Journal articles: 'Resource and job management'

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MAZILU (ALEXANDRESCU), Elena-Alexandra. "THE CONCEPT OF HUMAN RESOURCES MANAGEMENT." BULLETIN OF "CAROL I" NATIONAL DEFENCE UNIVERSITY 10, no. 4 (January 10, 2022): 72–77. http://dx.doi.org/10.53477/2284-9378-21-45.

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The concept of human resources management has developed over time starting from personnel management, focusing much more on human resources planning, recruitment and selection, but also on evaluating professional performance and career management. The efficient implementation of human resources management at organizational level depends very much on the analysis of jobs. Job analysis provides elements that underlie the establishment of human resource needs and can be done through several methods, namely observation, interview or questionnaires. The recruitment and selection process can be improved by job analysis, because managers more objectively identify the knowledge, skills, abilities needed for a job and can structure tests based on job analysis results; they can state a more accurate job description.

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Lacey, Marcia. "Resource Management: Whose Job is It?" Journal - American Water Works Association 103, no. 9 (September 2011): 2. http://dx.doi.org/10.1002/j.1551-8833.2011.tb11524.x.

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Sulisnaningrum, Ema, and Agatha Braun. "Strategic Human Resource Management, Regulatory Violation and Job Satisfaction in Malaysia." SPLASH Magz 1, no. 2 (April 21, 2021): 97–100. http://dx.doi.org/10.54204/splashmagzvol1no1pp97to100.

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This study aims to determine the level of employee job satisfaction, employee compliance with work regulations and human resource management strategies by conducting online interviews with 512 government and private employees in Malaysia by random sampling, then quantifying for regression using the autoregression moving average model. We find that the level of employee satisfaction is positively related to employee compliance with job regulations and the level of quality of strategic resource management in companies or government agencies.

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Anggraeni, Indra, and Eny Lestari Widarni. "Strategic Human Resource Management, Regulatory Violation and Job Satisfaction in Indonesia." SPLASH Magz 1, no. 2 (April 21, 2021): 93–96. http://dx.doi.org/10.54204/splashmagzvol1no1pp93to96.

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This study aims to investigate the level of employee job satisfaction, employee compliance with work regulations and strategic human resource management by conducting online interviews with 349 government and private employees in Indonesia by random sampling using the LinkedIn application then quantifying them for regression using the autoregression moving average model. We find that the level of employee satisfaction is positively related to employee compliance with job regulations and the level of quality management of strategic resources in companies or government institutions.

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Tarasov, Ilia, Alain Haït, and Olga Battaïa. "A Generalized MILP Formulation for the Period-Aggregated Resource Leveling Problem with Variable Job Duration." Algorithms 13, no. 1 (December 23, 2019): 6. http://dx.doi.org/10.3390/a13010006.

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We study a resource leveling problem with variable job duration. The considered problem includes both scheduling and resource management decisions. The planning horizon is fixed and separated into a set of time periods of equal length. There are several types of resources and their amount varies from one period to another. There is a set of jobs. For each job, a fixed volume of work has to be completed without any preemption while using different resources. If necessary, extra resources can be used at additional costs during each time period. The optimization goal is to minimize the total overload costs required for the execution of all jobs by the given deadline. The decision variables specify the starting time of each job, the duration of the job and the resource amount assigned to the job during each period (it may vary over periods). We propose a new generalized mathematical formulation for this optimization problem. The formulation is compared with existing approaches from the literature. Theoretical study and computational experiments show that our approach provides more flexible resource allocation resulting in better final solutions.

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Siddesh, G. M., and K. G. Srinisas. "An Adaptive Scheduler Framework for Complex Workflow Jobs on Grid Systems." International Journal of Distributed Systems and Technologies 3, no. 4 (October 2012): 63–79. http://dx.doi.org/10.4018/jdst.2012100106.

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Grid Computing provides sharing of geographically distributed resources among large scale complex applications. Due to dynamic nature of resources in grid, there is a need of highly efficient job scheduling and resource management policies in grid. A novel Grid Resource Scheduler (GRS) is proposed to effectively utilize the available resources in Grid. Proposed GRS contributes, an optimal job scheduling algorithm on Job Rank-Backfilling policy and a resource matching algorithm based on ranking of resources with best fit allocation model. Performance of GRS is measured by considering a web based BLAST algorithm – a bioinformatics application. GRS aims in reducing; Makespan of the job workflow, execution time of varied size jobs, response time of the submitted jobs and overhead of using the system. It also considers improving the utilization factor and throughput of the available heterogeneous resources in grid. The experimental results prove that proposed grid scheduler framework performs better when evaluated against widely used First Come First Serve (FCFS), Shortest Job First (SJF) and Minimum Time to Due Date (MTTD) scheduling strategies.

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Reutzel, Christopher R., Carrie A. Belsito, and Jamie D. Collins. "Human resource management executive presence in top management." International Journal of Organizational Analysis 24, no. 5 (November 7, 2016): 985–1001. http://dx.doi.org/10.1108/ijoa-10-2015-0916.

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Purpose This study aims to draw upon research from strategic human resource management (HRM) and strategic management to examine how HRM demands influence the likelihood that chief executive officers (CEOs) will staff top management with a human resource (HR) executive. Design/methodology/approach The theory and hypotheses developed in this study are tested on a sample of US initial public offering firms from the calendar year 2007, using logistic regression. Findings The results of hypothesis tests suggest that HR executive presence in top management is positively related to the HRM demands faced by a CEO stemming from product/service innovation strategies, the number of HRs employed by the firm and CEO’s financial orientation. Research limitations/implications The results of this study may not generalize to other settings. This study does not simultaneously consider the role of other structural forms which may increase or reduce the degree of HRM demands faced by the CEO. This study extends prior research on executive job demands by expanding the understanding of factors which give rise to HRM sources of executive job demands. Study results suggest that CEOs with financial orientations are more likely to staff their top management teams with an HR executive, which suggests that in the face of executive job demands stemming from a particular functional area, CEOs delegate responsibility for that function to another member of top management. This finding suggests that CEOs can, and in fact do, recognize the limitations engendered by their experiences and that when confronted with a specific type of executive job demand that does not align with their expertise, they take steps to address their individual limitations by appointing others that are more capable of addressing the particular source of executive job demand. Practical implications Study results suggest that product/service innovation strategies, CEO’s financial background and the number of HRs employed by the firm increase the likelihood of HR functional representation in top management. Originality/value The theory and results of this study extend the focus of extant research on factors giving rise to HRM’s functional representation in top management. Although prior research has emphasized the role of ownership characteristics and risk preferences in the adoption of this structural form, this study examines the role of CEO HRM demands. This approach allows for the integration of the upper echelons theory with the strategic HRM literature and provides an empirical examination of CEO job demands arising from the HRM function.

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Willy, Szelui, and Oerban Attelie. "Supervision of Human Resource Management during the Covid 19 Pandemic." International Journal Papier Public Review 2, no. 3 (June 23, 2021): 8–14. http://dx.doi.org/10.47667/ijppr.v2i3.96.

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Personnel management will demonstrate how businesses should recruit, develop, use, assess, and retain workers in terms of both amount (quantity) and kind (quality) The goal of this article is to implement a project assigned to one of the Entrepreneurship Courses during the Covid-19 Pandemic. The process of identifying and recruiting the personnel required by the company to become employees is known as recruitment. Vacancies, promotions, transfers, retirements, terminations, permanent disability, death, and labor turnover may need recruiting. A successful HR strategy requires the completion of many stages. Human Resource Planning (HRP) is a set of actions that a company does to anticipate future business and environmental needs. Human resource planning is required to fulfill the organization's requirements for specific jobs to be filled. The procedure includes identifying which jobs must be filled, the number of workers required, and when they will be required. In HR planning activities, job analysis has a tight connection with job analysis (Human Resources) Efforts to move and reorganize work activities in different groups are included in job design restructuring. Employee training is a long-term investment in workforce development that pays out handsomely. It's a technique/tool for executive management and growth.

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Janiak, Adam, Władysław Janiak, and Maciej Lichtenstein. "Resource Management in Machine Scheduling Problems: A Survey." Decision Making in Manufacturing and Services 1, no. 2 (October 11, 2007): 59–89. http://dx.doi.org/10.7494/dmms.2007.1.2.59.

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The paper is a survey devoted to job scheduling problems with resource allocation. We present the results available in the scientific literature for commonly used models of job processing times and job release dates, i.e., the models in which the job processing time or the job release date is given as a linear or convex function dependent on the amount of the additional resource allotted to the job. The scheduling models with resource dependent processing times or resource dependent release dates extend the classical scheduling models to reflect more precisely scheduling problems that appear in real life. Thus, in this paper we present the computational complexity results and solution algorithms that have been developed for this kind of problems.

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Al-Nawasrah, Maher, and Khaled Khalaf Alafi. "The impact of human resource management practices on person– job fit: the mediating role of human resources agility at Jordanian airlines companies." Global Journal of Economics and Business 11, no. 1 (August 2021): 113–31. http://dx.doi.org/10.31559/gjeb2021.11.1.9.

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This study aims to analyze the impact of the human resources management practices on adapting person- job fit, with the existence of human resource agility as a modified variable in Jordanian airlines, The researcher relies on the descriptive and analytical approach, The study population consist of all employees of the Jordanian airline companies, within the upper and middle administrative levels, whose number is (185) individuals. Due to the study small population number, the researcher adopted the entire study population as a sample for the study and in the comprehensive survey method. The results showed that human resource management practices has a statistically significant effect on person- job fit, human resource management practices effect at the agility of human resources, and agility of human resources effect at the person - job fit in the Jordanian airline companies. The results showed that human resource agility improves the impact of human resource management practices on person- job fit. The study recommended that Jordanian airlines maintain the continuity of interest in human resource agility and alignment of the individual with his job, in addition to human resource management practices in all its dimensions and the use of tools to ensure that the level of interest in them does not decline or decline.

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Bin, Zeng, and Jing Zhang. "Design of a Resource Scheduling Tool for Production Project Management." Applied Mechanics and Materials 220-223 (November 2012): 165–68. http://dx.doi.org/10.4028/www.scientific.net/amm.220-223.165.

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Production planning is clearly needed in all manufacturing systems, and that is also the case for job shops. When dealing with a small number of products or jobs repetitive scheduling becomes a major issue. In this situation, the same tasks are performed sequentially and repeated from job to job. To help with this problem, a resource scheduling tool is developed that would work alongside Microsoft Project. This tool should act as a front end to Microsoft Project and allow for the creation of a schedule with a minimal amount of work for the scheduling manager. Due to the repetitive nature of production processes, the tool should be able to eliminate most of the manual scheduling currently done exclusively in MS Project.

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Došenović, Dragana, and Branka Zolak-Poljašević. "The impact of human resource management activities on job satisfaction." Anali Ekonomskog fakulteta u Subotici 57, no. 45 (2021): 117–31. http://dx.doi.org/10.5937/aneksub2145117d.

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Although there are numerous and various factors that can affect job satisfaction, human resource management has been identified as one of the most important causes of job satisfaction. For this reason, this paper analyses the impact of human resource management and its activities on job satisfaction in various organizations in the Republic of Srpska, with the main goal to investigate and determine the existence and nature of the relationship between human resource management activities, as an independent variable, and job satisfaction, as a dependent variable. In order to analyse the observed relationship, an empirical research was conducted on a sample of 738 employees from 283 organizations from the Republic of Srpska. The research was conducted using a specially created survey questionnaire, and the reliability of the created instrument was calculated using the Cronbach's Alpha coefficient. Based on the results of the research, which were obtained by correlation analysis, the basic hypothesis was confirmed, which proved that human resource management activities have a statistically significant effect on job satisfaction. Also, all additional hypotheses, claiming that individual human resources management activities (recruitment and selection, training, development and rewarding) have a positive effect on job satisfaction, were confirmed.

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Najam, Usama, Sadia Ishaque, Saadia Irshad, Qurat-ul-ain Salik, Maria Shams Khakwani, and Malka Liaquat. "A Link Between Human Resource Management Practices and Customer Satisfaction: A Moderated Mediation Model." SAGE Open 10, no. 4 (October 2020): 215824402096878. http://dx.doi.org/10.1177/2158244020968785.

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This study attempts to investigate the linkage of human resources management practices with customer satisfaction through intervening role of employee job satisfaction. The study also examined the moderating role of procedural justice between human resource management practices and job satisfaction. A conceptual model with four hypotheses was developed and two-source field data were collected from paramedical staff members and patients ( n= 228, dyads) working in the health care sector of Pakistan. Results indicate that full mediation where job satisfaction fully mediates between human resource management practices and customer satisfaction. Furthermore, moderated regression analysis also proved the significant moderating role of procedural justice between human resource practices and job satisfaction. The findings of the study provide useful insights to evaluate and improve human resource management practices for the wellbeing of the employees and to enhance the customer satisfaction.

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Ileana Petrescu, Alina, and Rob Simmons. "Human resource management practices and workers' job satisfaction." International Journal of Manpower 29, no. 7 (November 14, 2008): 651–67. http://dx.doi.org/10.1108/01437720810908947.

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Siddique, C. M. "Job analysis: a strategic human resource management practice." International Journal of Human Resource Management 15, no. 1 (February 2004): 219–44. http://dx.doi.org/10.1080/0958519032000157438.

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Ferstl, F. "Job- and resource-management systems in heterogeneous clusters." Future Generation Computer Systems 12, no. 1 (May 1996): 39–51. http://dx.doi.org/10.1016/0167-739x(96)84677-2.

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Koong, Kai S., Lai C. Liu, and De Lease Williams. "An identification of Internet Job Board attributes." Human Systems Management 21, no. 2 (April 4, 2002): 129–35. http://dx.doi.org/10.3233/hsm-2002-21204.

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An increasing number of job seekers and corporate recruiters are using Internet Job Boards to look for job opportunities or to communicate job openings to prospective candidates around the globe. However, there are hundreds of Internet Job Boards in the e-recruiting sector. Each Internet Job Board provider has common as well as unique resources and attributes. This research examines the resources or attributes that are provided to job seekers and corporate recruiters by Internet Job Boards. Specifically, the objective of this study is to identify and classify the resources or attributes contained in the top five revenue generating Internet Job Boards in the world. New graduates looking for jobs, persons interested in advancement opportunities, faculty advisors, and career counselors will find this study useful. Human resource managers, corporate recruiters, software engineers, systems designers, scholars interested in online research, and Job Board Providers will find the reported outcomes interesting.

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Georgiou, Yiannis, Emmanuel Jeannot, Guillaume Mercier, and Adèle Villiermet. "Topology-aware job mapping." International Journal of High Performance Computing Applications 32, no. 1 (September 22, 2017): 14–27. http://dx.doi.org/10.1177/1094342017727061.

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A Resource and Job Management System (RJMS) is a crucial system software part of the HPC stack. It is responsible for efficiently delivering computing power to applications in supercomputing environments. Its main intelligence relies on resource selection techniques to find the most adapted resources to schedule the users’ jobs. This article introduces a new method that takes into account the topology of the machine and the application characteristics to determine the best choice among the available nodes of the platform, based upon the network topology and taking into account the application communication pattern. To validate our approach, we integrate this algorithm as a plugin for Simple Linux Utility for Resource Management (SLURM), a well-known and widespread RJMS. We assess our plugin with different optimization schemes by comparing with the default topology-aware Slurm algorithm, using both emulation and simulation of a large-scale platform and by carrying out experiments in a real cluster. We show that transparently taking into account a job communication pattern and the topology allows for relevant performance gains.

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Lee, Hyung-Woo. "Moderators of the Motivational Effects of Performance Management: A Comprehensive Exploration Based on Expectancy Theory." Public Personnel Management 48, no. 1 (July 5, 2018): 27–55. http://dx.doi.org/10.1177/0091026018783003.

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This study explores the moderating factors determining the motivational effect of performance-based human resource management. The analysis of the data from the 2010 Merit Principle Survey (MPS) reveals that the motivational effect of performance-based human resource management was weaker for those who have (a) a strong public service motivation, (b) a low self-efficacy, (c) enjoyed a high level of job autonomy, and (d) had enough resources necessary to get the job done. The directions of the first two moderating effects were consistent with common beliefs. However, those of job autonomy effect and of organizational resource effect were incompatible with the popular beliefs that autonomy and resources are necessary conditions for successful performance management. These unexpected results shed some lights on the political dynamics around performance management, indicating that those who have enjoyed a considerable discretion are more likely to perceive the practice of performance management as a threat to their autonomy and that those who have had sufficient organizational resources may fear for future change in resource allocation as a result of regular performance re-appraisal.

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Tian, Amy Wei, John Cordery, and Jos Gamble. "Human Resource Management Practices and Employee Job Performance:The Mediation of Job Embeddedness." Academy of Management Proceedings 2014, no. 1 (January 2014): 15800. http://dx.doi.org/10.5465/ambpp.2014.15800abstract.

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Kurowski, K., B. Ludwiczak, J. Nabrzyski, A. Oleksiak, and J. Pukacki. "Dynamic Grid Scheduling with Job Migration and Rescheduling in the GridLab Resource Management System." Scientific Programming 12, no. 4 (2004): 263–73. http://dx.doi.org/10.1155/2004/892169.

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Grid computing has become one of the most important research topics that appeared in the field of computing in the last years. Simultaneously, we have noticed the growing popularity of new Web-based technologies which allow us to create application-oriented Grid middleware services providing capabilities required for dynamic resource and job management, monitoring, security, etc. Consequently, end users are able to get easier access to geographically distributed resources. In this paper we present the results of our experiments with the Grid(Lab) Resource Management System (GRMS), which acts on behalf of end users and controls their computations efficiently using distributed heterogeneous resources. We show how resource matching techniques used within GRMS can be improved by the use of a job migration based rescheduling policy. The main aim of this policy is to shorten job pending times and reduce machine overloads. The influence of this method on application performance and resource utilization is studied in detail and compared with two other simple policies.

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Park, Jisung, Heesun Chae, and Hyun Jung Kim. "When and why high performers feel job dissatisfaction: A resource flow approach." Social Behavior and Personality: an international journal 45, no. 4 (May 7, 2017): 617–27. http://dx.doi.org/10.2224/sbp.5877.

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Our aim was to elucidate when and why high performers feel job dissatisfaction by taking a resource flow approach and focusing on team members' role overload (resource outflow) and relative leader–member exchange compared to other members (resource inflow). The sample comprised 136 supervisor–subordinate dyads, and we found that role overload decreased high performers' job satisfaction owing to the depletion of available resources, whereas leader–member exchange social comparison (LMXSC) increased high performers' job satisfaction because of the attainment of exclusive resources. Moreover, job satisfaction was lowest when resource outflow from role overload was not restored by resource inflow through LMXSC. We discuss theoretical and practical implications in relation to the literature on talent management, employee motivation, and leadership.

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Salas, Eduardo, Katherine A. Wilson, C. Shawn Burke, Dennis C. Wightman, and William R. Howse. "A Checklist for Crew Resource Management Training." Ergonomics in Design: The Quarterly of Human Factors Applications 14, no. 2 (April 2006): 6–15. http://dx.doi.org/10.1177/106480460601400204.

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Pujiyanta, Ardi, Lukito Edi Nugroho, and Widyawan Widyawan. "Resource allocation model for grid computing environment." International Journal of Advances in Intelligent Informatics 6, no. 2 (July 12, 2020): 185. http://dx.doi.org/10.26555/ijain.v6i2.496.

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Grid computing is a collection of heterogeneous resources that is highly dynamic and unpredictable. It is typically used for solving scientific or technical problems that require a large number of computer processing cycles or access to substantial amounts of data. Various resource allocation strategies have been used to make resource use more productive, with subsequent distributed environmental performance increases. The user sends a job by providing a predetermined time limit for running that job. Then, the scheduler gives priority to work according to the request and scheduling policy and places it in the waiting queue. When the resource is released, the scheduler selects the job from the waiting queue with a specific algorithm. Requests will be rejected if the required resources are not available. The user can re-submit a new request by modifying the parameter until available resources can be found. Eventually, there is a decrease in idle resources between work and resource utilization, and the waiting time will increase. An effective scheduling policy is required to improve resource use and reduce waiting times. In this paper, the FCFS-LRH method is proposed, where jobs received will be sorted by arrival time, execution time, and the number of resources needed. After the sorting process, the work will be placed in a logical view, and the job will be sent to the actual resource when it executes. The experimental results show that the proposed model can increase resource utilization by 1.34% and reduce waiting time by 20.47% when compared to existing approaches. This finding could be beneficially implemented in cloud systems resource allocation management.

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Hou, Jian-min, Rui-feng Liu, Bao-hua Shan, Yong Zhao, Ai-jun Niu, Li-ye Zou, Li-hua Hou, and Jun Han. "Resource management and job scheduling of China earthquake grid experiment system: Construction of resource management and job dynamic scheduling model ProRMJS." Acta Seismologica Sinica 19, no. 6 (November 2006): 695–703. http://dx.doi.org/10.1007/s11589-006-0695-y.

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Huang, Weifan, Chin-Chia Wu, and Shangchia Liu. "Single-machine batch scheduling problem with job rejection and resource dependent processing times." RAIRO - Operations Research 52, no. 2 (April 2018): 315–34. http://dx.doi.org/10.1051/ro/2017040.

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This paper addresses single-machine batch scheduling with job rejection and convex resource allocation. A job is either rejected, in which case a rejection penalty will be incurred, or accepted and processed on the machine. The accepted jobs are combined to form batches containing contiguously scheduled jobs. For each batch, a batch-dependent machine setup time, which is a function of the number of batches processed previously, is required before the first job in the batch is processed. Both the setup times and job processing times are controllable by allocating a continuously divisible nonrenewable resource to the jobs. The objective is to determine an accepted job sequence, a rejected job set, a partition of the accepted job sequence into batches, and resource allocation that jointly minimize a cost function based on the total delivery dates of the accepted jobs, and the job holding, resource consumption, and rejection penalties. An dynamic programming solution algorithm with running time O (n6) is developed for the problem. It is also shown that the case of the problem with a common setup time can be solved in O (n5) time.

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Wydyanto, Wydyanto, and Andri Yandi. "FACTORS AFFECTING ORGANIZATIONAL COMMITMENT (A HUMAN RESOURCE MANAGEMENT LITERATURE STUDY)." Dinasti International Journal of Management Science 2, no. 2 (December 20, 2020): 320–35. http://dx.doi.org/10.31933/dijms.v2i2.679.

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Previous research or relevant research is very important in a research or scientific article. Previous research or relevant research serves to strengthen the theory and phenomenon of the relationship or influence between variables. This article reviews the factors that influence organizational commitment, namely: Individual Characteristics, Compensation, and Job Satisfaction, A Study of Human Resource Management Literature. The results of this research library are that: 1) individual characteristics have an effect on job satisfaction; 2) compensation affects job satisfaction; 3) individual characteristics affect organizational commitment; 4) compensation affects organizational commitment; and 5) job satisfaction affects organizational commitment.

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K. Sonkar, S., and M. U.Kharat. "A Novel Energy Efficient Resource Management System in Cloud Computing Environment." International Journal of Engineering & Technology 7, no. 4.19 (November 27, 2018): 1030. http://dx.doi.org/10.14419/ijet.v7i4.19.28281.

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Primary target of cloud provider is to provide the maximum resource utilization and increase the revenue by reducing energy consumption and operative cost. In the service providers point of view, resource allocation, resource sharing, migration of resources on demand, memory management, storage management, load balancing, energy efficient resource usage, computational complexity handling in virtualization are some of the major tasks that has to be dealt with. The major issue focused in this paper is to reduce the energy consumption problem and management of computation capacity utilization. For the same, an energy efficient resource management method is proposed to grip the resource scheduling and to minimize the energy utilized by the cloud datacenters for the computational work. Here a novel resource allocation mechanism is proposed, based on the optimization techniques. Also a novel dynamic virtual machine (VM) allocation method is suggested to help dynamic virtual machine allocation and job rescheduling to improve the consolidation of resources to execute the jobs. Experimental results indicated that proposed strategy outperforms as compared to the existing systems.

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Gairola, Suresh. "Study on Human Resource Management of Forest Beat Officers in Andhra Pradesh." Indian Journal of Forestry 36, no. 1 (March 1, 2013): 23–29. http://dx.doi.org/10.54207/bsmps1000-2013-f2a540.

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This study conducted at State Forest Academy and three forest circles of Andhra Pradesh through active participation of Forest Beat Officers (FBOs) examines the effect of age, educational qualification, length of service, physical fitness, job motivation, job satisfaction and job stress on their job performance. The preferences of FBOs for different types of works within the forest department are assessed. The study reveals that only about a quarter of them have normal body-mass index. Their housing facilities need improvement as about three-fourth of them stay in rented accommodations. There is overwhelming preference for territorial responsibilities, followed by wildlife. The study indicates that task orientation, success orientation, motivators, job motivation and job satisfaction have positive influence on job performance. Hygiene, job satisfaction, age, length of service, educational qualification and body-mass index has no relationship with job performance. Job stress has negative relationship. The impact of various attributes of independent variables on job performance is also discussed. The findings may be useful for more effective human resource management of FBOs in Andhra Pradesh to improve their job performance.

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Ling, Florence Yean Yng, Yan Ning, Yi Hao Chang, and Zhe Zhang. "Human resource management practices to improve project managers’ job satisfaction." Engineering, Construction and Architectural Management 25, no. 5 (June 18, 2018): 654–69. http://dx.doi.org/10.1108/ecam-02-2017-0030.

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PurposeMore attention should be paid to project managers’ (PMs) job satisfaction as they play an important role in ensuring projects are completed successfully. The purpose of this paper is to identify human resource management (HRM) policies and practices that lead to higher PMs’ job satisfaction.Design/methodology/approachA questionnaire survey was conducted on PMs who are working in construction firms and project management consultancy firms. Data were collected via random, convenience and snowball sampling. The data collected were analysed using partial least square-structural equation modelling, independent samplest-test and Pearson’s correlation.FindingsThe findings show that PMs who are satisfied with their firms’ HRM practices and job rewards also have higher job satisfaction. Several HRM strategies that give rise to higher job satisfaction are identified, e.g. a system to recognise and develop talent, and taking active steps to identify and develop backups in case of emergency. Unfortunately, some practices are not implemented to a significant extent, and these include: systematically recruiting and retaining talented PMs, encouraging PMs to plan for their careers, offering performance and development coaching, and appraising employees.Research limitations/implicationsThe limitations include the low response rate and the relatively small sample size of 81. The profile of respondents is largely from construction companies with more than 150 staff, and, therefore, the findings are more applicable to medium- to large-sized construction firms.Practical implicationsThe study identified many HRM practices and policies that are significantly associated with PMs’ job satisfaction, yet many of these are not implemented to a significant extent by the employers. The practical implication is that employers of PMs should systematically implement these in order that their PMs have higher job satisfaction which is important for a project’s success.Originality/valueThe originality of this research is that the HRM practices and policies that are associated with job satisfaction of PMs are uncovered. Its value is in showing that PMs derive greater job satisfaction when HRM policies encompass talent development, career coaching and a personalised management style. Among these important practices, those that have been neglected were also identified. The study offers recommendations on the HRM practices that firms should be put in place for their PMs to experience higher job satisfaction.

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Marhaeni, Novie P. "ANALISIS PEKERJAAN DAN PERENCANAAN SUMBER DAYA MANUSIA SERTA PENGARUHNYA TERHADAP METODE REKRUTMEN." Jurnal Bisnis Terapan 3, no. 02 (December 31, 2019): 129–36. http://dx.doi.org/10.24123/jbt.v3i02.2508.

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Human resources and jobs are an inseparable unit in a company. Both go hand in handand have high dependency. Company management needs to do a job analysis along with human resource planning that will fill the formation or do the work. Therefore, job analysis and HR planning provide direction for management to determine the right method in the recruitment process. Thus, they can get the right people to fill the right position too. This article aims to examine and explain the effect of job analysis and HR planning on recruitment methods. With the literature study conducted, it was concluded that both the job analysis and HR planning variables have a significant influence on the recruitment method.

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Pusvitasari, Rita. "HUMAN RESOURCES MANAGEMENT IN IMPROVING THE QUALITY OF EDUCATION." AL-TANZIM: Jurnal Manajemen Pendidikan Islam 5, no. 2 (August 20, 2021): 125–35. http://dx.doi.org/10.33650/al-tanzim.v5i2.2549.

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This study analyzes the importance of human resource management in schools by focusing its analysis on human resource management in improving the quality of education at Al-Islam Krian High School, Sidoarjo, East Java. The education system at every level relies heavily on human resources for the implementation of its programs. The success of education in schools is determined by the principal's success in fostering and developing educators and education personnel in schools to improve the quality of education. This research uses a qualitative approach with the type of case study. Data collection techniques are carried out through; observation, interviews, and documentation. The results showed that planning in improving the quality of education was carried out by analyzing human resource needs and mapping positions according to the school's vision, mission, and goals, making job descriptions and job specifications. Existing human resources are then fostered and trained to improve the quality of their resources by those targeted by educational institutions.

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Bretz, Robert D., and Timothy A. Judge. "The Role of Human Resource Systems in Job Applicant Decision Processes." Journal of Management 20, no. 3 (June 1994): 531–51. http://dx.doi.org/10.1177/014920639402000301.

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Given that organizations make choices about how to manage their human resources, information about the organization is often expressed or implied in the human resource systems that organizations implement. This study proposes that information conveyed through human resource systems affects applicant job choices, that particular systems will be more important to some people than to others, and that job acceptance will be influenced by the degree to which individual characteristics match the content of the system information presented. A policy-capturing design was used to assess the effects of human resource systems within the context of other variables that past research has shown to significantly influence job choices. Results suggested support for the importance of human resource systems in job choice decisions, and further suggested that the fit between individual characteristics and organizational settings described by these systems may be particularly important determinants of job acceptance.

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Sekhar, Chandra, Manoj Patwardhan, and Vishal Vyas. "Linking Work Engagement to Job Performance Through Flexible Human Resource Management." Advances in Developing Human Resources 20, no. 1 (November 22, 2017): 72–87. http://dx.doi.org/10.1177/1523422317743250.

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The Problem The Indian information technology (IT) industry has shown a phenomenal growth over the last two decades. These changes such as increased global competition and the shift in the blend and level of the workforce have led to an increasing level of uncertainty in the industry. To overcome this unprecedented change, IT firms need to adopt flexible human resource management (FHRM) that has a direct and/or indirect impact on job performance. Therefore, the purpose of this article is to explore the impact of work engagement on job performance through FHRM among IT professionals in India. The Solution The results indicate that the use of FHRM by the employees is an important mediator between the positive relationship of work engagement and job performance. Both work engagement and FHRM contributed to job performance. The sample firm and responses for the study were limited to IT industry domain only. The results suggest that FHRM should be promoted at the employee and firm levels to boost job performance. The Stakeholders Reflecting on the employee engagement and job performance via FHRM would boost the organizational flexibility in the IT industry. FHRM makes the employee more organization fit and more engaged for their respective job. This study may be helpful in unveiling the importance of flexibility in job performance. To the best of the authors’ knowledge, this is the first study that links work engagement, FHRM, and job performance in the Indian IT industry context. The study helps in the development of theory in FHRM and employee engagement.

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Burkova, Irina, Boris Titarenko, Amir Hasnaoui, and Roman Titarenko. "Resource allocation problem in project management." E3S Web of Conferences 97 (2019): 01003. http://dx.doi.org/10.1051/e3sconf/20199701003.

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Resource allocation problems in project management are notoriously complex. Therefore the development of efficient algorithms for solving various specific cases is a real problem. This paper shows a specific case of the problem, where a program has a particular structure. The resource allocation problem in such a program is reduced to classical Johnson’s problem or job-shop scheduling problem. Effective solution methods, by way of reducing to maximum flow problems, are suggested for some types of resources. For other cases, heuristic rules are developed, with a description of the situations in which these rules allow good enough solutions to be obtained.

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Coudounaris, Dafnis N., Isaac Nana Akuffo, and Annie Owusua Nkulenu. "Human Resource Management for Ghanaian Nurses: Job Satisfaction Versus Turnover Intentions." Sustainability 12, no. 17 (August 31, 2020): 7117. http://dx.doi.org/10.3390/su12177117.

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The study has the aim of exploring the determinants of turnover intentions and job satisfaction of nurses. A survey of 163 nurses from two public and two private hospitals in the capital of Ghana, Accra, who completed a questionnaire in English, was conducted. The study uses SEM analysis to evaluate the goodness-of-fit of the model and to test hypotheses. Regarding the findings, pay rise, pay structure/administration and job satisfaction were significantly and negatively related to turnover intentions. However, the effect of benefits on turnover intentions was nonsignificant and was negatively associated with turnover intentions. The antecedents of nurses’ job satisfaction, all the constructs, i.e., pay level, pay rise, benefits, and pay structure/administration, had positive and statistically significant impacts. The influence of pay level, pay structure/administration and pay rise had the most important effect on nurses’ job satisfaction. In addition, the age status as a control variable had negative and significant effects on turnover intentions. However, gender status as a control effect had a nonsignificant impact on turnover intentions. It is recommended that the government of Ghana, the Ministry of Health, and the Ghana Health Service must institute measures such as the provision of competitive salaries and a quality work environment to entice nurses to stay in order to reduce the exodus of nurses outside the shores of Ghana. One limitation of this study is that there are other factors that could cause employees to quit their jobs, such as employee commitment, engagement, and leadership behaviours but these variables were not tested. Therefore, future studies must control these variables in studies regarding pay satisfaction and turnover intentions.

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Zhao, Jian Na, and Jing Xu. "The Application of Job Bidding Mechanism in Electrical Enterprises." Key Engineering Materials 474-476 (April 2011): 127–30. http://dx.doi.org/10.4028/www.scientific.net/kem.474-476.127.

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With the advent of knowledge economy era, the man is becoming the key factor to achieve his own strategic objectives. Therefore,in the development of the electric power Industry, the development, utilization and management of human resources have become not only the key factor of electrical enterprises’ economic growth, but also form the strategic resources of enterprises' core competitiveness directly. Consequently, Human Resource Management becomes the main question electrical enterprises’ management. The purpose of human resource management is to put all staff to the best use and put them in the proper positions in order to bring all their creativity. Competition mechanism can fully motivate the staff’s initiative and creativity. That can allocate human resources rationally. Job Bidding is a competitive merit-based, effectively encouraging and energetic working mechanism which is formed during the practice of personnel reform in electrical enterprise.

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Rajak, Shilpa. "Exploring the Significance of Job Evaluation and Job Analysis in Human Resource Management." International Journal of Innovative Research in Information Security 07, no. 04 (April 15, 2020): 40–46. http://dx.doi.org/10.26562/ijiris.2020.v0704.003.

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Barney, Chet E., Brent B. Clark, and Serge P. da Motta Veiga. "Research productivity of management faculty: job demands-resources approach." Career Development International 27, no. 2 (October 21, 2021): 161–84. http://dx.doi.org/10.1108/cdi-02-2021-0051.

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PurposeThe main purpose of this study was to examine which job resources are most valuable for research productivity, depending on varying teaching demands.Design/methodology/approachData was collected from 324 management faculty at research, balanced and teaching (i.e. respectively low-, moderate- and high-teaching demands) public universities in the United States.FindingsResults showed that no single job resource predicted research productivity across all three types of schools. At research schools (i.e. low-teaching demands), productivity was positively associated with job resources including summer compensation, level of protection for untenured faculty and number of research assistant hours, while negatively associated with travel funding. At balanced schools (i.e. moderate-teaching demands), research output was positively associated with time allocated to research, grant money, travel funding and conference attendance, while negatively associated with amount of consulting hours. At teaching schools (i.e. high-teaching demands), the only significant resource was time allocated to research.Practical implicationsThis paper can help management faculty and business school leaders understand what resources are most appropriate given the teaching demands associated with the specific institution, and by further helping these institutions attract and retain the best possible faculty.Originality/valueThis study extends prior work on academic research performance by identifying resources that can help faculty publish given different levels of teaching demands. This is important as teaching demands tend to be relatively stable within an institution, while they can vary greatly across types of institutions.

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Ismail, Hussein N., Silva Karkoulian, and Sevag K. Kertechian. "Which personal values matter most? Job performance and job satisfaction across job categories." International Journal of Organizational Analysis 27, no. 1 (March 11, 2019): 109–24. http://dx.doi.org/10.1108/ijoa-11-2017-1275.

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PurposeAs one of the first studies in this field, the purpose of this paper is to explore the effect of personal values on job performance and job satisfaction across different jobs. Further, it aims to identify personal value types that are positively, or negatively, related to behavioural and attitudinal outcomes in different job categories.Design/methodology/approachBased on a sample of 270 participants across several job categories including finance, accounting, marketing, sales, HR (human resources), operations and information technology (IT), this research explores the relationship between personal values, job performance and job satisfaction across the listed job categories. Ordinary least square (OLS) stepwise-regression and partial least square (PLS) regression were used in analysing the results.FindingsFindings showed that for some of the jobs examined, different types of personal values were associated with different worker outcomes.Originality/valueThis research study identifies sets of personal values that are suited to some jobs more than others in terms of job performance and job satisfaction outcomes. Moreover, this research demonstrates the importance of controlling for job categories in future research models that investigate the links between values, performance and satisfaction.

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Bensberg, Frank, and Gandalf Buscher. "Job Mining als Analyseinstrument für das Human-Resource-Management." HMD Praxis der Wirtschaftsinformatik 53, no. 6 (August 24, 2016): 815–27. http://dx.doi.org/10.1365/s40702-016-0256-3.

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Chow, Chee W., Kamal Haddad, and Gangaram Singh. "Human Resource Management, Job Satisfaction, Morale, Optimism, and Turnover." International Journal of Hospitality & Tourism Administration 8, no. 2 (April 3, 2007): 73–88. http://dx.doi.org/10.1300/j149v08n02_04.

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Dâmbean, Camelia Angelica, and Manuela Rozalia Gabor. "Implications of Emotional Intelligence in Human Resource Management." ECONOMICS 9, no. 2 (December 1, 2021): 73–90. http://dx.doi.org/10.2478/eoik-2021-0016.

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Abstract This article reflects an applied theoretical study that addresses the relationship between emotional intelligence, occupational stress, motivation and job satisfaction in the employees of a machine tool manufacturer.Emotional intelligence is very important and indispensable for managers in Romanian institutions, leaders wanting all employees to fulfill their obligations and responsibilities in a pleasant environment, without stress, to have effective productivity. The aim of the paper is to manage emotions, stress and time, follow rules and is to observe the relationship between EQ and work management. Emotional states must be aware, understood and controlled to achieve our goals and purpose.It describes the basic concepts, basic psychological models, purpose, objective, research hypothesis, methodology, tools for measuring emotional intelligence and job satisfaction. The main objective highlights the emotional intelligence of the people involved in the organization, an objective applied at individual and group level that leads to increasing the quality of production. Observation, interview, questionnaire, analysis and data synthesis were used as research methods. The research has 4 hypotheses that have been demonstrated. Statistical analyzes were performed using the SPSS 20 program, focusing on descriptive statistics, percentage frequency analysis, correlations. Emotional intelligence is indispensable in leadership positions, and job satisfaction is directly associated with productivity and efficiency in an organization.

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Ezugwu, Absalom E., Nneoma A. Okoroafor, Seyed M. Buhari, Marc E. Frincu, and Sahalu B. Junaidu. "Grid Resource Allocation with Genetic Algorithm Using Population Based on Multisets." Journal of Intelligent Systems 26, no. 1 (January 1, 2017): 169–84. http://dx.doi.org/10.1515/jisys-2015-0089.

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AbstractThe operational efficacy of the grid computing system depends mainly on the proper management of grid resources to carry out the various jobs that users send to the grid. The paper explores an alternative way of efficiently searching, matching, and allocating distributed grid resources to jobs in such a way that the resource demand of each grid user job is met. A proposal of resource selection method that is based on the concept of genetic algorithm (GA) using populations based on multisets is made. Furthermore, the paper presents a hybrid GA-based scheduling framework that efficiently searches for the best available resources for user jobs in a typical grid computing environment. For the proposed resource allocation method, additional mechanisms (populations based on multiset and adaptive matching) are introduced into the GA components to enhance their search capability in a large problem space. Empirical study is presented in order to demonstrate the importance of operator improvement on traditional GA. The preliminary performance results show that the proposed introduction of an additional operator fine-tuning is efficient in both speed and accuracy and can keep up with high job arrival rates.

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Mensah, James Kwame, and Justice Nyigmah Bawole. "Person–job fit matters in parastatal institutions: Testing the mediating effect of person–job fit in the relationship between talent management and employee outcomes." International Review of Administrative Sciences 86, no. 3 (July 24, 2017): 479–95. http://dx.doi.org/10.1177/0020852317704501.

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This article responds to recent calls for research examining the mechanisms through which talent management affects talented employee outcomes. Drawing insights from attraction–selection–attrition and ability, motivation and opportunity theories, the article examines one such mechanism, person–job fit, through which talent management influences talented employees’ affective commitment and quit intentions in parastatal institutions in Ghana. A sample of 232 talent pool members was used to test a partial mediation model using structural equation modelling. Our findings suggest that talent management has not only a direct effect, but also an indirect effect, on talented employee outcomes of affective commitment and quit intention via person–job fit. Implications of these finding are discussed. Points for practitioners Human resource practitioners can attempt to increase affective commitment and reduce quit intentions by seeking to match job tasks with talented employees’ knowledge, skills and abilities while, at the same time, addressing their needs by the supplies that emanate from their jobs using talent management practices. Human resource professionals can choose to assess the person–job fit of talented employees during the pre-selection phase to their talent pool. Human resource practitioners can achieve the person–job fit of current talent pool members by using job design and career planning, as well as career progression. For human resource professionals concerned with the retention of talented employees and increasing their commitment, attention to creating person–job fit through talent management practices may be useful in reducing employee intentions to leave and maintaining high commitment.

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Menachery, Thomas J. "Employees shaping their own jobs: how to enable job crafting?" Human Resource Management International Digest 26, no. 5 (July 9, 2018): 27–29. http://dx.doi.org/10.1108/hrmid-05-2018-0106.

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Purpose The purpose of this study is to review the latest developments in the area of job crafting and provide guidelines on how to enable job crafting. Design/methodology/approach The concept of job crafting is examined through a review, and the author gives his insights on the conditions to be created to enable job crafting. Findings In job crafting, individual employees and groups of employees customize their jobs by changing perceptions, tasks, and interactions related to their jobs in ways that would lead to work engagement and job satisfaction. Job crafting behavior is positively linked to engagement, work performance, job satisfaction, and employees’ well-being. Organizations can benefit by enabling job crafting to supplement top-down traditional job design approaches, thereby facilitating continuous improvement of jobs and innovation. Originality/value The different ways in which employees shape their jobs are examined, and guidelines on how to enable job crafting are elucidated.

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Schnepf, Matthias J., R. Florian von Cube, Max Fischer, Manuel Giffels, Christoph Heidecker, Andreas Heiss, Eileen Kuehn, Andreas Petzold, Guenter Quast, and Martin Sauter. "Dynamic Integration and Management of Opportunistic Resources for HEP." EPJ Web of Conferences 214 (2019): 08009. http://dx.doi.org/10.1051/epjconf/201921408009.

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Demand for computing resources in high energy physics (HEP) shows a highly dynamic behavior, while the provided resources by the Worldwide LHC Computing Grid (WLCG) remains static. It has become evident that opportunistic resources such as High Performance Computing (HPC) centers and commercial clouds are well suited to cover peak loads. However, the utilization of these resources gives rise to new levels of complexity, e.g. resources need to be managed highly dynamically and HEP applications require a very specific software environment usually not provided at opportunistic resources. Furthermore, aspects to consider are limitations in network bandwidth causing I/O-intensive workflows to run inefficiently. The key component to dynamically run HEP applications on opportunistic resources is the utilization of modern container and virtualization technologies. Based on these technologies, the Karlsruhe Institute of Technology (KIT) has developed ROCED, a resource manager to dynamically integrate and manage a variety of opportunistic resources. In combination with ROCED, HTCondor batch system acts as a powerful single entry point to all available computing resources, leading to a seamless and transparent integration of opportunistic resources into HEP computing. KIT is currently improving the resource management and job scheduling by focusing on I/O requirements of individual workflows, available network bandwidth as well as scalability. For these reasons, we are currently developing a new resource manager, called TARDIS. In this paper, we give an overview of the utilized technologies, the dynamic management, and integration of resources as well as the status of the I/O-based resource and job scheduling.

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Noor, Wahyudin. "MENGINTEGRASIKAN MANAJEMEN SUMBER DAYA MANUSIA DI MADRASAH." Tarbawi: Jurnal Keilmuan Manajemen Pendidikan 3, no. 02 (December 31, 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 development, job assessment and compensation into planning, management and control of madrasah organizations related to allocation and human resource development in madrasah Keywords. Management, Human Resource Development, Madrasah.

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Schreurs, Bert, Hetty van Emmerik, Nele De Cuyper, Tahira Probst, Machteld van den Heuvel, and Eva Demerouti. "Religiousness in times of job insecurity: job demand or resource?" Career Development International 19, no. 7 (November 4, 2014): 755–78. http://dx.doi.org/10.1108/cdi-08-2014-0114.

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Purpose – Departing from the job demands resources model, the purpose of this paper is to investigate whether religion, defined as strength of religious faith, can be viewed as resource or as demand. More specifically, the authors addressed the question as to how job insecurity and religion interact in predicting burnout and change-oriented behavior. Design/methodology/approach – The authors conducted moderated structural equation modeling on survey data from a sample of 238 employees confronted with organizational change. Findings – Results were largely consistent with the “religion as a demand” hypothesis: religion exacerbated rather than buffered the negative effects of job insecurity, so that the adverse impact of job insecurity was stronger for highly religious employees than for employees with low levels of religiousness. Religious employees appear to experience more strain when faced with the possibility of job loss. Originality/value – The results of this study challenge and extend existing knowledge on the role of religion in coping with life stressors. The dominant view has been that religion is beneficial in coping with major stressors. The results of this study, however, suggest otherwise: religion had an exacerbating rather than a buffering effect on the relationship between job insecurity and outcomes.

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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 (June 23, 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, and work supervisor support had positive associations with OCB. However, the effect of work overload was found to be marginalized, and the expected buffering role of job resources on the negative association of work overload with OCB was not confirmed in this study.

Journal articles on the topic 'Resource and job management'

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