Academic literature on the topic 'Human Resources Management Practices (HRMP)'
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Journal articles on the topic "Human Resources Management Practices (HRMP)"
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Lenart-Gansiniec, Regina, Barbara A. Sypniewska, and Jin Chen. "Innovation-driven human resource management practices: A systematic review, integrative framework, and future research directions." Journal of Entrepreneurship, Management and Innovation 19, no. 2 (2023): 7–56. http://dx.doi.org/10.7341/20231921.
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PURPOSE: It is increasingly emphasized that human resource management practices (HRMP), which refer to recruiting and selection, training and development, compensation and performance appraisal, are of great importance for creating innovation. However, the COVID-19 pandemic has shown that traditional HRMPs are already insufficient, which entails the need to rethink and reformulate them in the direction of more effective innovation while also allowing organizations to survive COVID-19-like crises. While there is an extensive literature on human resources management and innovation, there is still no consensus on innovation-driven HRMP. This study aims to identify and synthesize most significant and trustworthy research contributions of innovation-driven HRMP. In addition, to facilitate theory building in the field of HRMP, this article consolidates the existing knowledge into an integrative framework. This framework can be used by future researchers to identify gaps and ambiguities in the meaning of innovation-driven HRMP. METHODOLOGY: The article presents the results of a systematic literature review of 71 empirical research articles referring to innovation-driven HRMP from the Web of Science and Scopus databases. FINDINGS: The systematic literature review allowed us to identify innovation-driven HRMP, taking into account three levels of analysis: individual, group and organizational, with the latter level of analysis being dominant in previous publications. Recognition of innovation-driven HRMP, taking into account the levels in question, is included in an integrative framework, which is the theoretical basis for guiding future research. Our results confirmed the growing trend in the number of publications on the subject since 2010. Most researchers used a quantitative approach. Based on the first author’s affiliation, authors from Great Britain contributed the largest number of publications. Articles are published in various journals, but mainly in those on human resources management. The research took into account a variety of organizational contexts, predominantly in dynamic and complex industries. Our findings show that the current state of research on innovation-driven HRMP confirms the need for further research in this area. Based on this, we provided thematic gaps and potential questions for future research divided into three levels of innovation-driven HRMP. IMPLICATIONS: Our systematic literature review allowed us to propose implications for future researchers planning to conduct research in the field of innovation-driven HRMP. ORIGINALITY AND VALUE: Our systematic literature review focuses on identifying innovation-driven HRMP along with determining the current state of knowledge and future research directions in this area. In addition, we developed an integrative framework that aims at organizing existing literature but also at identifying promising future research directions into innovation-driven HRMP.
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Alharbi, Ghaleb, Mastura Jaafar, and Nurul Sakina Mokhtar Azizi. "A Review on the Impact of Human Resource Management Practices on Organizations' and Employees' Performance." Journal of Hunan University Natural Sciences 49, no. 12 (2022): 206–17. http://dx.doi.org/10.55463/issn.1674-2974.49.12.21.
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Job performance is one of the most crucial factors which scholars have thoroughly addressed and debated to evaluate employee efficiency. The concept of human resource management (HRM) is a vital influencing factor in enhancing job performance and achieving efficient employee performance. This study aims to investigate how human resource management practices (HRMP) affect organizations' and employees' performance by reviewing the previous studies using the systematic literature review (SLR). The NVivo software was used to analyze the outcomes and findings of the literature review, discussion, and analysis. These studies addressed the relationship between HRMP and employees' performance. They evaluated the most influential variables on job performance. The findings of the reviewed studies showed that Human Resource Management Practices (HRMPs) significantly influence the performance of employees in an organization. Also, the application of HRMPs cannot be uniform worldwide. The extent to which HRMPs have been fully enforced or the emphasis on specific HRMPs differs based on the framework in which businesses or organizations usually function. In summary, most previous studies stated a significant impact of HRMP on job performance despite the debated relationship between HRMP and organizational and employee performance. Further studies on HRMPs across different societies and origins are vital.
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Putra, Andreas W. Gunawan. "”GREEN” HRM: AN EVALUATION AND THE FUTURE AGENDA." Business and Entrepreneurial Review 10, no. 2 (2016): 131. http://dx.doi.org/10.25105/ber.v10i2.13.
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The application of “green” Human Resource Management Practices (HRMP) to achieve a company’s competitive advantage particularly in the hospitality industry is arguably derives from<br />its Human Resource Management strategy. This has been driven by both customer requirements and increasing intensity of competition. It seems essential these days to invest in quality of Human Resources in order to improve its competitive advantage. However, far from being investigated as the difficulty for the consistency and integrity of the application of ‘green’ HRMP in the workplace.<br />Furthermore, a frame of reference for “Green” HRM has yet to emerge. It is suggested that “green”’ HRMP concepts and frameworks could be utilized to improve the hospitality industry<br />maintaining its green environment. This paper examines critical aspects of ‘green’ HRMP theory and practices to underpinning business service performance. Indeed, the paper suggests a research agenda that could begin to investigate these propositions.
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Dai, Xinxing, Yangchun Fang, and Yonghua Liu. "Inclusive human resource management practices influence young new employees’ proactive organizational socialization." Social Behavior and Personality: an international journal 53, no. 3 (2025): 1–16. https://doi.org/10.2224/sbp.13804.
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All new employees experience organizational socialization when they enter a company. Effective organizational socialization is crucial in shaping an enterprise’s competitiveness and helping new employees to achieve better performance. This study explored the effect of inclusive human resource management practices (HRMP) on proactive organizational socialization among younger employees. We adopted a sample of 440 respondents and used multilevel analyses to test the data. The results showed that inclusive HRMP had a positive influence on younger employees’ sense of psychological safety, perception of an inclusive climate, and proactive organizational socialization. In addition, inclusive HRMP influenced proactive organizational socialization via both perception of an inclusive climate and sense of psychological safety. Further, protean career orientation had a moderating effect on these two mediating processes. Implications of the findings are discussed.
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Dr., Mayur A. Dande, Pavan M. Kuchar Dr., and Satya Mohan Mishra Dr. "Changing The Scenario- An Enquiry Into Couples At Work." International Journal of Advance and Applied Research 10, no. 3 (2023): 308–12. https://doi.org/10.5281/zenodo.7697690.
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Innovations are truly the backbone of nearly every stream of thought, these days. Human Resources are not an exception to this. Human resource management practices (HRMP) have been gaining an increased attention especially in the fields of economics of the organization, strategic management and human resource management (HRM) (Laursen and Foss, 2003). Moreover, the past two decades were characterized by noticeable progress in researching human resource management systems (HRMS) (Wei and Lau, 2010). HRMS and innovation relationship in firms is growing as many researchers inspected this area (Vogus and Willbourne, 2003; Beugelsdijk, 2008; De Winne and Sels, 2010; Ma Prieto and Pilar Pérez-Santana, 2014; Chen <em>et al.</em>, 2018). This growing interest is because of the continuous search for having a competitive advantage in a highly turbulent environment (Jimenez-Jimenez and Sanz-Valle, 2008; Shipton <em>et al.</em>, 2005). Innovation can be promoted through proper management of people (Shipton <em>et al.</em>, 2005). Moreover, firms intending to innovate consider HRMP as a precious resource (Beugelsdijk, 2008). Furthermore, human capital when leveraged organizational expertizes are developed, thus innovation would emerge as new products and services (Chen and Huang, 2009). Several ways can be adopted to inspect the HRMP and outcomes linkage. However, the current approach is the following: complementarities or bundle of practices or individual practice in isolation (Wright and Boswell, 2002). This paper seeks to contribute for the comprehension of the HRM and innovation relationship in the context of better halves at work. It has been identified as a black box by several researchers including (Beugelsdijk, 2008; Laursen and Foss, 2003; Messersmith and Guthrie, 2011). Thus, this study tries to inspect the way by which HRM and innovation are linked. Moreover, if there is a need for a mediating or moderating mechanism in the context of recruiting better halves at work to understand such a relation.
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Kao, Jen Shou, Po Jen Chen, Chun Chu Liu, and Tang Chung Kan. "A Study on the Impact of Human Resource Management Measures on Employees' CSR Attitude and ESG/CSR Practices- the Example of Hotel and Catering Service Industries." WSEAS TRANSACTIONS ON SYSTEMS 24 (April 7, 2025): 164–81. https://doi.org/10.37394/23202.2025.24.18.
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In efforts to fulfill the research objectives of this study, we analyzed the influences between human resource management practices and employees' corporate social responsibility (CSR) attitude, and the influences of employees' CSR attitude on Environmental, Social, Governance (ESG) and CSR practices, as well as the mediating effect of employees' CSR attitude on the relationship between human resource management practices, ESG and CSR practices. This study utilized a number of social platforms, such as FaceBook, LINE, and Instagram, and employed the convenience sampling method to select employees in the hotel and catering service industries. Electronic questionnaires were distributed to collect data, and 284 valid copies of questionnaires were recovered. According to the research results, the following three findings were revealed. 1.CSRaFac2 and CSRaFac3 have partial mediating effects on the relationships between HRMp and the dependent variables CSRpC and CSRpS. 2. CSRaFac2 and CSRaFac3have partial mediating effects on the relationships between HRMp and the dependent variables ESGe and ESGs. 3.CSRaFac2 and CSRaFac4 have full mediating effects on the relationships between HRMp and the dependent variable ESGg. Facing the shortage of human resources in the service industry, it is recommended that hotel and catering enterprises should not only pay more attention to actual CSR practices but also invest in ESG progressively.
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Shriedeh, Fayez Bassam. "Employee Turnover in the Fast Food Restaurants: Investigating the Role of Human Resource Management Practices." International Journal of Human Resource Studies 9, no. 4 (2019): 205. http://dx.doi.org/10.5296/ijhrs.v9i4.15559.
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High Turnover (TO) rate among Fast Food Industry (FFI) employees is a critical issue faced by the Jordanian hospitality industry and be detrimental to the growth of the industry. Following that, is important to analyse the factors that lead to high TO rate among FFI employees. This study aims to examine the effect of Human Resource Management Practices (HRMP) and Intention to Leave (ITL) among FFI employees in Jordan. Five HRMP have been included in this study namely training, reward, benefit, performance appraisal and staffing. Using a sample of 245 FFI front-line employees working in Amman, this study has employed a quantitative research approach to answer the research questions. Multiple regression analyses using SPSS was performed to test the hypotheses of this study. As expected, HRMP namely, reward and benefit dimensions of HRMP found to be most significant practices in influencing ITL in this study. The findings of this study contribute to existing literature on the management of Human Resource (HR) and employee TO. It provides insights on the relationships between HRMP and ITL. Practical implications are also provided to managers to reduce TO among FFI employees in Jordan.
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Ibrahim, Mahdani, Maulana Alimin, and Banta Karollah. "Does Human Resource Management Practices Moderate The Relationship Between Nepotism and Attitude?" AFEBI Management and Business Review 5, no. 2 (2020): 31. http://dx.doi.org/10.47312/ambr.v5i2.316.
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<em>This study aims to examine the moderating effect of human resource management practice (HRMP) variables on the relationship between nepotism variables and attitude variables (job satisfaction, organisational citizenship behaviour (OCB) and organisational commitment).A research sample of 300 workers in the three largest hospitals in Aceh (Dr. Zainoel Abidin General Hospital, Meuraxa General Hospital and Harapan Bunda Hospital). Primary data were obtained by distributing questionnaires to participants in the three hospitals with 100 questionnaires each.Data were analysed using simple regression and moderated regression analysis.The results of our analysis found that HRMPs have a moderating effect on the relationship between nepotism and job satisfaction and nepotism and organisational commitment.The moderating effect of HRMPs was not found in the relationship between nepotism and OCB.</em>
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-, Jackson. "The Important Role of Human Resource Management Practices, Worker Motivation, Leadership, Work Commitment, and Employee Performance." Jurnal Dinamika Manajemen 15, no. 2 (2024): 372–92. http://dx.doi.org/10.15294/jdm.v15i2.10449.
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The performance of a company can be seen from the performance of the human resources in it. Employee performance can be influenced by several supporting factors such as employee motivation, leadership, human resource management practice, and work commitment. This study aims to examine how human resource management practice, employee motivation and leadership impact employee performance with work commit-ment as an intervening variable. This research includes quantitative descriptive research using a questionnaire as a tool to collect data. The number of respondents in this study was 435 using purposive sampling method. Analysis using PLS with a predetermined research method to get the results of the study. Based on the test results obtained, HRMP has a positive effect on work commitment. Leadership, work commitment and work motivation have a positive effect on employee performance. HRMP has a positive effect on employee performance mediated by work commitment. Based on the results of existing research, it is necessary to conduct further research on other sectors other than the technology industry because this sector is quite different from other sectors.
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Gope, Sharmila, Gianluca Elia, and Giuseppina Passiante. "The effect of HRM practices on knowledge management capacity: a comparative study in Indian IT industry." Journal of Knowledge Management 22, no. 3 (2018): 649–77. http://dx.doi.org/10.1108/jkm-10-2017-0453.
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Purpose Successful businesses demand high-performing human resource management practices (HRMP) and effective knowledge management capacity (KMC) to enhance the overall organizational performance. Rapid growth of both local and multinational companies operating in knowledge-intensive industries has increased the global competition in the labor market, also for the developing economies. Therefore, attracting valuable human capital, retaining talents and managing effectively knowledge to deliver on the latest technologies and innovative solutions and services are the biggest challenges in the modern IT industry. The purpose of this paper is to examine the influence of HRMP on KMC through a cross-case analysis including four companies operating in Indian IT sector. Based on the existing studies in this field, five key HRMP have been identified (i.e. recruitment and selection, training and development, compensation and reward, employee retention and career development), as well as two key processes supporting the KMC (i.e. knowledge acquisition and knowledge sharing). Design/methodology/approach The paper adopts a qualitative research method based on a multiple case study, and it uses primary and secondary data collected through desk research and field interviews. Findings Results show the existence of HRMP aiming to enhance the individual learning, motivation and retention of employees for knowledge acquisition and knowledge sharing, in the strategic perspective to improve the organizational performance. Research limitations/implications The paper presents some limitations, which may provide scope for future research. First, being the study a qualitative multiple case analysis, a more extensive research is needed to generalize the results and investigate further relationships existing between HRMP and KMC. Moreover, a deep investigation on the organizational performance dimensions (e.g. sales growth, cash turnover, financial goal achievement) is required to verify the existence of possible links. Finally, a further limit consists in considering only knowledge acquisition and knowledge-sharing processes, excluding another crucial knowledge management (KM) process such as knowledge application. As for the research implications, the paper contributes to investigate the role of HRMP in supporting KMC in Indian IT companies, which represents a context of research not so much investigated. Practical implications From a practitioner point of view, the study can be helpful to HR and KM managers for motivating employees to undertake learning processes and enhance their performance, as well as to acquire and share knowledge resources that are useful for the organization to remain innovative and stay competitive. Originality/value As the influence of HRMP on KMC has not been widely studied in the Indian IT industry, the study may open the field for further studies on a deeper investigation of the relationships existing between human resources management (HRM), KM and organizational performance in knowledge-intensive industries in India and, more in general, in developing economies.
Dissertations / Theses on the topic "Human Resources Management Practices (HRMP)"
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Al, Wahshi Adnan S. "Human resource planning practices in the Omani Public Sector: An exploratory study in the Ministry of Education in the Sultanate of Oman." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2016. https://ro.ecu.edu.au/theses/1915.
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Human resource planning (HRP) is the management process that helps organisations prepare for the number of employees and the types of skills needed to achieve organisational goals and objectives. In short, the aim of HRP is to have the right people in the right place at the right time. However, unlike the private sector, HRP practices are not widespread in the public sector. Literature on the ways in which HRP is conducted in public sector organisations has been limited to date. While the process of moving from traditional models of public management to New Public Management (NPM), and the Resource-Based View (RBV) approach implies the need for emphasising the central role of the Human Resource Management (HRM) function, the question of how public-sector organisations implement HRP remains largely unanswered in the existing management literature.
The focus of this study was to explore the current practices of HRP in the Ministry of Education (MoE) in Oman, an unexplored context, in order to gain an understanding of good practice, and recommend further improvements. An interpretive case study methodology was adopted for this study which enabled the researcher to gain access to the tacit knowledge held by experienced practitioners who are involved in HRP processes in the MoE.
The analysis of data collected through interviews with key informants revealed that despite the implementation of some strategies, the MoE did not formulate or implement a comprehensive HRP approach. The focus for the MoE remains on operational and annual requirements with only few attempts made to incorporate HRP into strategic planning efforts or to involve HRP professionals in strategic planning processes. Strategic and operational HRP practices in the MoE have lagged the good practices highlighted in the literature. The results from this study also indicate that HRP professionals lack the ability, knowledge, and skills necessary to develop and implement effective HRP practices. The study found that HRP in the MoE is influenced by both external and internal factors. The external factors were government policies, the legal context, the labour market and the economy, while the internal factors included organisational structure and culture.
Through cross-comparison and alignment of MoE practices with those best practices identified in the literature, the key characteristics of good HRP practices in Oman’s MoE were identified. This study begins to address this issue by attempting to use RBV and NPM theories to explain how HRP practices are currently recognised and used in publicsector organisations. The implications of the study suggest that having HRP in place is conducive to improving the competitiveness of the organisation. Moreover, under the principles of NPM, the study has been able to show how people at both strategic and operational levels of public organisations adopt, develop and manage the new concept of strategic HRP to continually improve organisational performance. This calls for researchers and those interested in the theory to give particular attention to the development of the skills and competencies of HRP professionals, including the skills needed to explore the ways that HRP is used to achieve competitive advantage. Further, in order to facilitate the effective adoption and application of NPM reforms, efforts should be made to prepare public-sector organisations well in terms of their culture, policies, rules and regulations.
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Madeira, Sara de Oliveira Barradas Filipe. "Impact of the HRM content (i.e. practices) and process (i.e. strength) on individual and organizational outcomes, in the hotel industry." Master's thesis, NSBE - UNL, 2013. http://hdl.handle.net/10362/11630.
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A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics<br>This study aims to explore the impact of the HRM content (i.e. HRM practices) on
individual (proximal) and organizational (distal) outcomes, in the hotel industry context, as well as the influence of the HRM process (i.e. HRM strength) as a mediator in the link between HRM practices and individual and organizational outcomes. A total of 202 responses from non-supervisory employees and 38 from supervisors, from 7 hotels in Algarve, were collected and analysed. HRM practices were grouped into three HRM bundles, through an exploratory factor analysis – Internal Labour Market, Employee Involvement and Meritocracy and Security. These HRM bundles were found to have a significant association with both proximal and distal outcomes. Specifically, Internal Labour Market was associated with Job Satisfaction, Organizational Citizenship
Behaviour, Work Engagement and Innovative Behaviour; Employee Involvement was
associated with Job Satisfaction, Organizational Commitment towards the
Organization, Organizational Citizenship Behaviour, Work Engagement and Innovative
Behaviour; and Meritocracy and Security was only significant with Organizational
Commitment towards the Organization, Organizational Citizenship Behaviour and
Innovative Behaviour. Both Internal Labour Market and Meritocracy and Security
positively affect Organizational Innovation. Some of the relationships obtained were
mediated by Strength of the HRM system, but not all. Strength of the HRM system
reveals itself as a signalling mechanism to increase visibility and relevance of some
bundles of HRM practices. Implications of these findings are also discussed.
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Kaeomanee, Sukree. "Human resource management practices that encourage continuous quality improvement practices in small and medium-sized enterprises in the food processing sector in Thailand." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2009. https://ro.ecu.edu.au/theses/1839.
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This research aims to identify the Human Resource Management Practices (HRMPs) that encourage the Continuous Quality Improvement Practices (CQIPs) in Small and Medium-size Enterprises (SMEs) in Thailand. The multiple methods approach was used for the data collection of this research in order to provide triangulation of the data. The HRMPs that encourage CQIPs were identified based on the statistically significant regression coefficients. Implications for the practitioners and the academia were drawn and future research themes were suggested.
The first stage of data collection was the case studies using semi structured interviews with eight SMEs selected for convenience from four provinces around Bangkok, the capital of Thailand. The second stage was the nation-wide survey carried out in 45 major cities of Thailand from which 208 responses to the questionnaire were usable for the analysis.
Findings from the case studies and the surveys were concluded together. This research investigated CQIPs in three areas: employee participation, process improvement and customer oriented production. It was found that CQIPs in SMEs were mostly informal. Suggestions by employees informally to the owners and delegation of decision making to supervisors were the main practices for employee participation. Process improvement was based on the competence of the owners and key areas of efficiency optimisation were costs and lateness of delivery. Long-term trading with suppliers was favoured but without any documented supply agreement. Conformance to standards and regulations was requested by customers or government authorities but some cooperation with supporting organisations was voluntary. The firms acquired feedback from customers through salespersons and the owners. Social alignment was made through activities with consumers‟ organisations.
HRMPs used in the SMEs in the food processing sector in Thailand were examined in four aspects: recruitment, training, compensation and appraisal. In the aspect of recruitment, the most used source of employees was referrals from existing employees, the main selection method was interview and qualifications most sought were honesty and willingness to work. In the aspect of training, most of the firms used supervisors as the trainers for informal on-the-job training. No budget or a very small budget was allocated for training and very a small number of employees were trained. Work methods were the main contents for training. In the aspect of compensation, wages were paid based on skills and experience with overtime pay as the most desirable additional income for employees. A wide variety of non-monetary benefits was provided while incentives were used mainly for urgent work. In the aspect of appraisal, most of the firms had no appraisal. Appraisals used were informally made by the owners using personal conduct and work performance as the main criteria. Appraisal results were used mainly for wage rate increases.
The HRMPs that encouraged CQIPs were identified based on the regression coefficients using Linear Multiple Regression with the method that all the independent variables (HRMPs) in a given scope were entered into the analysis in a single step. The HRMPs that their coefficients were statistically significant at the level of .05 or less were construed to be the HRMPs that encourage CQIPs.
All of the HRMPs were found to encourage CQIPs but the number of CQIPs encouraged by each HRMP differed. In the function of recruitment, HRMPs in this category include two sources of employees: the referrals from the existing employees and the Government Job Centre, an employee selection method: the interviews by supervisor and two qualifications of applicants: education and personal characteristics. In the function of training, the HRMPs that encourage relatively large number of CQIPs include four types of trainers: the owners, supervisors, co-workers and trainers from private firms; a training content: team skills; two types of information used as training needs: employees‟ complaints and accidents. It is observed that the trainers from Government Training Centre do not encourage any CQIPs. In the function of compensation, the HRMPs that encourage relatively large number of CQIPs included two types of the qualifications used to determine primary compensation: education and personal characteristics; two types of monetary benefit: education allowance and overtime pay; three types of non-monetary benefit: recognition, outfits and parties in occasions. In the function of appraisal, the HRMPs that encourage relatively large number of CQIPs include three types of appraiser: the owners, supervisors and customers and a type of appraisal: group appraisal.
It is observed that the HRMPs that encouraged a relatively large number of CQIPs were in the functions of training and employee performance appraisal. Overall relationships between HRMPs and CQIPs indicated the importance of supervisors in SMEs. The roles of supervisors in employee selection, training and appraisal encouraged a large number of CQIPs in all three areas of employee participation, process improvement and customer oriented production. It is observed that most of the statistically significant relationships were related to the quite formal practices of both HRMPs and CQIPs. A few HRMPs related to the roles of the owners showed some negative impacts on CQIPs.
The impacts of the characteristics of the firms on CQIPs and HRMPs and the impacts of CQIPs and HRMPs on business results were analysed using the same statistical technique. Among the characteristics of the firms, only education of the owners indicated impacts on several CQIPs and HRMPs. Size of the firms affected a small number of CQIPs and HRMPs but age of the firm, age of the owners and experience of the owners did not affect any CQIPs or HRMPs. Both CQIPs and HRMPs were associated with some aspects of satisfaction of the owners with their business results.
For business practitioners, implications and suggestions arising from this research were related to the developments of supervisors and the owners in cooperation with governmental organisations, education institutions and industrial organisations. By working together on the HRMPs suggested in this research, these groups could further quality and productivity in Thai SMEs. Future research themes for academia were suggested to be further investigation into the „cause and effect‟ relationships between HRMPs and CQIPs and the appropriate roles of the supporting organisations.
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Palhinha, Inês Godinho Teles. "O compromisso organizacional num contexto de insegurança laboral." Master's thesis, ISPA - Instituto Universitário, 2013. http://hdl.handle.net/10400.12/2794.
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Dissertação de Mestrado em Psicologia Social e das Organizações, apresentada ao ISPA - Instituto Universitário<br>Este estudo pretende analisar a relação entre Insegurança Laboral e Compromisso Organizacional e verificar se as Práticas de Gestão de Recursos Humanos exercem um efeito moderador nesta relação. Participaram neste estudo 525 participantes, colaboradores de diferentes organizações de todo o território português. Os resultados revelaram um efeito negativo e significativo entre Insegurança Laboral e Compromisso Afetivo; um efeito negativo e significativo entre Insegurança Laboral e Compromisso Normativo e um efeito positivo mas não significativo entre Insegurança Laboral e Compromisso Calculativo. Não foi possível comprovar a existência de um efeito moderador das Práticas de Gestão de Recursos Humanos na relação entre Insegurança Laboral e Compromisso Afetivo e Insegurança Laboral e Compromisso Normativo. Verificou-se, no entanto, um efeito moderador das Práticas de Gestão de Recursos Humanos na relação entre Insegurança Laboral e Compromisso Calculativo. Observou-se ainda que, as Práticas de Gestão de Recursos Humanos que exerceram um efeito moderador na relação entre Insegurança Laboral e Compromisso Calculativo foram: Integração e Acolhimento; Avaliação de Desempenho, Carreira e Comunicação<br>ABSTRACT This study aims to provide empirical evidence about the relationship between Job Insecurity and Organizational Commitment. Additionally, it has been tested if Human Resources Management (HRM) practices plays a moderator effect on the relationship between Job Insecurity and Organizational Commitment. The results were based on a sample of 525 individuals, working in different organizations across the country. Results indicated a negative and significant relationship between Job Insecurity and Affective Commitment; a negative and sigificant relationship between Job Insecurity and Normative Commitment and a positive but not significant relationship between Job Insecurity and Continuance Commitment. It was not possible to establish a moderation effect of Human Resources Management (HRM) practices in the relationship between Job Insecurity and Affective Commitment and Normative Commitment. However there was a moderating effect of the Human Resources Management (HRM) practices in the relationship between Job Insecurity and Continuance Commitment. The study also finds that the Human Resources Management (HRM) practices that have a moderation effect between Job Insecurity and Continuance Commitment were Reception and Integration, Performance Appraisal, Career and Communication.
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Santos, Denise. "Práticas de gestão de recursos humanos nas pequenas e médias empresas: estudo multicaso." Master's thesis, Instituto Politécnico de Setúbal. Escola Superior de Ciências Empresariais, 2016. http://hdl.handle.net/10400.26/17029.
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Dissertação apresentada para cumprimento dos requisitos necessários à obtenção do grau
de
Mestre em Ciências Empresariais<br>Os recursos humanos (RH) são, por muitos, considerados os recursos mais importantes de uma empresa. Tendo em conta que as pequenas e médias empresas (PME) apresentam extrema relevância no contexto de trabalho em Portugal, quer pela dominância no tecido empresarial português quer pelo volume de emprego enfatiza-se a importância do estudo sobre as práticas de Gestão de Recursos Humanos (GRH) que são afetas a este tipo de empresas.
A presente investigação tem como objetivo central compreender de que formas são aplicadas as práticas de GRH nas PME, nomeadamente as práticas de recrutamento e seleção, acolhimento e integração, formação profissional, avaliação de desempenho, remunerações e gestão de carreiras bem como os mecanismos de comunicação interna utilizados. A opção metodológica recaiu sobre um estudo multicaso realizado a três PME tendo como principal método de recolha de informação a realização de entrevistas semidiretivas.
Os resultados permitem aferir que, de um modo geral, todas as empresas estudadas possuem práticas pouco formalizadas e tendencialmente centradas na redução de custos que conduzem, consequentemente, à existência de um fraco grau de formalização a nível dos procedimentos em volta da sua implementação sendo notória a ausência de mecanismos estruturados e padronizados. As práticas de GRH acontecem maioritariamente como resposta à necessidade de responder às exigências diárias e imposições/obrigações legais, pelo que alguns conteúdos da GRH apresentam-se apenas como procedimentos padrão para o funcionamento da organização, evidênciando a presença de isomorfismo.
Apesar de os resultados demonstararem que as empresas apresentam, generalizadamente, um elevado grau de informalidade foi ainda possível verificar que os níveis de formalidade estão relacionados com o tamanho das empresas. As empresas menores apresentaram níveis menores de informalização comparativamente com uma empresa com um número maior de trabalhadores.<br>Human resources (HR) are by many considered the most important resource of a company. Small and medium-sized enterprises (SME) are extremely relevant in the Portuguese labour market context, both by the dominance in Portuguese bussiness community and by the volume of employment that it represents. This fact emphasizes the importance of studying HRM practices that are relevant to this type of company.
This research aims to study HRM practices in SMEs, with particular focus on recruitment and selection, orientation of new employees, professional training, performance appraisal, compensation, benefits and career development as well as the internal communication mechanisms used. The methodological option was a multicase study carried out to three SMEs, using semi-directives interviews as the main method of data collection.
The results demostrate that, in a general way, all the studied companies have practices that have a low level of formalization and tend to be centered in the costs reduction, which consequently, leads to the existence of a low level of formalization in the procedures around its implementation, being notable the lack of structured and standardized proceadures. HRM practices occur mostly in response to daily requirements and legal obligations and some of its content is only a standard procedure for the company operation, evidencing the presence of isomorphism.
Although the results show that the studied companies have a low level of formality in general, it was possible to verify that the levels of formality are related to the size of the companies. The smaller companies presented lower levels of formalization compared to the company with a larger number of workers.
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Sozer, Seray. "An Evaluation Of Current Human Resource Management Practices In The Turkish Private Sector." Master's thesis, METU, 2004. http://etd.lib.metu.edu.tr/upload/12605640/index.pdf.
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This study explored human resource management (HRM) functions of 200 work organizations operating in Turkey using a questionnaire. The participating organizations were the members of either the Personnel Managers Association or the Quality Association in Turkey. Job analysis and design, recruitment and selection, orientation and employee training, performance appraisal, career planning and development, human resource planning, compensation management and incentives, managing employee health and safety were among the fields that were examined. In addition to the prevalent HRM functions, the profile of Human Resource Departments of the organizations (i.e., title, size, number of hierarchical levels, etc.), the characteristics of HRM managers (education, age, gender, experience, etc.) were also examined. For example, it was found that the departments operating in field of HRM were named Human Resource Department in 59.5% of the organizations in the sample. Moreover, the results indicated that the main HRM areas practiced by the private sector organizations operating in Turkey were personnel selection, employee recruitment, training and development, compensation management, and employee orientation. Nevertheless, the other essential functions of HRM, such as job analysis, human resource planning and career planning, and development were not practiced as frequently. Whether those functions were frequently practiced or not, each of them was further analysed in terms their specific applications. Another aim of the present study was to compare the practices of HRM in Turkey with its applications in the world. For instance, the results demonstrated that recruiting via internet was practiced frequently in the surveyed organizations and in the US companies. The present study also revealed that personnel selection methods, such as interviews, were popular among surveyed organizations and organizations in Eastern European countries, England, and the US.
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Li, Shaoheng. "Human resource management in privately-owned SMEs in China : determinants, HRM practices and employee outcomes." Thesis, University of Manchester, 2016. https://www.research.manchester.ac.uk/portal/en/theses/human-resource-management-in-privatelyowned-smes-in-china-determinants-hrm-practices-and-employee-outcomes(99ed3e6b-a9cf-4e67-9a84-974cd1a1e916).html.
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The role of small and medium-sized enterprises (SMEs) in stimulating economy, promoting employment and enhancing social stability is increasingly recognised, especially in developing countries. Given SMEs' considerable contribution, it is necessary to facilitate their healthy growth. Human resource management (HRM) is highlighted for SMEs as 'people' are the key factors in determining the future of these organisations. Given that the existing HRM literature is largely centred upon western contexts and large-sized enterprises, the main aim of this research is to develop an understanding of how HRM practices function in privately-owned SMEs in the mainland of China by exploring the current situation regarding the adoption of HRM practices, the influential factors in shaping HRM practices, and how HRM practices impact on employee outcomes. A conceptual framework is constructed by drawing on concepts found within existent HRM frameworks and theories. The resulting research framework sheds light on the connections among three types of influential factors, five groups of HRM practices by function, and two HR outcomes at the individual level in the chosen context. This research adopts a mixed methodology approach to answering the set of research questions emerging from the literature review. The data were collected by 227 valid self-completed questionnaires (Cronbach's alpha=0.923) and 48 semi-structured interviews in 24 privately-owned SMEs located in Jiangsu and Shaanxi provinces in China. The research findings reveal a number of similarities and differences in HRM practices in the SME sector in China. More importantly, they suggest that SMEs have tended to adopt increasingly formal HRM practices over time though informalities remain in some aspects, providing a positive indication that SMEs are moving forward in formalising the practices. The findings also reveal that different HRM practices exist in different locations in China, suggesting distinct HRM patterns might exist across or even within provinces in China. The findings further reveal that institutional factors force SMEs to improve the practices in order to better cope with the emerging problems and conflicts embedded in the labour market and the changes in legislation. Given the market orientation of SMEs and the younger generations' characteristics, the impacts of cultural values of respect for hierarchy and seniority appear to have become increasingly weakened in the sector. The examination of relationship between HRM practices and HR outcomes demonstrates that all five groups of HRM practices are predictors for affective commitment, normative commitment and turnover intention, among which training and development and reward management practices have the strongest predictive power. It is noted that continuance commitment is not found applicable to the Chinese sample, indicating the partial transferability of the western three-component model of organisational commitment into the Chinese context. Therefore, theoretically, the findings extend the knowledge in the field of HRM in SMEs by developing the framework of determinants-HRM practices-outcomes and revealing the causality of HRM practices-employee outcomes in the SME sector in China. Practically, the findings are likely to be helpful to SME owners and practitioners in formulating effective HRM policies and practices to achieve desirable outcomes. The findings in relation to the impacts of institutional factors offer a potential contribution to national policy development for the purpose of assisting the growth of SMEs.
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Hur, Yongbeom. "ORGANIZATIONAL PERFORMANCE, TURNOVER, AND HUMAN RESOURCE MANAGEMENT: FOCUSING ON MUNICIPAL POLICE SERVICES." Lexington, Ky. : [University of Kentucky Libraries], 2007. http://lib.uky.edu/ETD/ukypaud2007d00576/ETD.pdf.
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Thesis (Ph. D.)--University of Kentucky, 2007.<br>Title from document title page (viewed on June 12, 2007). Document formatted into pages; contains: viii, 222 p. : ill. Includes abstract and vita. Includes bibliographical references (p. 205-219).
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Wapshott, R., O. Mallett, and David P. Spicer. "Exploring change in small firms' HRM practices." Springer, 2014. http://hdl.handle.net/10454/17815.
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yes<br>The academic literature widely acknowledges changes and variation in the practices of small firms but only a small amount of empirical work has explored the processes through which HRM practices undergo change. Research has tended, instead, to examine the presence and effectiveness of HRM in small firms and has often viewed this in terms of a deficit model relating such practices to an understanding of HRM derived from larger firms. This chapter focuses on the recruitment and selection and staff payment practices in use in three small services firms to explore the everyday, ongoing detail of their HRM processes and practices. Identifying the different processes through which recruitment and selection and staff payment practices changed in the participant firms provides a base for discussing persistent forms of informality and the lack of stability that reflects the everyday realities of the firms, not only in contrast to their formalized policies but in engagement with them. This chapter advances understanding of selected HRM practices in small services firms after periods of formalization and adoption of HRM policies and practices. The chapter also discusses how developing knowledge of small firms’ HRM practices in this way has implications for researchers and practitioners.
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López-Cotarelo, Pérez Juan Pablo. "HRM in practice : an application of actor-network theory to human resource management in retail." Thesis, University of Warwick, 2012. http://wrap.warwick.ac.uk/57619/.
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HRM practices have predominantly been seen as means put in place by top management to achieve certain ends. This thesis argues that approaching the HRM phenomenon in this way is limiting because it establishes a divide in HRM activities between those aspects that conform to top management intentions, contribute to consistency of HRM practices, and produce desired effects; and those that are not part of top management design, are a source of variability in HRM practices, and are at best irrelevant, at worst detrimental to the efficacy of HRM practices. Variability in HRM practices within organisations has become an important focus for debate in the strategic human resource management (SHRM) literature. This thesis argues that an alternative view of HRM is required for the field to move forward. Practice perspectives in organisation and management studies provide the basis for an alternative approach to studying HRM. Actor-network theory is particularly well suited for examining patterns of repetitive activity across time and space, and thus constitutes a useful framework for understanding consistency and variability in HRM practices. This thesis presents empirical research that applies actor-network theory to provide a ‘flat’ description of HRM activities in a large UK-based fashion retailer. Through an innovative research design that uses participant narratives of HRM episodes (n=112), HRM activity in the company is characterised as distributed, emergent and patterned. It is distributed in the sense that employment outcomes were produced through assemblies of heterogeneous –human and nonhuman– elements. It is emergent in the sense that the set of associations that were made in order to produce an employment outcome was not predictable, nor was the outcome itself. Both were the result of the associations that became stabilised during the flow of activity. Finally HRM activities were patterned through the standardising actions of central actors and their associated artefacts. In particular members of the HR department found ways to retrieve information from the field, transform it into standards, and deploy these standards back to the field in order to produce repetitive patterns. This alternative view of HRM implies a novel understanding of the nature of HRM practices, the role of variability and consistency, and the ways in which the effects of HRM may be produced. Such understanding acknowledges that effects of HRM are produced as much through variability as through consistency, and that these must not be understood as opposite, mutually exclusive features of HRM systems. The implications for research and practice are wide-ranging. This thesis strongly advocates a case study research programme that provides rich descriptions of HRM activities in diverse settings, as the best way to advance the field and produce practitioner relevant knowledge and advice. Practitioners are advised to pay attention to the processes through which HRM outcomes are produced in their organisation, and to the means by which they themselves deploy their agency to create patterns in those processes.
Books on the topic "Human Resources Management Practices (HRMP)"
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Kaufman, Bruce E. Hired hands or human resources?: Case studies of HRM programs and practices in early American industry. Cornell University Press, 2010.
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Dossova, S. N. Human resources management policies and practices in Kazakhstan. Qazaq universitetī, 2014.
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Betcherman, Gordon. HRM trends in the wood sector: Results of the human resource practices survey. Industrial Relations centre, Queen's University, 1993.
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Leonard, Edwin C. Supervision: Concepts & practices of management. Thomson/South-Western, 2007.
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Institute, Saratoga, and American Management Association, eds. Retention management: Strategies, practices, trends : a report. American Management Association, 1997.
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McMullen, Kathryn Elizabeth. HRM trends in the business services sector: Results of the human resource practices survey. Industrial Relations centre, Queen's Unversity, 1993.
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Pisciotte, Joseph P. State & local government manager's guide to human resources practices. Sheshunoff Information Services, 1998.
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Hilgert, Raymond L. Supervision: Concepts and practices of management. 5th ed. College Division, South-Western Pub. Co., 1991.
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Hilgert, Raymond L. Supervision: Concepts and practices of management. 6th ed. South-Western College Pub., 1995.
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Hilgert, Raymond L. Supervision: Concepts and practices of management. 8th ed. South-Western College Pub., 2001.
Find full textBook chapters on the topic "Human Resources Management Practices (HRMP)"
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Thanh Hung, Nguyen. "Impact of Human Resource Management Practice on Organizational Performance: The Case of Food Processing Enterprises in Vietnam." In Business, Management and Economics. IntechOpen, 2022. http://dx.doi.org/10.5772/intechopen.108003.
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This research aims at exploring relationship among Human resource management practices (HRMP), corporate social responsibility (CSR), Organizational commitment (OC) and food processing enterprise’s performance. The sample size of 438 was collected from staffs and managers in 278 food processing enterprises in Viet Nam. Analytical method Structure Equation Model is used to analyze the data. The results of the study showed that HRMP directly positively influences demissions of CSR including CSR to employees, customers and environment. CSR positively relates to organizational commitment. However, there was only directly link between CSR to customers and enterprise’s performance. Although HRMP was not directly influence on organizational performance, it was the significant predictors indirectly through CSR and OC. Therefore, it is necessary to improve the functions of HRM practices such as recruitment and training, job evaluation, salary, Compensation, job stability and encourage participation in innovation combined with implementing CSR aspects.
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Wang, Juan, Qiang Li, and Min Chen. "Re-Engineering Approach on Human Resources Management Practices (HRMP) Towards Chinese Teaching System in Nursing Programs." In Modern Management based on Big Data III. IOS Press, 2022. http://dx.doi.org/10.3233/faia220099.
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The purpose of this study is to discuss the re-engineering strategies on human resource management practices in China’s higher education system, particularly in Nursing institutes. The Lecturers in Chinese nursing higher education institutions have limited deliveries (sessions) on Human Resources Management (HRM) module, thus the nurses have a challenge while dealing with patients. Through this research, it has been highlighted with evidence to teach students practical HRM skills has numerous benefits and so that Chinese nursing students can match their academic understanding with their practical experience. By reviving this practice, it becomes a process of re-engineering in Chinese teaching systems. This applied research had 91 respondents collected through primary data. SPSS tool is used to analyse these datasets. ANOVA and Measurement model analysis were done based on the data collected.
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Moore, Fiona, and Peter Enderwick. "Human Resources Management Strategies." In International Business. Oxford University Press, 2022. http://dx.doi.org/10.1093/hebz/9780198861898.003.0018.
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This chapter looks at the key resource within any business: people, discussing the management of people in an international business, which involves significant challenges. The chapter examines the additional options in staffing and selection that internationalization brings. It also refers to human resources management (HRM) in an international context, which requires a commitment to effective systems for training, performance appraisal, and compensation, particularly in view of how diversity and equity objectives are addressed. The chapter cites challenges in labour relations practices when conducted internationally and through outsourced arrangements. It deals with the characteristic of the global factory, which considers the management of expatriates and their repatriation as a unique aspect of international HRM.
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Williams, Steve, Liza Howe-Walsh, and Peter Scott. "International human resource management." In Human Resource Management. Oxford University Press, 2012. http://dx.doi.org/10.1093/hebz/9780199605484.003.0015.
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This chapter examines the main aspects of the increasing cross-border dimension to human resources management (HRM) activities, through an investigation of the main features of international HRM (IHRM). It considers the main implications of globalization for the practice of HRM. Then, it focuses on the important role of multinational companies (MNCs) in the global economy, and assess the factors that influence the transfer, or diffusion, of HR practices between their home country headquarters and subsidiaries in foreign locations. The ways in which staff undertaking international assignments are managed is also discussed. Finally, it the chapter explores the concept of 'strategic international HRM'.
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Yılmaz, Sıdıka Ece. "Reshaping Human Resource Management." In Advances in Human Resources Management and Organizational Development. IGI Global, 2024. http://dx.doi.org/10.4018/979-8-3693-4412-5.ch004.
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The COVID-19 pandemic has had a major effect on the field of Human Resource Management HRM, prompting quick adaptation and innovation by organizations around the world. This chapter examines the pandemic's multifaceted effects on HRM practices, highlighting both the challenges that were encountered and the innovative measures implemented in response. The pandemic has hastened the adoption of digital technology, resulting in a considerable increase in remote work habits and digital transformation within organizations. While these developments have increased operational efficiency, they have also raised worries about employees' digital abilities, privacy, and the blurring of work-life boundaries. The epidemic has highlighted the significance of strategic workforce planning, with HRM practitioners focusing on improving employee skills, well-being, and engagement. This chapter will provide an in-depth overview of these changes, exploring the evolution of HRM practices and identifying the most effective ways for navigating the challenges created by the pandemic.
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Kumari, Rashmi, Sujata Priyambada Dash, and Rajeshwari Chatterjee. "Green Human Resource Management." In Advances in Human Resources Management and Organizational Development. IGI Global, 2024. http://dx.doi.org/10.4018/979-8-3693-7046-9.ch001.
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The relationship between sustainability and green human resource management, or GHRM, has received little attention in previous studies. The study aims to fill a research gap by examining the transformative significance of sustainability in organizational structures. It developed a theoretical model that emphasized the mediating impact of “green transformational leadership” within the interplay between green HRM practices and sustainability exploring potential moderating factors like green intrinsic and extrinsic motivation. The study concluded that organizations can significantly enhance their sustainability efforts and overall performance by embedding green practices into their core values and operational frameworks. The research provides a roadmap for future studies to further explore the complexities of fostering sustainable practices within corporate settings. The study's comprehensive review methodology and cutting-edge data analysis tools ensure robust findings and set a high standard for scholarly endeavors' in green HRM and sustainability.
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Karaçelebi, Fatma Gül. "Digital Transformation in Human Resources Management." In Advances in Human Resources Management and Organizational Development. IGI Global, 2024. http://dx.doi.org/10.4018/979-8-3693-4412-5.ch002.
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This study focuses on the relationship between digital transformation and green human resources management in businesses. In this context, first of all, the historical development of human resources management is mentioned, and the change in management's perspective on human resources is explained. At the same time, information about the transition to the human resources management process is included. It has been attempted to explain why digital transformation applications are necessary in businesses, especially in the human resources unit. The concept of Green Human Resource Management (HRM) is explained, and Green HRM practices in businesses are elucidated with the help of a model.
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Paauwe, Jaap, Elaine Farndale, and Roger Williams. "Web-Based Organizing in Traditional Brick-and-Mortar Companies." In e-Human Resources Management. IGI Global, 2005. http://dx.doi.org/10.4018/978-1-59140-435-4.ch001.
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This chapter introduces the notion of how old-economy brick-and-mortar firms are adapting their HRM policies and practices and the roles of their HR departments in light of newly introduced Web-based business-to-business transaction practices. It argues that the Internet has introduced three new business models in old-economy companies: the Internet as a marketplace, the Internet as a supply chain integrator, and the Internet as a catalyst for business model redefinition. These innovative ways of organizing are providing HR with opportunities to rise to new challenges and increase their added value to the firm.
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A C, Mrs Shilpa. "GREEN HUMAN RESOURCE MANAGEMENT." In Futuristic Trends in Management Volume 3 Book 20. Iterative International Publisher, Selfypage Developers Pvt Ltd, 2024. http://dx.doi.org/10.58532/v3bgma20p9ch5.
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In the present scenario, Green HRM is an emerging topic. Green movements at global level served as the foundation for the creation of Green HRM. This endeavour utilizes each employee to support sustainable practices and raise employee commitment and awareness to the sustainability challenge. Using HRM policies Green HRM encourages resource sustainability within organizations and, more broadly, to advance environmental sustainability concerns. The main definition of "Green HRM" is "HRM policies and practices that contribute to the larger corporate environmental agenda."The objective of this book chapter is to explore the various green human resource management practices and knowing their importance. Scheme of green HRM helps to make large form of corporate social responsibility. A competency-based, strategic perspective is replacing the traditional financial perspective in the business world. Green themes are already well-liked in the environmental and social facets of the modern business sector. Green Human resource management, in general, focuses on HR practices that are environmentally friendly and support the sustainability of any resources an organization may have. This book chapter shows Business organizations need to embrace environmental strategies and programs due to growing environmental awareness worldwide and the creation of international standards and norms for environmental management. Green HRM is essentially the integration of environmental concerns with human resource management. This chapter evaluates ten green HRM practices, those are green job design and analysis, Human resource planning, green recruitment and selection, Induction and Orientation, learning and development, performance management and appraisal, compensation and reward management, Green Health and safety, green employee discipline management, green employee discipline management.
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Liang, Xiaoya. "Transforming Compensation Management Practices through Web-Based Enterprise Technologies." In Encyclopedia of Human Resources Information Systems. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-883-3.ch129.
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Human resources management system (HRMS) is one of the core components in any major enterprise resource planning (ERP) application suite since its earliest development. As information communications technologies progress, ERP vendors are able to incorporate more sophisticated HR functions into their products in an increasingly user-friendly manner. HRM modules in ERP suites cover a full spectrum of conventional HR functions ranging from recruitment, selection, compensation, and so on. Meanwhile, there is also an explosion of growth in the number of specialized HR software products and application service providers in the market place. The goal of this article is to provide a current, non-technical review and comparison of major compensation software products and services developed using Internet technology, and to offer some insights on understanding emerging HRIS trends and new strategic roles compensation professionals play. To do this, I will start with an overview of key features of a good Web-based compensation program and main benefits of such program. I compare common and unique features in performing compensation functions offered by both major ERP vendors. Implications for HR professionals and researchers will be discussed in the concluding section.
Conference papers on the topic "Human Resources Management Practices (HRMP)"
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Abdeldayem, Marwan M., Ali M. Merri, Horiya M. Al Deeb, and Saeed Hameed Aldulaimi. "Decision-Making in Government Excellence: The Influence of Human Resources Management Practices." In 2024 International Conference on Decision Aid Sciences and Applications (DASA). IEEE, 2024. https://doi.org/10.1109/dasa63652.2024.10836632.
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Lescevica, Maira, and Zane Gusta. "GREEN HUMAN RESOURCES MANAGEMENT AND EMPLOYEE WELL‐BEING PRACTICES FOR SUSTAINABLE ORGANIZATION MANAGEMENT: LATVIAN HIGHER EDUCATION CASE STUDY." In 19th International Technology, Education and Development Conference. IATED, 2025. https://doi.org/10.21125/inted.2025.0845.
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Shawon, Swapnil Saha, Sadia Islam Raida, Ruhsafa Haque, Mohammad Monirujjaman Khan, and Mohammad Khasro Miah. "A Comparative Analysis of Machine Learning Models on Firm Performance Predictions Using Human Resources Management Practices." In 2024 International Conference on Sustainable Communication Networks and Application (ICSCNA). IEEE, 2024. https://doi.org/10.1109/icscna63714.2024.10864379.
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Begov-Ungur, Andreea. "THE MANAGEMENT OF SYSTEMATIC CADASTRE WORKS IN ROMANIA FOR SUSTAINABLE DEVELOPMENT." In SGEM International Multidisciplinary Scientific GeoConference. STEF92 Technology, 2024. https://doi.org/10.5593/sgem2024v/6.2/s26.48.
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Experiences made until present time have demonstrated that shaping sustainable cities is hardly possible without a comprehensive understanding of the changing natural environment and without monitoring the impact of human activities by integrating both virtual representations of real estate and natural environments. It is without doubt that cadastre has an important role in shaping sustainable cities. Cadastral systems should be developed for different jurisdictions in order to solve important land management problems, promote social and economic development and protect environment. At this moment, in Romania it is desired the introduction of the systematic cadastre and, with it, the completion of specialized cadastres. The cadastral works are carried out in order to provide realistic and complete data related to real estate to the interested persons, at all times, and is finalizing with the registration into the Land book of the respective real estate. The management of systematic cadastre works is important to establish a comprehensive and reliable land registry system. This facilitates the effective use of land resources, ensures secure property rights, and supports sustainable land management practices. By providing accurate land data, it helps in urban planning, environmental protection, and infrastructure development, while also promoting economic growth and social stability. Additionally, it contributes to reducing land-related disputes and improving governance, which are essential for achieving long-term sustainability goals.
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Ifedolapo Babalola, Helen, and Clinton Aigbavboa. "Conceptual Description of the Key Attributes of Human Resource Management Practices in a Developing Economy." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002277.
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Human resource management practices are implemented to build an organisation supportive of cooperation and interaction, promote human and social development, and encourage career growth. There is evidence that studies have been conducted in diverse fields to identify the elements that contribute to the success or failure of the application of human resource management practices (HRMPs). However, the key attributes of HRMPs as critical factors for successful human resources (HR) performance and productivity are unknown in the Nigerian construction industry. Based on this, the paper reviewed the literature on existing conceptual models of HRMPs frameworks. Through the detailed review of the journal, conference papers, and academic thesis, fifteen (15) HRMPs attributes were identified. However, the top elements were determined by assessing the level of influence of the attributes on a five-point Likert scale through mean ranking. The top six (6) factors were training and development, recruitment and selection, performance appraisal, rewards, communication, and emotional intelligence. The study recommended that HR should acquire more knowledge beyond their current job to optimize performance. Most suitable applicants should be allowed to fill existing vacancies. There should be an evaluation of employees' performance that brings about rewards. Finally, workers' state of mind that balances their responses brings about a sound communication system. The developed model indicates the practical implications of the HRM system for the construction industry. Therefore, combining these factors enhances effective HR performance and productivity in the industry.
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ANGHEL (ALMĂȘAN), Cristiana Maria, and Alexandru Ionuț ALMĂȘAN. "HUMAN RESOURCE MANAGEMENT IN PUBLIC HEALTH: STRATEGIES AND BEST PRACTICES FOR EFFECTIVE HEALTHCARE DELIVERY." In INTERNATIONAL MANAGEMENT CONFERENCE. Editura ASE, 2024. http://dx.doi.org/10.24818/imc/2023/04.07.
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Human resource management (HRM) plays a vital role in the field of public health, where effective management of human capital is crucial for delivering quality healthcare services and ensuring positive population health outcomes. This scientific article explores the unique challenges facing HRM in the public health sector and examines strategies to manage human resources effectively. Through an in-depth analysis of key areas of HRM in public health, including workforce planning, recruitment and retention, training and development, performance management, and leadership development, the article sheds light on the critical factors that influence HRM in the context of public health. It highlights the importance of adopting strategic HRM approaches that align with public health goals, improve organizational performance, and improve the overall health system. By providing insights into evidence-based practices and successful case studies, this article serves as a valuable resource for policymakers, practitioners, and researchers seeking to optimize HRM in the public health sector and contribute to the delivery of quality healthcare services and improved population health outcomes.
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Pham Hoang, Diep, and Phuong Nguyen Mai. "THE IMPACTS OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL COMMITMENT IN THE TOURISM INDUSTRY: A PROPOSED MODEL." In International Conference on Political Theory: The International Conference on Human Resources for Sustainable Development. Bach Khoa Publishing House, 2023. http://dx.doi.org/10.51316/icpt.hust.2023.49.
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This paper aims to propose a research model to examine the relationship between Human Resource Management (HRM) practices, Perceived Supervisor Support, and Organizational Commitment, with Job Satisfaction as a mediator.
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Valčo, Michal. "ETHICAL IMPLICATIONS OF ARTIFICIAL INTELLIGENCE IN HUMAN RESOURCE MANAGEMENT FOR SUSTAINABLE DEVELOPMENT." In International Conference on Political Theory: The International Conference on Human Resources for Sustainable Development. Bach Khoa Publishing House, 2023. http://dx.doi.org/10.51316/icpt.hust.2023.34.
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"The research purpose is to explore the ethical implications of AI integration in HRM practices and its potential contribution to sustainable development. Research motivation: The rapid advancement of AI has brought forth numerous opportunities and challenges in HRM, including privacy concerns, bias, and discrimination. However, AI also has the potential to foster a culture of ethics and sustainability in organizations, and to address non-traditional security challenges and promote economic self-reliance. Research design, approach, and method: This paper will conduct a literature review of the latest research on AI in HRM and its ethical implications. The review will examine the relationship between AI and the ethical dimensions of HRM, such as privacy, surveillance, bias, and discrimination. It will also discuss the role of AI in fostering a culture of ethics and sustainability within organizations, and how it can be utilized to address non-traditional security challenges and promote an independent and self-reliant economy. Main findings: AI in HRM raises significant ethical concerns, including privacy and surveillance concerns, the potential for bias and discrimination, and the risk of over-reliance on AI at the expense of human judgment. AI has the potential to contribute significantly to sustainable development by optimizing resource allocation, improving efficiency, and facilitating decision-making processes. It can also foster a culture of ethics and sustainability within organizations and address non-traditional security challenges. However, the potential negative impacts of AI on sustainable development, such as its significant energy consumption and the risk of job displacement, should not be overlookedPractical/managerial implications: To harness the potential of AI in HRM while mitigating its risks, it is crucial to establish best practices and guidelines for its ethical use. These should include defining clear goals and objectives for AI implementation, involving stakeholders in the process, ensuring data quality, continuously monitoring and evaluating AIdriven processes, and addressing ethical considerations. Organizations must also carefully consider and address the challenges of implementing AI in HRM, such as data privacy concerns, algorithmic bias, ethical considerations, resistance to change, integration with existing systems, ensuring AI complements human decision-making, legal and regulatory compliance, and skills gap."
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Stor, Marzena, and Łukasz Haromszeki. "The role of human factor and HRM practices in Mncs’ performance in Eastern and Western Europe – a comparative analysis of the research findings." In 11th International Scientific Conference „Business and Management 2020“. VGTU Technika, 2020. http://dx.doi.org/10.3846/bm.2020.540.
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The main goal of the paper is to identify, analyze, and compare the relationships between the activities in the field of HRM and performance results of MNCs in Eastern and Western Europe with a view to the value ascribed to human resources as a strategic competitive factor, HRM centralization practices and the importance of HRM knowledge flows between the headquarters (HQ) and their subsidiaries. The research sample covered 200 HQs of MNCs and their local subsidiaries. The empirical research results show that there are some identifiable and statistically significant differences between MNCs operating in Eastern and Western Europe within the range of relationships defined above. Our study, therefore,represents an original effort at examining these relationships.
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Daroni-Gherman, Carmina-Maria, and Andreea Cipriana Cosma. "The impact of artificial intelligence (AI) on human resources activity in an organization (HR)." In Simpozion Ştiinţific al Tinerilor Cercetători. Ediţia a 22-a. Academy of Economic Studies, 2025. https://doi.org/10.53486/sstc2024.v2.39.
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This paper extensively explores the impact of integrating artificial intelligence (AI) into human resources (HRM), highlighting the many ways AI is changing and influencing practices and processes across organizations. In addition to the obvious promises of increased efficiency and operational optimization, the adoption of AI in HRM has a profound impact on organizational culture and labor relations. By automating repetitive and administrative-bureaucratic tasks, AI enables HR employees to focus their efforts and expertise on the more strategic and human aspects of HR management. Thus, employees can turn their attention to value-added activities such as recruitment, staff development and creating a positive and motivating work environment. From here there is a lot to explore, being just the beginning.
Reports on the topic "Human Resources Management Practices (HRMP)"
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bin Ahsan, Wahid, Asad Uz Zaman, Sultana Nasrin Anika, Tanjina Akter, Dip Chandra Dey, and Shishir Sarker. Advancing Human-Centered Design Practices Among Designers in Bangladesh: Updated Insights 2024. Userhub, 2024. http://dx.doi.org/10.58947/jgvd-qwmr.
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This qualitative case study explores the work processes and challenges faced by designers in Bangladesh regarding the adoption of human-centered design (HCD) methodologies. Interviews with 50 participants from various industries revealed that while Bangladeshi designers possess strong visual design skills, they often lack an understanding of HCD methodologies and face challenges such as time management, payment issues, and limited access to resources. The study underscores the need for a collaborative environment among clients, designers, and management, as well as enhanced education and resources to support HCD adoption. These insights highlight critical areas for improving design education, communication, and collaboration in Bangladesh.
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Loeffen, Amanda Jane, Anamaría Núñez, Isabella Cubillo, and Sara Roldán. Water Policies to Support Investment in Humans and Nature a Compilation of Good Practices in Latin America And The Caribbean: A Collaborative Review of Legal and Project Good Practices in Eight Countries. Edited by Francisco González and Manuela Velásquez. Chair Leticia Ortega Oropeza. Inter-American Development Bank, 2024. https://doi.org/10.18235/0013127.
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The report presents an analysis of legal frameworks and project implementations across eight Latin American countries: Bolivia, Colombia, Costa Rica, El Salvador, Honduras, Panama, Paraguay and Peru. It serves as a reference to the legal frameworks and good practices in water resources management in Latin America, emphasizing a holistic and sustainable approach to ensure both human and environmental well-being. It provides insights into good governance practices in Latin American countries, focusing on the procedural principles of the Human Rights-Based Approach as it applies to the Human Rights to Water and Sanitation and a healthy environment. Highlighting the interconnectedness of water resources conservation with their human use, the report emphasizes the importance of balancing infrastructure development with sustainable management of natural resources.
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Busso, Matías, Kyunglin Park, and Nicolás Irazoque. The Effectiveness of Management Training Programs: A Meta-Analytic Review. Inter-American Development Bank, 2023. http://dx.doi.org/10.18235/0004815.
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We conduct a meta-analysis of 44 studies and 68 different managerial skills training programs, with the aim of identifying program characteristics that can lead to more effective public policies promoting firm growth and entrepreneurship. We synthesize 431 estimates to assess the effects of these programs on firm performance. Our findings show that, on average, managerial skills development programs have positive returns on management practices, firm productivity, profits, and survival. We also examine how program and participant specifications affect program effectiveness. Our analysis suggests that, on average, business training programs focused on human resources, soft skills, marketing, and finance-accounting, especially when organized by local organizations, tend to result in better firm performance. Moreover, training of potential entrepreneurs and managers in specifically targeted sectors such as agriculture, manufacturing, or services was more likely to result in improvement compared to non-targeted programs. Finally, our results indicate that programs that involve both male and female participants are more likely to enjoy higher effects from managerial training interventions.
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Isaacs, Hedy. Evaluation of Civil Service Systems: Case Study: Jamaica. Inter-American Development Bank, 2002. http://dx.doi.org/10.18235/0011014.
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This study comprehensively examined institutional arrangements for the management of public employment and human resources in the central government agencies, how these arrangements work and the context of these arrangements. In other words, the study focused on the contexts, structures, practices and the internal and external relationships evident in the CSS of central government agencies.
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Hartmann, Lisa, Jonas Hansohm, Leticia Vellozo, Barron J. Orr, Olga Andreeva, and Yvonne Walz. The contribution of land and water management approaches to Sustainable Land Management and achieving Land Degradation Neutrality. United Nations University - Institute for Environment and Human Security (UNU-EHS), 2024. http://dx.doi.org/10.53324/xpjj6498.
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Land and water management approaches that address environmental and social challenges, such as land degradation, food insecurity, water scarcity, health, climate change and the decline in biodiversity, have been gaining importance in recent years. Several of these approaches are well known, while others have been only recently developed. These approaches have different names, specific objectives and principles and may employ different methods and technologies. At their core, however, all have the potential to address land degradation and desertification, to mitigate drought and to deliver many other environmental, economic and/or social co-benefits. The well-known concepts of land degradation neutrality (LDN) and sustainable land management (SLM) offer benchmarks against which land and water management approaches can be assessed. Understanding how well aligned these approaches are with SLM and LDN can help different communities that solve similar problems to work together to remedy global environmental challenges. To explore this opportunity more systematically, the Parties of the UNCCD requested an assessment of approaches that may contribute to the sustainable management of land and water resources and to the achievement of LDN (UNCCD Decision 19/COP.15/23/Add.1). Accordingly, this report assesses the alignment of seven selected land and water management approaches with SLM and LDN: agroecology, climate-smart agriculture, conservation agriculture, forest landscape restoration, integrated agriculture, regenerative agriculture and rewilding. The alignment assessment is structured along the SLM and LDN pillars of ecosystem health, food security, and human-wellbeing, each comprised by several criteria, as well as selected cross-cutting socioeconomic criteria that span all pillars. The results indicate that each of the approaches contributes to SLM and the achievement of LDN in different ways and to varying degrees, with none of the approaches embracing principles or practices that directly conflict with the criteria of SLM and LDN. A higher degree of alignment was identified for the ecosystem health and food security pillars, while most gaps in alignment concern criteria of the human well-being pillar along with certain cross-cutting criteria. The results of the assessment led to the identification of entry points for addressing gaps in alignment via supplementary activities that directly target the gaps during project planning and implementation, as well as through adhering to principles and established guidelines. Importantly, conclusions about the degree of alignment or about gaps in alignment of an approach with SLM and LDN criteria are conceptually indicative, but may change in actual practice depending on where and how projects are implemented. Notwithstanding, clarifying the approaches’ contribution to SLM and the achievement of LDN can help overcome the lack of formal intergovernmental recognition of the approaches, prevent misinterpretation, and ensure their strategic inclusion in broader efforts to remedy land degradation.
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Mertenat, Adeline, and Christian Zurbrügg. Planning for Zero-Waste at schools - a toolkit. Swiss Federal Institute of Aquatic Science and Technology, Eawag, 2024. http://dx.doi.org/10.55408/eawag:32419.
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Solid waste management (SWM) is a universal issue affecting every single person in the world: everywhere, tremendous challenges are faced to cope with the growing amounts of waste produced daily, as a result of population and urbanization growth. While sound waste management is key to protect the environment and human health, nowadays 2 billion people still lack access to solid waste collection service, while 3 billion people lack access to controlled disposal facilities. This results in tremendous amounts of waste being littered, dumped or openly burnt, contaminating water, groundwater and the world’s oceans. Such practices are causing floods by clogging drainage systems, attracting pests, rodents and other disease vectors, increasing respiratory problem, greenhouse gas emissions, enhancing climate change, while impacting negatively on biodiversity and increasing resources depletion.
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Vantassel, Stephen M., and Brenda K. Osthus. Safety. U.S. Department of Agriculture, Animal and Plant Health Inspection Service, 2018. http://dx.doi.org/10.32747/2018.7208746.ws.
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Wildlife damage management (WDM) is an exciting field with many opportunities to provide solutions to the complex issues involved in human-wildlife interactions. In addition, WDM wildlife control operators (WCO) face a variety of threats to their physical well-being. Injuries can result from misused, faulty, or poorly maintained equipment, inexperience, mishandled wildlife, harsh weather, and dangerous situations, such as electrical lines. The goals of this publication are to: Develop an awareness of safety issues and adopt a mindset of “Safety First”, Review the major safety threats that WCOs face, Provide basic information for WCOs to protect themselves, and List resources for further information and training. Work in WDM poses many safety risks to those involved. Awareness, planning, and deliberate action can eliminate or reduce many threats. As the industry continues to develop, WCOs must keep up with new threats and safety practices to maintain their well-being. Following safe work practices helps to ensure WCOs remain on-the-job and injury free.
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Mejía-Guerra, José Antonio, Christian Schuster, Magdalena Rojas Wettig, Kim Sass Mikkelsen, and Jan Meyer-Sahling. Managing National Statistical Offices Better: Evidence from a Survey of 13,300 National Statistical Office (NSO) Employees in 14 Latin American and Caribbean Countries. Inter-American Development Bank, 2023. http://dx.doi.org/10.18235/0005307.
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High-quality official statistics--from inflation to poverty rates--are essential for effective policymaking. Yet, little is known about the statistics officials who produce this statistical data. How competent are they at statistics? How motivated and ethical are they when producing statistics? And do National Statistical Offices (NSOs) manage them effectively? The answers are central to improving statistical capacity. Nonetheless, NSOs have not developed systematic measurement instruments to identify them. This pioneering publication addresses this gap. It presents the results of a survey of 13,300 NSO Employees in 14 Countries in Latin America and the Caribbean. Findings show that statistics officials and their characteristics matter. For instance, greater competence of statistics officials correlates with greater statistical performance of an NSO. Findings also show that most statistics officials are motivated in their jobs and committed to their NSO yet many struggle with basic statistical competencies and are not satisfied with their remunerations. Beneath the surface of average findings, however, lies a landscape of substantial variation among NSOs and within different departments inside the same NSO. These disparities are driven in part by differences in human resources management practices. Certain practices, for instance related to merit recruitment, adequate pay and performance feedback, are associated with greater staff motivation, integrity and competence. The report thus provides a data-informed roadmap to manage NSOs better and a survey instrument to help NSOs around the world measure their own management and staff.
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Пацюк, Вікторія Сергіївна, and Володимир Леонідович Казаков. Industrial Tourism as New Trend in Tourism Business of Ukraine. Verlag SWG imex GmbH, 2019. http://dx.doi.org/10.31812/123456789/7565.
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In the article the change of tourist preferences of potential tourists has been grounded, the tendencies of appearance of industrial tourism trends and tourists incentives as to industrial tourism activities have been analysed. The best practices of Ukraine and Dnipropetrovsk region at industrial tourism management have been analyzed in details. The city of Kryvyi Rih has been defined as center of the greatest potential for industrial tourism development in Ukraine, as there are both mining-industrial and factory facilities. The resource base of industrial tourism potential includes active industry, anthropogenic relief, objects of industrial heritage, human resources, infrastructure. The essence of activities holding in the city for the efficient formation of industrial tourism have been depicted, the substance of the main activities to be implemented under the Program of industrial tourism development in Kryvyi Rih during 2013-2015 has been outlined. The lines of activities of the Industrial Tourism Department of the Kryvyi Rih City Development Institution have been analyzed. The most popular objects and directions of industrial tourism in the city Kryvyi Rih have been considered in detail. The plans for the future and the next steps in the implementation of industrial tourism have been defined.
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Agrawal, Asha Weinstein, Evelyn Blumenberg, Anastasia Loukaitou-Sideris, and Brittney Lu. Understanding Workforce Diversity in the Transit Industry: Establishing a Baseline of Diversity Demographics. Mineta Transportation Institute, 2024. http://dx.doi.org/10.31979/mti.2024.2213.
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This study provides baseline data on the status of the racial/ethnic and gender diversity of the transit agency workforce in the U.S. and identifies potential barriers and promising practices for diversifying this workforce. Public transit agencies function best when the diversity of their workforce represents the communities they serve, yet previous research finds an underrepresentation of women and minorities in senior and managerial roles, along with an overconcentration of men and workers of color—particularly Black workers—in operational roles (e.g., drivers, janitors). The study updates those earlier studies with newer data drawn from five discrete research tasks: 1) review of the scholarly and professional literature on the topic; 2) review of the websites of the 50 largest transit operators; 3) analysis of employee demographic data submitted by 152 transit operators as part of Equal Employment Opportunity (EEO) program plans; 4) analysis of responses to an original survey sent to the human resources personnel of transit agencies (92 responses from staff at 68 agencies), and 5) interviews with 12 professionals selected for their expertise in transportation workforce diversity monitoring, management, and/or advocacy.