production of construction and installation works to preparingas-built and reporting documentation for each completed stage of work. At the same time, as practice shows, a shortage of staffing to solve all the necessary tasks has been identified. In this regard, some companies resort to additional human resources for engineering and technical personnel from third parties. The task of the formation and functioning of the process of staffing mainly consists of creating a system for management regulation and providing this system with highly qualified professional personnel. This task is especially acute in the case of organizational coordination of construction management regulation. Based on this, there is a steady trend towards the growth of engineering corporations specializing in the complex provision of services for organizational coordination and management regulation. The selection of a professional construction organizer as an object of construction and investment activity imposes special requirements on the formation of an effective system of construction management regulation. The staffing level is expressed in accordance with the data on the composition of administrators, employees or the auxiliary personnel of a systematized configuration of management regulation with the number provided by the staffing table established in the process of organizational design or strategic planning process. The provisions considered in the paper make it possible to identify the actual availability of workers at all stages of management regulation, including the possibility of eliminating the shortage of engineering and technical personnel by rearranging company’s own personnel, namely, to form a reserve for promotion, provide for retraining or additional training of the relevant groups of workers. In this case, the basis for the interaction of construction organizers and owners of labor resources is the process control and technical documentation.
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Safari, Hossein, Virgilio Cruz-Machado, Amin Zadeh Sarraf, and Meysam Maleki. "MUltidimensional personnel selection through combination of TOPSIS and Hungary assignment algorithm." Management and Production Engineering Review 5, no. 1 (March 1, 2014): 42–50. http://dx.doi.org/10.2478/mper-2014-0006.
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Abstract This paper proposes an effective solution based on combined TOPSIS and Hungary assignment approach to help companies that need to assign personnel to different departments. An extension of TOPSIS (technique for order performance by similarity to ideal solution) combined by Hungary assignment algorithm is represented for this purpose. According to decrease resistance of employee opposite of recruitment of new employee, Decision criteria are obtained from the nominal group technique (NGT) and managers of each departments has been involved in decision making process. In the presented solution, managers of four departments have been involved in evaluating four candidates for their department and data is analyzed by TOPSIS and at the end, an effective fit between personnel and their corresponding department is presented.
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Mons, Arturs, and Velga Vevere. "BEHAVIORAL ECONOMICS PERSPECTIVE ON ASSESSMENT OF RECRUITMENT AND SELECTION PRACTICES IN LATVIA." Acta Prosperitatis, no. 11 (April 22, 2020): 128–39. http://dx.doi.org/10.37804/1691-6077-2020-11-128-139.
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The aim of the current paper is to evaluate the current Human Resource Management evolution in Latvia with respect to employee recruitment and selection practices. The focus is set on the used methods of selection process in organizations, when they are hiring personnel on different organization levels. The authors of the current paper applied several empirical methods to research the recruitment and selection processes. The study was executed in two stages: (1) discussion with Latvia’s recruitments practitioners (Delphi method), and (2) quantitative study performed in Latvia. The research questions were the following. Question 1: Which recruitment methods are used in their represented organizations? Question 2: Which of selection methods are used in their organization? To collect primary data an online survey form was created which was completely self‐administrative. A sample of 16 businesses from different industries in Latvia, was selected. The sampling was conducted during the whole month of January 2020 and data is reflected in the findings. The survey results demonstrate that the employee selection methods applied in Latvia are not that various. Most of the respondents holds on to the traditional methods such as panel interviews and one to one interviews.
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Lukluk Isnaini, Rohmatun. "IMPLEMENTASI REKRUTMEN GURU DISD TA’MIRUL ISLAM SURAKARTA (KAJIAN MANAJEMEN SUMBER DAYA MANUSIA DI SD ISLAM)." Jurnal Pendidikan Agama Islam 12, no. 1 (June 2, 2015): 109–20. http://dx.doi.org/10.14421/jpai.2015.121-08.
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The main objective in the recruitment process in schools is getting human resources or educators (teacher) is appropriate for a particular position so that the person is able to work optimally and can survive in school for a long time. Implementation of recruitment is a very important task, crucial and requires a great responsibility. This is because the quality of human resources that will be used schools rely heavily on recruitment and selection procedures were carried out. Based on interviews and observations made, it can be analyzed that the implementation of teacher recruitment aims to get teachers who are professional and have the best qualifications. Recruitment of new teachers is not held every year since in accordance with the needs of the school if there are vacant positions then held recruiting new teachers to fill positions corresponding field. Before conducting the necessary preparation for the recruitment of new teachers, new teacher recruitment preparation should be done so through the recruitment of school can obtain a good teacher management in order to improve the quality of school-based education.
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Meilina, Susiyanti. "IMPLEMENTASI PENGELOLAAN ADMINISTRASI PERSONALIA PADA PT. GANDA PRABU NUSANTARA PEKANBARU." Ensiklopedia Sosial Review 2, no. 3 (September 26, 2020): 197–207. http://dx.doi.org/10.33559/esr.v2i3.563.
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Implementation of personnel administration at PT. Ganda Prabu Nusantara begins with the process of human resource planning, the activities carried out to determine the human resource needs of a company. The purpose of this research is to: 1) find out how the implementation of personnel administration management at PT.Ganda Prabu Nusantara; 2) find out what are the obstacles encountered in the implementation of personnel administration management at PT. Ganda Prabu Nusantara; 3) find out what are the efforts made to overcome obstacles in the implementation of personnel administration management at PT. Ganda Prabu Nusantara Pekanbaru. This type of research is a qualitative study using descriptive methods, namely research that tries to describe, tell, and interpret a phenomenon that occurs at the present time. . The selection of informants in this study was chosen by incidental sampling, namely sampling by taking individuals who can be reached or met .. The type of data is primary data and secondary data collected through interviews, observation, and library research. The analysis technique used is qualitative analysis. The results of this study indicate that: the implementation of personnel administration management at PT. Ganda Prabu Nusantara Pekanbaru that the planning was carried out by the chief director and his senior staff in order to obtain a mature plan regarding the programs of PT. Ganda Prabu Nusantara going forward. The conclusion is the implementation of personnel administration management at PT. Ganda Prabu Nusantara is that in recruiting employees requires a workforce planning process, because there are no mistakes in recruiting employees in recruitment. The method used by PT. Ganda Prabu Nusantara is the open and closed method. In recruiting PT. Ganda Prabu Nusantara employees have certain criteria that must be possessed by prospective employees, although there are obstacles but there are efforts to overcome them. Suggestions: expected by the leadership of PT. Ganda Prabu Nusantara in carrying out personnel administration must be increased again in order to experience maximum performance improvement; there are trainings and there are adequate incentives for employees based on policies from the leadership.
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Miles, Andrew, and Eugene Sadler-Smith. "“With recruitment I always feel I need to listen to my gut”: the role of intuition in employee selection." Personnel Review 43, no. 4 (May 27, 2014): 606–27. http://dx.doi.org/10.1108/pr-04-2013-0065.
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Purpose – This qualitative study of managers’ use of intuition in the selection process aimed to understand if and how managers use intuition in employee hiring decisions and suggest ways in which the use of intuition might be improved. The paper aims to discuss these issues. Design/methodology/approach – Semi-structured, in-depth interviews were conducted with managers from a range of backgrounds, and with varying experience of recruitment and selection. Findings – Findings revealed that reasons for the use of intuition included personal preferences, resource constraints and recognition of the limitations of more structured approaches. Intuition was used an indicator for performance, personality and person-environment fit. Intuition tended to be used with requisite caution; participants were aware of its limits, the potential for bias and the difficulties in justifying its use; several participants used their intuitions in concert with more structured, non-intuition based approaches. Research limitations/implications – The small-scale investigative study has limited generalisability. The paper concludes with five specific recommendations on how to improve managers’ understanding and use of intuition in employee selection. Originality/value – Despite increased interest in intuition in management there is a paucity of qualitative studies of intuition-in-use in management in general and in personnel in particular. This research helps to fill this gap.
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Rovai, Serena. "Education and human resources management in high‐tech organisations in China." Journal of Knowledge-based Innovation in China 2, no. 2 (July 6, 2010): 186–98. http://dx.doi.org/10.1108/17561411011054814.
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PurposeAt present, in the increasingly global markets, one of the main challenges to international business is how to effectively manage human resources across cultural boundaries. In particular, high‐tech MNCs demand a specific pool of talented individuals with specific technical expertise and personal skills to be adapted to operate in an international arena. That is especially true in the case of China, which has attracted a significant variety of foreign investments from diverse countries and whose people management policies and managerial staff technical and personal skills are reported in some cases to be at a primary stage. The purpose of this paper is to explore the educational context development in China and its related influence on the recruitment and selection process in Western high‐tech MNCs in the People's Republic of China (PRC).Design/methodology/approachThis is a research paper based on multiple case studies and direct face‐to‐face interviews.FindingsChina needs highly trained and highly educated individuals who can work in a dynamic domestic and global marketplace. Under the centrally planned system, the curricula in different universities are not associated to diversification in response to China changing economic needs and scenario. In most of the Chinese universities, many of the disciplines are very narrowly defined because these institutions are responsible for the job assignment of graduates. Despite the unprecedented growth of Chinese higher education thanks to the recent government reforms, the educational system in China still needs to be further restructured in its curricula to provide a sufficient number of qualified managers but however it will take time.Originality/valueNowadays, China needs highly trained and highly educated talents who can work in a domestic highly globalised marketplace. The underlying study will provide insight into those education related factors and their impact on the labour market in China with a specific focus on the search for appropriate technomanagement talents. The paper also provides insights into those educational factors, which produce satisfactory and less‐satisfactory results in recruitment of local talents in foreign technology companies. It also suggests the need for further research in the talent management area and education in PRC in relation to the current lack of data. Recommendations for the possible integration of appropriate educational projects aiming at developing highly talented individuals into those foreign corporations are provided.
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Asseburg, Julia, Fabian Homberg, and Rick Vogel. "Recruitment messaging, environmental fit and public service motivation." International Journal of Public Sector Management 31, no. 6 (August 13, 2018): 689–709. http://dx.doi.org/10.1108/ijpsm-08-2017-0217.
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Purpose Public organisations face increasing challenges to attract young and highly qualified staff. Previous studies have shown that public service motivation (PSM) is associated with a higher propensity to apply for public sector jobs, but the implications from these findings for the design of the recruitment process are still unclear. The purpose of this paper is to investigate how differently framed recruitment messages (i.e. inspirational and rational) affect perceptions of person-job (PJ) and person-organisation (PO) fit, how these associations are moderated by PSM and how they translate into application intentions. Design/methodology/approach The authors conducted a survey experiment and tested the hypotheses in a sample of 600 students in Germany. The experimental stimuli were hypothetical job advertisements in which inspirational and rational messages on organisational missions and job tasks were varied. Findings Results show that recruitment messaging, as mediated by perceived PJ and PO fit, can increase application intentions depending on the framing of the messages. Inspirational framings are more effective in attracting personnel than rational framings, especially when such messages convey specific and extensive information about job tasks. The extent to which recruitment messages translate into perceptions of fit depends, in part, on the level of the applicant’s PSM. Originality/value By focusing on recruitment messages and their framings, this study is among the few that explore how human resource management can capitalise on previous findings of research on PSM. The findings have implications for the selection and presentation of information on organisational missions and job tasks in the recruitment process. In a more theoretical vein, results contribute to the emerging consensus on the role of perceived PJ and PO fit in the attraction to public sector jobs. The authors deepen this reasoning by introducing self-discrepancy theory to the field of public management.
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Harisa Putri, Wika, and Andreas Ronald Setianan. "Job enrichment, organizational commitment, and intention to quit: the mediating role of employee engagement." Problems and Perspectives in Management 17, no. 2 (July 1, 2019): 518–26. http://dx.doi.org/10.21511/ppm.17(2).2019.40.
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In human resource accounting, personnel recruitment cost is an important issue. High turnover of employees triggers this charge. This research focused on the non-financial issue in employee turnovers for various professions. This study examines the effect of job enrichment, a self-development process on the working environment, to the employee’s engagement and organizational commitment, as well as the intention to quit in a different profession. The respondents of this research are 154 workers who have worked at their institution for at least two years. Using moderate regression analysis and testing two models, the first with linear regression, and the second with moderate regression analysis, this research shows that in the first model, job enrichment and employee engagement affect organizational commitment directly. However, in the second model, this study shows that employee engagement cannot moderate the effect of job enrichment on organizational commitment or the intention to quit. This research also finds that employee engagement affects negatively the intention to quit at work. The research findings strengthen the theory that a self-development process capable of generating employee engagement can assist management in controlling employee turnover rates.
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CHERNYSHOVA, Liliia, and Oleksandra YAKOVENKO. "The modern view of preliminaring as an effective technology of personnel selection." Economics. Finances. Law, no. 5/2 (May 29, 2020): 16–20. http://dx.doi.org/10.37634/efp.2020.5(2).3.
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The paper describes the main problems and peculiarities of implementation of the technology preliminaring. A certain topic is relevant for the formation of the company's human resources potential, because it is a source for new innovative ideas and new prospects for any organization. The purpose of the paper is to highlight the modern features of using prelim-ing in domestic enterprises, determine its advantages for a young specialist and study the impact of technology on the competitive development of organizations. The paper defines the positive and negative aspects of preliminaring technology.It is determined that students are inspired to do more, are not afraid to take risks and spend their time on achieving the goal, they are dynamic, effectively comprehend production processes, better perceive innovations, and are enthusiastic, so the inclusion of such a workforce will have a positive impact on the activities of any enterprise. In the research process was considered the probability of introducing preliminaring in the activities of the national stevedoring LLC "Brooklyn-Kiev" and the scheme of the key management stages of implementation preliminaring in the activities of the stevedoring company. It is noticed that the use of preliminaring in the stevedoring company gives an opportunity for the new employee assigned with the use of this technology, adapt to the specifics of the enterprise, production process, corporate culture prevailing in the organization since he's already interned at this company and is familiar with its organizational structure, individual links of the work team. The paper provides recommendations for the effective use of this technology in the activities of innovation-oriented organizations. It is emphasized that a certain technology preliminaringu-a tool that will help bring the company to the forefront in business and any domestic enterprise that considers itself modern and promising should take it into account.
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Pisarska, Aneta Maria, and Joanna Iwko. "The Aspects of Corporate Social Responsibility in the Job Candidates’ Recruitment and Selection Processes in a Teal Organization." Sustainability 13, no. 23 (November 28, 2021): 13175. http://dx.doi.org/10.3390/su132313175.
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(1) Background: Corporate social responsibility (CSR) is a concept, which from its very beginning, has been dividing researchers and practicians into its supporters and opponents. The owners of some organizations can still see in it its great value and implement its premises, among other things, in the human resources management processes. (2) Methods: The aim of the research presented within this article was to define the aspects of CSR in the processes of recruitment and selection of candidates to work in the teal organization and the motifs of implementing the aspects of CSR into these processes. A qualitative research strategy was applied in order to achieve reliable research results, and a single embedded case study was used as a tool of this research. The research information was gathered with the use of the following research methods: interviews, analysis of the documents, and analysis of the audio–visual materials (video recordings). The research was carried out in one of the leading teal companies in Poland, Marco Company Ltd. (3) Results: In the organization being researched, the aspects of the teal organization were identified in ten elements of the job candidates’ recruitment and selection processes. They permeate the entire process of recruitment constituting its inherent feature. The inclusion of CSR aspects into the processes of the job candidates’ recruitment and selection allows the company to gain such candidates who will make up the unique organization culture in cooperation with other Marco Company employees and will also fulfil corporate fundamental vision and mission. (4) Conclusions: The processes realized within the analysed company, including those in the field of job candidates‘ recruitment and selection, are to create a socially responsible and timeless business as the foundation of the welfare of the customers, suppliers, employees, company partners and local society. In order to achieve this purpose, the company needs suitable people, and that is the reason why CSR aspects are already included in the process of job candidates’ recruitment and selection.
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Achmad, Sjafruddin, Hasbi Sjamsir, and Susilo. "MANAJEMEN SUMBER DAYA MANUSIA UNIVERSITAS KUTAI KARTANEGARA." BEduManageRs Journal 2, no. 1 (June 30, 2021): 15–21. http://dx.doi.org/10.30872/bedu.v2i1.589.
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Education is a government effort to educate the people of Indonesia, as mandated in the opening of the Constitution 1945, Human resources education is an important factor for the success of an education that must be managed with the most, because with the management of human resources education this educational institution can produce quality graduatesto realize the quality of the college graduates are required a qualified HR lecturer through the management of human resources in the University of Kutai Kartanegara. Human Resource Management (MSDM) is managing recruitment, selection, awarding, efforts to maintain assessment and promotion of personnel to gain the welfare or sanction of the institutions. The research objectives are: (1) to describe the mechanism of HR recruitment. 2 To describe the efforts to increase HR capability. (3) to describe the HR career level. (4) to describe the welfare of human resources. (5) to describe the process of termination or termination of human resources at Kutai Kartanegara University. This method of research uses a case study method with a qualitative approach. Data collection techniques are conducted with; Interviews, observations, photography, and documentation. Data was analyzed by the interactive model Milles Huberman (1994), namely; Data collection, data reduction, display data, and conclusion. Data validity checks are conducted to test credibility, transferability, dependability and confirmability. The results of the study found (1) Therecruitment of resources lecturer in education and teaching is determined by the quality of lecturers. (2) Improving the resource capability of lecturers measured through performance. 3 Career Enhancement lecturer conducted with the implementation of college followers (4) Lecturers get guaranteed income, based on the performance report of lecturers (5) dismissal and sanctions system and award based monitoring, performance of lecturers using a written record system.