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Journal articles on the topic 'Human resources work'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 February 2022

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1

Yanti, Sri, Ana Faizah, Nurhatisyah, Nolla Puspita Dewi, and Chablullah Wibisono. "Effect Motivation, Competence, Work Environment, Madani Human Resources through Teacher Performance Islamic Schools." International Journal of Psychosocial Rehabilitation 24, no. 03 (2020): 1517–26. http://dx.doi.org/10.37200/ijpr/v24i3/pr200901.

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2

Cole, George S. "Managing the Human Resources Work: A Review of Personnel/Human Resource Management Texts." Academy of Management Review 10, no. 4 (1985): 881. http://dx.doi.org/10.2307/258060.

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3

Pombo, Gonçalo, and Jorge Gomes. "How does work engagement mediate the association between human resources management and organizational performance?" Problems and Perspectives in Management 16, no. 3 (2018): 63–79. http://dx.doi.org/10.21511/ppm.16(3).2018.06.

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The aim of this paper is to understand how workers’ perceptions and behaviors contribute to understanding the association between human resources management (HRM) and organizational performance (OP). Over the past few decades, theory construction has lagged the intermediate linkages between HRM and OP, and, therefore, there are still many unanswered questions with regards to such an association. To sustain the HRM-OP link, the authors highlight the potential influence of employees’ work engagement (WE), with the aim of exploring some of the intermediating variables, focusing on the perceptions
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4

Lišková, S., and P. Tomšík. "Competency-based approach to human resources management." Agricultural Economics (Zemědělská ekonomika) 59, No. 11 (2013): 496–504. http://dx.doi.org/10.17221/68/2013-agricecon.

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 The paper deals with the competency approach to human resources management. The approach is seen as one of the possibilities to effectively manage work performance. The paper focuses on defining the term competency, components of competency, types of competencies, and on identification of competencies. The paper also focuses on the competency models, their types, approaches to them, and the procedures of their creation. Finally, the paper summarizes the possibilities of the use of the competency approach in various spheres of management of human resources, and it de
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5

Novak, Joseph. "Book Review: Human Resources: Backache at Work." ILR Review 39, no. 2 (1986): 308–9. http://dx.doi.org/10.1177/001979398603900228.

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6

Cole, George S. "Managing the Human Resources of Work: A Review of Personnel/Human Resource Management Texts." Academy of Management Review 10, no. 4 (1985): 881–88. http://dx.doi.org/10.5465/amr.1985.4279115.

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7

Altman, Yochanan. "From human resources to human beings: managing people at work." Human Resource Management International Digest 17, no. 7 (2009): 3–4. http://dx.doi.org/10.1108/09670730910996464.

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8

Mitchell, Kenneth D. "Putting Evaluation to Work for Human Resources Development." Public Productivity & Management Review 18, no. 2 (1994): 199. http://dx.doi.org/10.2307/3380648.

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9

Dragomiroiu, Rodica, Iulian Hurloiu, Bianca Rusu, and Elena Burtea. "Human Resources Monitoring and Development." International conference KNOWLEDGE-BASED ORGANIZATION 22, no. 1 (2016): 183–88. http://dx.doi.org/10.1515/kbo-2016-0033.

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Abstract Performance management in organizations is mainly concentrated on evaluating employees’ results and on rewards. The efficient work of a member of an organization is usually seen as a consequence of the interactions between individual skills and motivation. More and more managers of successful business organizations recognize the critical importance of planning and monitoring the employees’ work results.
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10

Ali, Md Chapol, K. M. Anwarul Islam, Soojin Chung, Nurul Mohammad Zayed, and Mithila Afrin. "A Study of Green Human Resources Management (GHRM) and Green Creativity for Human Resources Professionals." International Journal of Business and Management Future 4, no. 2 (2020): 57–67. http://dx.doi.org/10.46281/ijbmf.v4i2.857.

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The concept of green human resource management has recently combined with ecological management in business, urbanization, industrialization and so many so forth. It is mainly responsible for managing human resources work, and these work conditions are good. Green human resource management procedures are fundamentally used to reduce the carbon impression of each worker and the information capital of the holding association. It also plays role in convincing workers to look after resources, and participate in waste management to control pollution. It is recommended that companies should be more
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11

Widodo, Widodo, Sri Hindah Pudjiastuti, and Joko Bomber SU. "Human Capital Investment Model Based on Outsourcing Human Resources in Banking Industries." International Journal of Business and Management 13, no. 9 (2018): 236. http://dx.doi.org/10.5539/ijbm.v13n9p236.

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This article examines the human resource investment model based on outsourcing human resources in the Banking Industry. This study departs from the research gap, that is outsourcing system, where with this system, the company can save expenses in financing human resources (HR) working in the company concerned. However stated that the banking industry no more uses outsourced personnel in boosting the wheels of business. The complexity of the banking industry makes demands on the availability of high quality human resources (HR) increase. The findings of this study emphasized that in improving t
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12

Manana Samadashvili, Manana Samadashvili, and Ekaterine Gobejishvili Ekaterine Gobejishvili. "Human resources - the Main Driving Force of the Organizationv." Economics 104, no. 3-5 (2021): 184–91. http://dx.doi.org/10.36962/104/3-5/202101184.

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In order to gain a competitive advantage in the business process, human resource management is a strategic approach to the organization or its staff. The importance of human resource management has undergone significant changes from administrative operations to more comprehensive functions. Human resource functions exist and will exist in any type of organizations and companies as long as there is work in them. The transformation of new technologies for any professional field creates new needs and specialized functions for the use of human resources. The methods used as a result of the introdu
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13

Herman, Herman. "Building A Work Culture Through The Models of Improving The Quality of Human Resource." FITRAH: Jurnal Kajian Ilmu-ilmu Keislaman 7, no. 1 (2021): 19–30. http://dx.doi.org/10.24952/fitrah.v7i1.3316.

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Human resource has a very strategic position and it is a prerequisite in building a work culture in an organization or institution. Building a work culture requires professional human resources with integrity, commitment, discipline and responsibility, and exemplary of good behavior. This research aims to describe the creation of a work culture through the models of improving the quality of human resource. The method of the study was a qualitative method with descriptive approach through library research by collecting and analyzing data from various literatures related to work culture and huma
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14

Tikson, Shinta Dewi Sugiharti. "Human Resource Policies and Work Culture: A Case of Starbucks." JBMI (Jurnal Bisnis, Manajemen, dan Informatika) 15, no. 1 (2018): 1–12. http://dx.doi.org/10.26487/jbmi.v15i1.1773.

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This paper discusses the human resource management policies and work culture at Starbucks. Starbucks view their employees as company assets that must be managed correctly in order to maintain the most valuable human resources in the business. This company also understand the relationship between positive human resource management policies and work culture and employee motivation. Therefore, the company take great care in selecting the right kind of people and make an effort to retain them. For that reason, the company’s human resource policies reflected its commitment on its employees.Keywords
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15

MacDermid, Shelley M., and Andrea K. Wittenborn. "Lessons From Work—Life Research for Developing Human Resources." Advances in Developing Human Resources 9, no. 4 (2007): 556–68. http://dx.doi.org/10.1177/1523422307305493.

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16

anwar hasan, Isal, Samsul rizal, and Nurmi . "INFLUENCE OF HUMAN RESOURCES COMPETENCE ON EMPLOYEE WORK EFFECTIVENESS." Scientific Research Journal 07, no. 11 (2019): 76–85. http://dx.doi.org/10.31364/scirj/v7.i11.2019.p1119727.

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17

Adi, Andri. "MODEL PENINGKATAN KINERJA SDM PADA DOMPET PEDULI UMMAT DAARUT TAUHID CABANG SEMARANG." Jurnal Ekonomi dan Bisnis 18, no. 1 (2017): 12. http://dx.doi.org/10.30659/ekobis.18.1.12-27.

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HR performance improvement is an intended thing which is going to endure in order to achievethe perfect result continuously. Several factors to improve the performance of human resourcesin order to create maximum performance include competency-based human resourcedevelopment, achievement motivation, Islamic work ethic and HR performance itself. Thisresearch used the population at Lembaga Amil Zakat Nasional Dompet Peduli Ummat DaarutTauhiid Cabang Semarang period 2015. The number of sample was 30 respondents with usingthe sample by census i.e. that the sample taken was equal with the number of
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18

Staša, Jānis, and Arnolds Šķēle. "FOREST RESOURCES AND HUMAN SAFETY." Environment. Technology. Resources. Proceedings of the International Scientific and Practical Conference 1 (June 20, 2001): 168. http://dx.doi.org/10.17770/etr2001vol1.1954.

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The target of the work is to become counscious and to analizē the most important possible risk for humans safety, when we use forest resources. The branch of forestry is very significant in the Latvia economy. From analising the data of statistics, observations and results of the investigation it is realized, that the for esty branch has one o f the largest numbers (24,4%) of accidents, and doesn't included accidents in farmers forest, small enterprises and individual workers. Causes o f the accidents are incomplete listing of the rules o f forest work and laws, ignorance or taking no notice o
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19

Rachmaliya, Nyayu Siti, and Hady Efendy. "Analysis of Employee Performance, Organization Culture, Work Satisfaction and Organization Commitment." Human Resource Research 1, no. 1 (2017): 41. http://dx.doi.org/10.5296/hrr.v1i1.11740.

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The purpose of this study is to analyze the innovation of an organization’s management, strategic factors that support organizational management, efforts made, relationships with human resource development and application to human resource development. This research is a qualitative research with content analysis method. The data source in this research are document of five international articles, data collection, data analysis up to the presentation of data adopting Huberman and Milles model. Level of management maturity, organizational culture concepts and organizational performance and Info
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20

He, Jin Lian. "Data Analysis and Prediction on Chinese Industrial Economy and Human Resource Training." Advanced Materials Research 971-973 (June 2014): 2309–12. http://dx.doi.org/10.4028/www.scientific.net/amr.971-973.2309.

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The change is happening in Chinese economic system, and the adjustment of industrial resources also proposes higher requirement for human resource work; this paper discuses the improvement measures of human resource work from perspective of industrial structure. The planning about human resource development mainly includes general education and vocational development planning; the development planning shall be perspective and meet demand of industrial structure. Besides, this paper also proposes corresponding measures for optimization of human resources.
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21

Runhaar, Piety, Karin Sanders, and Judith Konermann. "Teachers' work engagement: Considering interaction with pupils and human resources practices as job resources." Journal of Applied Social Psychology 43, no. 10 (2013): 2017–30. http://dx.doi.org/10.1111/jasp.12155.

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22

Arzamasova, G. S., and I. A. Esaulova. "Green Human Resource Management a Concept of Human Resources Management of Environmentally Responsible Business." Vestnik NSUEM, no. 2 (July 6, 2020): 42–53. http://dx.doi.org/10.34020/2073-6495-2020-2-042-053.

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The article presents an analysis of scientific approaches to human resource management in the context of the environmental sustainability of an organization within the framework of the Green Human Resource Management (GHRM) concept. Two directions of GHRM were identified: an environmentally-oriented approach based on the application of traditional personnel management practices in the environmental management system (recruitment, introduction to work, assessment, training and incentives fo employees), and environmentally-integrated – including a wide range of management policies and practices
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23

Tanaka, GK, TF Alves, MF Coan, JC Lozovey, F. Tanaka, and E. Tanaka. "Work Accident Costs. Security, Healthcare and Human Resources Departments Links." Value in Health 20, no. 9 (2017): A736—A737. http://dx.doi.org/10.1016/j.jval.2017.08.2023.

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24

Mitchell, Daniel J. B. "Book Review: Human Resources, Management, and Personnel: Change at Work." ILR Review 51, no. 2 (1998): 336–38. http://dx.doi.org/10.1177/001979399805100220.

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25

Fischer, Martin. "The integration of work process knowledge into human resources development." Human Factors and Ergonomics in Manufacturing 15, no. 4 (2005): 369–84. http://dx.doi.org/10.1002/hfm.20033.

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26

Burgess, John, and Julia Connell. "Temporary work and human resources management: issues, challenges and responses." Personnel Review 35, no. 2 (2006): 129–40. http://dx.doi.org/10.1108/00483480610645786.

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27

Saks, Alan M., and Jamie A. Gruman. "Socialization resources theory and newcomers’ work engagement." Career Development International 23, no. 1 (2018): 12–32. http://dx.doi.org/10.1108/cdi-12-2016-0214.

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Purpose Although work engagement has become an important topic in management, relatively little attention has been given to newcomers’ work engagement in the socialization literature. The purpose of this paper is to explain how newcomers’ work engagement can fluctuate during the first year of organizational entry and the role of organizational socialization in developing and maintaining high levels of newcomers’ work engagement. Design/methodology/approach A review of the socialization literature indicates that uncertainty reduction theory has been the basis of research on socialization tactic
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28

Vîrgă, Delia, Alexandra Horga, and Dragoș Iliescu. "Work–Life Imbalance as a Moderator in the Relationship Between Resources and Work Engagement." Journal of Personnel Psychology 14, no. 2 (2015): 80–90. http://dx.doi.org/10.1027/1866-5888/a000135.

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This study examines the interplay between (a) job resources, (b) personal resources (organizational-based self-esteem, self-efficacy), and personality traits (conscientiousness, extraversion, and emotional stability), (c) a specific job demand (work–life imbalance), and (d) work engagement, in line with the alternative JD-R model proposed by Bakker (2011) . Data was collected from 223 Romanian employees. Results show that work–life imbalance (WLI) undermines the positive relationship between self-efficacy and work engagement. In a three-way Job resources × Personal resources × Job demands inte
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29

Pudiastuti, Elisabeth Tanti, and Sukmo Hadi Nugroho. "STRATEGIES FOR IMPROVING THE PERFORMANCE OF HUMAN RESOURCES THROUGH AN ORGANIZATIONAL WORK PRODUCTIVITY." JOURNAL ASRO 12, no. 01 (2021): 98. http://dx.doi.org/10.37875/asro.v12i01.386.

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One of the successes of a company in achieving its vision and mission is influenced by the quality of Human Resources (HR) in the company environment. The purpose of this study was to determine the importance and formulation of human resource management strategies and job satisfaction that have an impact on employee productivity. In this study, observing the application of Human Resources at the Management of Indonesian Company, based on service targets and operations. In this study, a questionnaire was prepared for respondents to be interviewed and the results were used to analyze the achieve
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30

Staribratov, Ivaylo. "HUMAN RESOURCES MANAGEMENT IN SCHOOL." Education and Technologies Journal 11, no. 1 (2020): 188–93. http://dx.doi.org/10.26883/2010.201.2262.

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The article discusses the main aspects of human resource management in secondary schools. Emphasis is placed on the differences between school management and business. The essential factors influencing the management of human resources in secondary schools are pointed out. The strong connection between the ability of principals to create a positive environment and attitudes for full-fledged work in school was studied. The article promotes the idea that good human resource management is important for the image of a school, not only from the point of view of the principal, but also of each teach
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31

Au, Wee Chan, and Pervaiz Khalid Ahmed. "Relationships between superior support, work role stressors and work-life experience." Personnel Review 45, no. 4 (2016): 782–803. http://dx.doi.org/10.1108/pr-08-2014-0175.

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Purpose – The purpose of this paper is to examine the effect of superior support, in the presence of a range of work role stressors, on both conflict and enrichment aspects of work-life interface simultaneously. The paper frames the research narrative of superior support by contextualizing it within superior’s dichotomous and opposing roles of organizational performance driver and support provider. Design/methodology/approach – Survey data was collected from Malaysian work adults. Drawing on a sample of 1,051 cases, structural equation modeling technique is used to examine the effect of superi
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32

Lamichhane, Basu Dev. "Managing Work force Diversity: Key Successful factors." Nepalese Journal of Management Research 1 (January 31, 2021): 76–86. http://dx.doi.org/10.3126/njmgtres.v1i0.37326.

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Human capital is an important asset for any organization. Physical and capital resource can be mobilized properly through human resources. Physical and capital resources by themselves cannot improve efficiency or contribute to increased rate of return on investment. The efficiency of capital and physical resource can be achieved through combined efforts of human resources. This paper is descriptive design. The study tackled areas of workforce diversity effects on diversity of performance of employees and how workforce diversity can be managed to the positive outcomes of an organization. Workfo
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33

Sadowska, Beata, and Adam Lulek. "MANAGEMENT OF MANUFACTURING RESOURCES IN AN ENTERPRISE ON THE EXAMPLE OF HUMAN RESOURCES." Acta Scientiarum Polonorum. Oeconomia 19, no. 2 (2020): 61–70. http://dx.doi.org/10.22630/aspe.2020.19.2.18.

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Human resources constitute a group of individuals that make up a company’s employees. Human resources together with skills, knowledge, abilities and predispositions create human capital. Today, managing human resources is conditioned by many factors of economic, social, ecological-legal and technical-organizational nature. The aim of the article is to present the results of research on important determinants of professional work, and to identify factors of professional work that both positively and negatively affect the quality of life of employees. The article looks for the answer to the ques
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34

Zeng, Wei. "IT Impact Analysis of Human Resource Management Model." Advanced Materials Research 1044-1045 (October 2014): 1764–67. http://dx.doi.org/10.4028/www.scientific.net/amr.1044-1045.1764.

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With the rapid development of modern science and technology, Information technology has been widely applied in human resource management, human resource management which also had a significant impact model. Combined with practical work experience, the first of human resources and information technology a brief introduction, and then change the information on human resources management model were brought forth, and finally the impact of information technology on human resource management brings to detail analysis, I hope this study can provide some help for the relevant personnel.
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35

Klingner, Donald. "Reinventing Public Personnel Administration as Strategic Human Resource Management." Public Personnel Management 22, no. 4 (1993): 565–78. http://dx.doi.org/10.1177/009102609302200406.

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Strategic human resource management (SHRM) is an enhancement in the effectiveness of personnel management which has developed out of pressures for change in the way organizations manage human resources. It consists of common elements found in a variety of public and private employers: recognition that human resources are critical; a shift from position management to work and employees; more innovation; asset development and cost control; and a transition from EEO/AA compliance to work force diversity.
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36

Mobo, Froilan D. "The Impact of Human Resources Management Practice amidst COVID-19." International Journal of Multidisciplinary: Applied Business and Education Research 1, no. 1 (2020): 1–3. http://dx.doi.org/10.11594/ijmaber.01.01.01.

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The Novel Corona Virus COVID-19 made a huge impact in most private and government institutions with regards to their Human Resource Management Practices, especially in terms of how employees will work during the time of the pandemic. As per the InterAgency Task Force on COVID-19 Philippines there is a need to observe Social Distance and proper quarantine protocol to avoid from the infections of the widespread virus. The Civil Service Commission Philippines and the other government agencies release a memorandum on the operational process of manpower during the pandemic situations. As a result o
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37

Leslie, Esther. "This other atmosphere: against human resources, emoji and devices." Journal of Visual Culture 18, no. 1 (2019): 3–29. http://dx.doi.org/10.1177/1470412919825816.

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Frequently humans are invited to engage with modern visual forms: emoji, emoticons, pictograms. Some of these forms are finding their way into the workplace, understood as augmentations to workplace atmospheres. What has been called the ‘quantified workplace’ requires its workers to log their rates of stress, wellbeing and subjective sense of productivity on a scale of 1–5 or by emoji, in a context in which Human Resources (HR) professionals develop a vocabulary of Workforce Analytics, People Analytics, Human Capital Analytics or Talent Analytics, and all this in the context of managing the wo
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38

Russell, Zachary A., Gerald R. Ferris, Katina W. Thompson, and David M. Sikora. "Overqualified human resources, career development experiences, and work outcomes: Leveraging an underutilized resource with political skill." Human Resource Management Review 26, no. 2 (2016): 125–35. http://dx.doi.org/10.1016/j.hrmr.2015.09.008.

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39

Kalani, Ebrahim, and Ehsan Kamrani. "Study on the Effects of Work Teams on Human Resources Excellence." Journal of Human Resource and Sustainability Studies 05, no. 01 (2017): 12–20. http://dx.doi.org/10.4236/jhrss.2017.51002.

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40

Zientara, Piotr, and Grzegorz Kuczyński. "Human Resources Practices and Work-Related Attitudes in Polish Public Administration." Eastern European Economics 47, no. 5 (2009): 42–60. http://dx.doi.org/10.2753/eee0012-8775470503.

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41

Roberts, Markley. "Book Review: Human Resources: Employment Security in Action: Strategies That Work." ILR Review 39, no. 4 (1986): 615–16. http://dx.doi.org/10.1177/001979398603900434.

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42

Rubin, Beth A. "Book Review: Human Resources, Personnel, and Organizational Behavior: Dimensions of Work." ILR Review 41, no. 1 (1987): 160–61. http://dx.doi.org/10.1177/001979398704100128.

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43

Cook, Alice H. "Book Review: Human Resources, Personnel, and Organizational Behavior: Alternative Work Schedules." ILR Review 43, no. 4 (1990): 488–89. http://dx.doi.org/10.1177/001979399004300419.

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44

Baderschneider, Jean. "Book Review: Human Resources, Personnel, and Organizational Behavior: Women Changing Work." ILR Review 45, no. 4 (1992): 828–29. http://dx.doi.org/10.1177/001979399204500432.

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Abendroth, Anja-Kristin, Silvia Melzer, Alexandra Kalev, and Donald Tomaskovic-Devey. "Women at Work." ILR Review 70, no. 1 (2016): 190–222. http://dx.doi.org/10.1177/0019793916668530.

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Using a unique sample of 5,022 workers in 94 large German workplaces, the authors explore whether and how women’s access to higher level positions, firms’ human resources practices, and workers’ qualification levels are associated with gender differences in earnings. First, they find that having more women in management reduces the gender earnings gap for jobs with low qualifications, but not those with high qualifications. Second, they find that while men’s compensation is positively affected by having a male supervisor, women with a female supervisor do not receive such an advantage. Finally
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Shim, Dong Chul, Hyun Hee Park, and Seong Young Jeong. "Government Employees’ Organizational Citizenship Behavior Amid Organizational Resource Decline: Can They Work More With Less?" Review of Public Personnel Administration 39, no. 2 (2017): 209–31. http://dx.doi.org/10.1177/0734371x17715501.

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Based on the implication of the job demands–resources (JD-R) model, this study examined the associations between job demands (organizational resource declines and work overload) and resources (job-goal specificity, performance feedback, and work unit climate) with employees’ organizational citizenship behavior (OCB). Although statistically significant negative associations were found between financial and human resource decline and OCB, the associations were weak from a practical perspective. In line with the JD-R model, this study also found that job-goal specificity, performance feedback, an
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47

Saastamoinen, Miamaria, and Kalervo Järvelin. "Relationships between work task types, complexity and dwell time of information resources." Journal of Information Science 44, no. 2 (2017): 265–84. http://dx.doi.org/10.1177/0165551516687726.

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Information seeking research often reports about types of information resources, ways of acquiring them and opinions on their importance in various professions. Based on self-reporting, these findings are affected by human memory and rationalisation. This article proposes a new way of studying information resource use – based on dwell time in the context provided by concrete work tasks. We use log data of 21 information workers from six organisations to analyse how work task complexity is connected to the time used in various information resources; how task complexity is connected to informati
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48

Noor, Wahyudin. "MENGINTEGRASIKAN MANAJEMEN SUMBER DAYA MANUSIA DI MADRASAH." Tarbawi: Jurnal Keilmuan Manajemen Pendidikan 3, no. 02 (2017): 153. http://dx.doi.org/10.32678/tarbawi.v3i02.1786.

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Human resource management is part of organizational management that is supposed to focus on human resources. Observing the importance of the role of human resources in the organization of this madrasah, at least is to reconciling the development of the work environment that occurs-especially in the world of Islamic education today, so that madrasah should be able to pay attention to the importance of human resource management programs through the practice of integrating human resources management including human resource planning, recruitment, selection, orientation and placement, training and
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49

Galli, Brian J. "What Human Resource Management Can Teach The Goal." International Journal of Service Science, Management, Engineering, and Technology 9, no. 4 (2018): 26–36. http://dx.doi.org/10.4018/ijssmet.2018100102.

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Human resource management is a key element in the production process of many companies operating in the global business environment. The need for proper functioning and personal discipline resource with a high level of competency determines whether the company achieves its goals. It is the concern of every manager to ensure there are adequate controls and treatment of human resources that work with positive energy to drive the organization in the right direction. A successful implementation of human resource requirements will enable the company to work towards economic production and proper tr
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Carlson, Dawn S., Merideth J. Thompson, Wayne S. Crawford, and K. Michele Kacmar. "Spillover and crossover of work resources: A test of the positive flow of resources through work–family enrichment." Journal of Organizational Behavior 40, no. 6 (2019): 709–22. http://dx.doi.org/10.1002/job.2363.

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