Relevant bibliographies by topics / The role of the manager in the human resource management

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
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Academic literature on the topic 'The role of the manager in the human resource management'

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Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "The role of the manager in the human resource management"

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Baporikar, Neeta. "Human Resource Management for Managing Cultural Diversity." International Journal of Applied Management Sciences and Engineering 7, no. 1 (January 2020): 74–99. http://dx.doi.org/10.4018/ijamse.2020010104.

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Manager awareness of culture and cultural diversity is subjective and as such, managers use their own cultural knowledge to make judgments on issues that relate to cultural diversity. Human resource practitioners are not championing the practices that empower managers to manage cultural diversity due to overbearing administrative procedures. This results in favoritism, leading to high turnover and poor morale. Managers are also unable to associate organizational strategies and policies to cultural diversity, indicating cultural diversity knowledge and skill gaps. Hence, adopting a qualitative approach and descriptive design, the aim of this research is investigating the role of human resource management in managing cultural diversity at the correctional service organization. The sample size consists of 24 managers selected through non-probability purposive sampling from 42 managers' population of head and regional office.
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Karlsen, Jan Terje, Parinaz Farid, and Tim Torvatn. "Project manager roles in a public change project: the case of a municipal merger." International Journal of Organization Theory & Behavior 23, no. 2 (March 30, 2020): 155–71. http://dx.doi.org/10.1108/ijotb-04-2019-0052.

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PurposeThis paper investigates the emphasis placed on different managerial roles by the project manager in a public merger and change project.Design/methodology/approachA research model was designed based on six management roles: leader, resource allocator, spokesman, entrepreneur, liaison and monitor. Empirical data were collected using in-depth interviews. The studied case concerns a large public merger and change project between two municipalities in Norway.FindingsThe paper reveals that the project manager emphasized the externally oriented entrepreneur role mostly. The internally oriented resource allocator role that focuses on managing the project was least emphasized. The research identifies a gap between needed and actual competence in basic project management as a barrier to exercise the resource allocator role more thoroughly.Research limitations/implicationsFuture research should investigate other public merger and change projects so that these findings may be generalized.Practical implicationsThis research concludes that project managers in public change projects should be more internally oriented towards the resource allocator role. Furthermore, public project managers need to make sure that they possess the necessary technical project management competence to practice the resource allocator role effectively.Originality/valueRather than stressing the importance of leadership in general to manage a project, this paper is original as it applies a set of management roles to empirically study what a public project manager practice.
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Kopeć, Jacek. "Contemporary Human Resource Manager Roles." Kwartalnik Ekonomistów i Menedżerów 51, no. 1 (March 15, 2019): 23–32. http://dx.doi.org/10.5604/01.3001.0013.2338.

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The article presents the modern roles of the HR manager to meet the challenges of the future. The first part of the article presents the challenges in the field of human resource management towards the HR manager. The next part of the article presents a review of the literature on the subject regarding the classic roles of the HR manager. It was proposed to the HR manager in the future to perform the following roles in addition to the classical roles: master of employee engagement management, facilitator of skillful use of talents in the organization, digilizer of personnel processes and employee diversity, green HRM facilitator.
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Three, ITM-OM Team, Shahryar Sorooshian, and Noor Azlinna Binti Azizan. "Human Resource Projects." Journal of Management and Science 1, no. 4 (December 30, 2013): 497–500. http://dx.doi.org/10.26524/jms.2013.67.

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This letter is a review article to study basics human resource management, for a class activity in Operations management tutorial under University Malaysia Pahang Undergraduate Programs. In this paper a team of students as their tutorial work studied researches to find what the role of manager of good and service design is.
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Cianci, Anna M., Steven E. Kaplan, and Janet A. Samuels. "The Moderating Effects of the Incentive System and Performance Measure on Managers' and Their Superiors' Expectations about the Manager's Effort." Behavioral Research in Accounting 25, no. 1 (August 1, 2012): 115–34. http://dx.doi.org/10.2308/bria-50290.

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ABSTRACT: The current study experimentally examines effort expectations (i.e., planned hours) for a manager made by participants in the role of the manager or the manager's superior. The experiment also manipulates the type of incentive system (i.e., bonus based on either strategic or all measures) and the type of performance measure (i.e., strategic or general). We predict and find that the participants in the manager role engage in self-enhancement (e.g., Pfeffer and Fong 2005; Sedikides and Gregg 2008). Specifically, the total hours that managers planned to work were more than the total hours their superiors expected the manager to work. We also find that both the type of incentive system and the type of performance measure moderate managers' tendency to engage in self-enhancement. Compared to a strategic incentive system, managers' self-enhancement was diminished under a comprehensive incentive system. Further, participants in the manager role engage in self-enhancement for planned strategic hours but not for planned general hours. Data Availability: Available upon request.
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Naser Alolayyan, Main, Mohammad Sharif Alyahya, and Dana Ahmad Omari. "Strategic human resource management practices and human capital development: The role of employee commitment." Problems and Perspectives in Management 19, no. 2 (May 27, 2021): 157–69. http://dx.doi.org/10.21511/ppm.19(2).2021.13.

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This paper studied the influence of strategic human resource management on human capital development through the mediation of employee commitment. A descriptive cross-sectional study design was used to collect data from 514 participants (medical staff) from five hospitals in northern Jordan. The hospitals involved were from different sectors, including governmental, private, and university hospitals. Several analysis methods were used in the study: Confirmatory Factor Analysis (CFA), discriminant validity, and composite reliability. Direct and indirect hypothesis testing was also utilized using Structural Equation Modeling (SEM). The study showed that the practice of strategic human resource management had a direct positive impact on employee commitment; the practice of strategic human resource management had a direct positive impact on human capital development; the impact of employee commitment on human capital development was positive and direct; employee commitment has a partial mediating effect between both of them. Accordingly, HR managers in hospitals should move from “softer” responsibilities and traditional HR activities to a more strategic level (i.e., developmental strategy), where HR strategies are aligned and reinforce the hospital’s vision and mission and link organizational strategy to HR strategies. Healthcare managers should invest more in human capital through formal education and training. AcknowledgmentsThe Deanship of Research at Jordan University of Science and Technology (JUST) in Jordan is acknowledged by authors for providing facilities through the research No. 488/2020 and research environment to accomplish the goals of this work. The authors thank Professor Fareed Nusair at the Department of Health Management & Policy, the Faculty of Medicine.
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van Donk, Dirk-Pieter, and Arnout Esser. "Strategic human resource management: A role of the human resource manager in the process of strategy formation." Human Resource Management Review 2, no. 4 (December 1992): 299–315. http://dx.doi.org/10.1016/1053-4822(92)90003-9.

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Zuzevičiūtė, Vaiva, and Margarita Teresevičienė. "The role of a human resource manager as a facilitator of learning." Baltic Journal of Management 5, no. 1 (January 12, 2010): 68–81. http://dx.doi.org/10.1108/17465261011016568.

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Scarnecchia, Dennis L. "Salmon Management and the Search for Values." Canadian Journal of Fisheries and Aquatic Sciences 45, no. 11 (November 1, 1988): 2042–50. http://dx.doi.org/10.1139/f88-238.

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This perspective addresses the role of human values in North American salmon management. Salmon resources have been aided and harmed by technology, and managers must carefully assess how current and future technologies will be used to manage salmon. Effective managers must be knowledgeable of fishery science and human values. The science in fishery management is the objective, logical, and systematic method of obtaining reliable knowledge about fishery resources. The art in fishery management involves our values, that is, what we judge to be good, desirable, and important in the long run. A rational management plan is a selective embodiment of the values of the manager or of the organization or society that the manager represents. More surveys are needed to assess the values of the public toward salmon resources. Several potentially desirable directions are discussed for future salmon management in the Pacific Northwest.
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Principi, Andrea, Paolo Fabbietti, and Giovanni Lamura. "Perceived qualities of older workers and age management in companies." Personnel Review 44, no. 5 (August 3, 2015): 801–20. http://dx.doi.org/10.1108/pr-09-2013-0158.

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Purpose – To explore whether the ages of human resources (HR) managers has an impact on their perceptions of the qualities/characteristics of older and younger workers (i.e., manager attitudes) and on the implementation of age management initiatives to the benefit of older workers (i.e., manager behaviors). The paper aims to discuss this issue. Design/methodology/approach – Based on theories concerning the origins of stereotypes and the concept of “in-group bias”, three hypotheses were tested on a sample of HR managers from 516 Italian companies extracted from the Gfk Eurisko database by using factor analyses and bivariate and multivariate tools. Findings – The age of an HR manager seems to influence his/her attitudes towards older and younger workers, because HR managers judge workers of a similar age to them more positively. In contrast, the age of an HR manager does not seem to play a particular role in the implementation of age management initiatives. In the companies considered, however, there is a tendency to adopt early retirement schemes when the HR managers concerned are younger, while in general there is a tendency to implement age management initiatives and show a greater appreciation of older workers in larger companies. Practical implications – The implementation of age management initiatives to the benefit of older workers may improve HR managers ' perceptions of those workers ' positive qualities. Furthermore, specific training may help HR managers recognize that both younger and older workers have useful albeit different strengths. Originality/value – This study provides new empirical evidence from the Italian context on the largely under-investigated issue of the role played by age in shaping HR managers ' attitudes towards older workers, and age management policies in particular.
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Dissertations / Theses on the topic "The role of the manager in the human resource management"

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Pietersen, F. L. (Flozenia Lizzet). "The emerging role of the human resource manager as strategic partner in South African organisations." Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/50148.

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Thesis (MA) -- University of Stellenbosch, 2004.
ENGLISH ABSTRACT: South African organisations, just as in other countries, are fighting to gain a competitive advantage over their competitors. In this struggle, human resources have become the focus point of debate and intervention in organisations. The task-related competencies of employees have suddenly become central with regard to the performance of organisations. This new-found importance with which human resources have been labeled, also has a spill-over effect on the importance of the human resources function in organisations, especially the manager and leader thereof. The aim of this study is to shed light on the strategic partnership role that senior human resource managers currently play in South African organisations. Furthermore, a theoretical framework through which the concept of strategic partnership can be understood and explored, is introduced. The data was collected by utilising a survey and consisted of adapted versions of the Human Resources Role-assessment Survey (strategic partner), the Human Resources Competencies Scale as well as scales that measured the dimensions of strategic role motivation and strategic role opportunity. The results of this study showed that on average, the senior human resource (HR) managers in South Africa rated themselves significantly higher on the strategic partnership dimension than senior line managers rated them. Additionally, it seems that senior HR managers reported higher levels of professional competencies than of business-related competencies. A significant positive relationship exists between professional competencies and business-related competencies. There seems to be a significant positive relationship between strategic partnership and strategic role motivation as well as strategic partnership and strategic role opportunities within South African organisations. Conclusions are drawn from the results and recommendations are made for future research.
AFRIKAANSE OPSOMMING: DIE ONTLUIKENDE ROL VAN DIE MENSLIKE HULPBRONBESTUURDER AS IN STRATEGIESE VENNOOT IN SUID-AFRIKAANSE ORGANISASIES Net soos in ander lande, veg Suid-Afrikaanse organisasies vir die verkryging van 'n kompeterende voordeeloor hul mededingers. In hierdie stryd het die menslike hulpbron die fokuspunt van debat en intervensies in organisasies geword. Die taak-verwante bevoegdhede van werknemers het skielik sentraal geword in die ontleding van die prestasie van organisasies. Hierdie nuutgevonde belangrikheid waarmee die menslike hulpbron geëtiketteer word, het gelei tot die toenemende belangrikheid van die menslike hulpbronfunksie in organisasies, en spesifiek die bestuurder en leier van hierdie funksie (menslike hulpbronbestuurder). Die doel met hierdie studie is om die strategiese vennootskapsrol van menslike hulpbronbestuurders in Suid-Afrikaanse organisasies op te klaar. Verder word 'n teoretiese modelook ontwikkel waarmee die konsep van strategiese vennootskap beter verstaan en verder verken kan word. Die data is ingesamel deur gebruik te maak van 'n opname wat die vorm van 'n vraelys aangeneem het. Hierdie vraelys het bestaan uit aangepaste weergawes van die Menslike Hulpbron Rol-assesseringsopname (strategiese vennootskap), die Menslike Hulpbron Bevoegdheidskaal, sowel as vrae oor die dimensies van strategiese rolmotivering en strategiese rolgeleenthede. Die resultate van hierdie studie toon dat senior menslike hulpbronbestuurders in Suid-Afrikaanse organisasies hulself gemiddeld beduidend hoër tellings toeken op die dimensie van strategiese vennootskap as senior lynbestuurders. Dit blyk dat senior menslike hulpbronbestuurders ook oor hoër vlakke van professionele bevoegdhede as besigheidsverwante bevoegdhede beskik. Daar bestaan In beduidende positiewe verband tussen professionele bevoegdhede en besigheidsverwante bevoegdhede. Daar blyk ook In beduidend positiewe verband tussen strategiese vennootskap en strategiese rolmotivering, sowel as strategiese vennootskap en strategiese rolgeleenthede in organisasies te wees. Op grond van hierdie resultate is daar bepaalde gevolgtrekkings gemaak asook aanbevelings vir verdere navorsing.
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Ustohalová, Klára. "Vymezení role HR a liniového manažera ve společnosti LAC, s.r.o." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-241317.

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The master´s thesis is focused on the definition of the role of HR and line manager at LAC, Ltd. The thesis consists of two parts - theoretical and practical. The theoretical part is based on findings of the literature which is aimed at human resources management, role of HR manager and role of line managers in the company. The practical part deals with description of the company and its human resources management and an analysis of the role of line and HR managers in the company using interview method.
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Robson, Fiona. "Managing absence in the UK public sector : the role of first line managers." Thesis, Northumbria University, 2009. http://nrl.northumbria.ac.uk/281/.

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This study investigates the characteristics of first line managers (FLMs) required to manage absence 'effectively' within Gateshead Metropolitan Borough Council. An important theoretical contribution to knowledge is made by focusing specifically on the role and impact of FLMs which is an issue that has previously been identified as being important, but has not been researched specifically. A wide range of literature was explored from the fields of health management, psychology and business management to present a clear picture of the key issues involved in absence management. Discussions are provided on personal, organisational and group level characteristics which have been found to have an association with levels of employee absence, before looking at best practice in the management interventions that can be used. Five major hypotheses were generated from the literature and were further broken down into 21 testable sub-hypotheses. A positivist approach was taken using a quantitative methodology in order to meet the objectives of this study. This consisted of a range of research methods including a survey to FLMs, policy analysis and analysis of internal organisational documents. Using this variety of methods a clear picture of existing practices was developed and then analysed. This extensive methodological approach makes an interesting contribution to this research field and is in response to some earlier criticisms of research designs in this area. The survey results show multiple statistically significant relationships between variables and levels of absence including; the age of the FLMs; the division (p=0.01) and departments (p=0.02) in which the FLMs work, and their levels of knowledge of the organisation's absence management policy and procedures (p= 0.048). This allowed the rejection of the null hypotheses and states that there is an association between these variables and levels of absence of the FLMs' employees. However, there are also other interesting results that are of high practical significance despite the results not being statistically significant. This includes looking at relationships between variables such as career history and relationships with other stakeholders, when correlated with the absence levels of the FLMs' employees. The main results from the other research methods utilised in this study demonstrate that there is some ambiguity over responsibilities for managing absence and that absence management is not fully integrated into associated HR policies. Despite attempts to implement best practice interventions, there remain some indications of differences between rhetoric and reality. Recommendations for the organisation include the need to include supplementary details in their absence management policy and to condense the seven existing documents into one comprehensive policy guide. In addition the organisation needs to support their FLMs so that they understand exactly what their role in absence management entails and how and when they should work in partnership with other stakeholders.
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Kolibová, Adéla. "Návrh assessment centra na pozici HR manažera." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2010. http://www.nusl.cz/ntk/nusl-222584.

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Diplomová práce se zabývá navrhnutím Assessment centra pro pozici HR manažera ve vybraném výrobním podniku. V teoretických východiscích práce jsou uvedena témata, která souvisí s cílem diplomové práce. Dále je v práci provedena analýza pracovního místa, aby mohly být vytvořeny vhodné podmínky pro nastavení klíčových kompetencí HR manažera. Tyto klíčové kompetence slouží jako základ pro navrhnutí Assessment centra, které poté může být využito jako efektivní výběrová technika.
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Darby, Roger. "International human resource management : a study of the role of organisational support systems in determining the subsequent performance of expatriate managers." Thesis, University of Sussex, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.313967.

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This research considers the effective deployment of expatriate managers by international organisations. It is argued that success on international placements is partly dependent upon the identification and development of support for personnel managing such assignments Extant research indicates that the success rates of international assignments are not commensurate with the investments made by organisations. A number of key elements have been identified which, it is argued, if properly supported could ensure a greater degree of satisfaction and success of the `dual' expatriation process. Central to this research is the view that in order for organisations to maximise the skills and abilities of staff sent on international assignments and to minimise the direct and indirect costs of the whole process, these key elements of support should be placed within an organisational policy. This should be framed, communicated, enacted upon and understood by all concerned. This would encompass the He cycle of assignments involving the main phases of pre-departure, post arrival and repatriation. In order to examine this propositional view, this research studied the support given to expatriate managers on international assignments and compares and contrasts it with stated parent company policy in the assistance of their staff placed abroad. A number of methods of enquiry were undertaken. Adopting a Western European perspective, it included the retrospective view by expatriate managers of the support given by their companies in the completion of an international assignment. To examine the extent to which the perceptions of managers of company support on assignments matched declared policy, data from a survey questionnaire of 300 managers from four companies in different sectors was examined. The expatriation policies of four multinational companies were also examined and key personnel were interviewed about the framing and implementation of these policies. Further analysis of perceptions within companies was possible through semi-structured interviews with selected key decision makers. The main contribution of this thesis is the development of a conceptual model identifying a typology of support during the dual expatriation process. This will assist both academic and practitioners to analyse the whole expatriation process and enhance both individual and organisational development.
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Hedmark, Stefan. "Plutonchefen - administratör och krigare? : En enkätstudie om hur plutonchefen upplever att arbetsinnehållet påverkats av arbetsgivarrollen." Thesis, Försvarshögskolan, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:fhs:diva-2498.

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I arbetslivet har första linjens chefer haft stora inslag av direkt ledarskap med en traditionellt hög närvaro hos de underställda. Studier visar på en ökad andel administrativa, ekonomiska och personalledande uppgifter för första linjens chefer som får till följd en minskad delaktighet i den dagliga verksamheten men också sämre möjligheter att motivera sin underställda, vilket negativt påverkar verksamheten. I Försvarsmakten har administrativa uppgifter som tidigare genomfördes högre upp i organisationen flyttats till en lägre nivå. Uppsatsens syfte är att öka förståelsen för och kunskapen om plutonchefens arbetssituation efter införandet av anställda soldater och den delegerade arbetsgivarrollen till plutonchefen. Studiens fokus är på plutonchefens avvägning mellan deltagandet i underställdas verksamhet för att utöva direkt ledarskap kontra att genomföra bl.a. personaladministration. I studien används rollteori från socialpsykologin som analysmodell, med utgångspunkt i tidigare forskning och litteratur om första linjens chefer och Försvarsmaktens ledarskapsmodell. Inledningsvis beskrivs Försvarsmaktens ”utsända” rollförväntning, därefter inhämtas plutonchefens upplevda arbetssituation och rollförväntning med en enkät till 141 plutonchefer (90 svar). Slutligen jämförs rollförväntningarna med varandra samt med teorin.  I empirin framkommer att plutonchefernas situation är pressad där upplevda tvingande administrativa arbetsuppgifter prioriteras före direkt ledarskap. Hälften (48 %) av plutoncheferna deltar i underställdas verksamhet mindre än 20 % av sin arbetstid och endast 20 % av plutoncheferna använder mindre än 20 % av arbetstiden till administration av underställda. Resultatet antyder att det finns en skillnad i rollförväntningar på plutonchefen mellan Försvarsmakten och plutoncheferna själva, främst kopplat till faktorn överbelastning av arbetsuppgifter samt yrkesrollidentiteten.
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Nkosi, Sizwe Victor. "Strategic change in the public service : differential roles of human resource and line managers." Diss., University of Pretoria, 2016. http://hdl.handle.net/2263/63645.

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Introduction Change is theorised as being inevitable and constant, yet it can be managed either proactively or reactively. It can occur incrementally as a process, or drastically and radically; this invariably affects the systems and sub-system. Most managers in the Public Service (PS), officials, consultants and practitioners conceptualise change management with minimal strategies of how to deal with it, especially when it occurs in an organisation. Change management needs key role players with respective roles to manage change within an organisation. Change management in this study is in the context of organisational strategic change, where human resource (HR) and line managers are regarded as key stakeholders in dealing with change, particularly strategic change, in the PS. Failed change efforts are due to inadequate change management competence, which ultimately demands effective change management solutions, tailor-made programmes and specific actions, including skills and roles that need to be applied. If change is not managed in an organisation, it creates resistance that is associated with negative emotions where individuals and collectives experience fear, anxiety, insecurity, loss of control, constant routines, traditions, lack of support, confidence and trust. At an organisational level it can result in inadequate performance due to unclear goals and affected employees not being involved in the planning of change, as well as poor management style and political dynamics within the organisation. The PS is in flux and is affected by the rapid pace of social, political and technological change. Change should be managed by HR and line managers in the PS. Research Purpose The aim of this study was to determine the different roles that HR and line managers play during various phases of strategic change in the context of the PS and to further explore if they actually fulfil those theoretically determined roles. Motivation for the Study The PS has undergone tremendous change, mainly to adapt its service delivery machinery to government’s broadened mandate to serve all of the people of South Africa. Therefore, the motivation of this study is based on the lack of success in the PS in delivering services as required. This necessitates change efforts to improve service delivery. The failure of change efforts due to insufficient change solutions by management in the PS creates a gap in knowledge about change management solutions in the PS. This knowledge gap exists as result of the fact that there has been no research that has explored, in any detail, specifically how HR and line managers go about managing change on a day-to-day basis. This indicates that there is a scarcity of prior empirical studies exploring how change should be managed in organisations, including the PS. Leaders and managers in the PS do not understand the complexities they are facing when dealing with change due to the lack of capacity in terms of roles in leading and managing the change process. Hence the motivation of the study seeks to determine change management solutions through key stakeholders, by exploring the roles of HR and line managers in managing and leading change in the Public Service.
Dissertation (MPhil)--University of Pretoria, 2016.
Human Resource Management
MPhil
Unrestricted
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Bredin, Karin. "Human Resource Management in Project-Based Organisations : Challenges and Changes." Licentiate thesis, Linköping : Department of Management and Economics, Linköping University, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-7662.

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Azizsafaei, Farzaneh. "The role of human resource management in achieving organisational agility." Thesis, Birmingham City University, 2017. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.739954.

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Szierbowski-Seibel, Klaas [Verfasser]. "The development of the human resource function towards a strategic role - four essays in human resource management focusing on strategic human resource management involvement, human resource outsourcing and human resources mangement and the relationship with organizational performance / Klaas Szierbowski-Seibel." Paderborn : Universitätsbibliothek, 2019. http://d-nb.info/1186785934/34.

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Books on the topic "The role of the manager in the human resource management"

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Laura, Brown, ed. Value-based human resource strategy: Developing your consultancy role. Amsterdam: Butterworth-Heinemann, 2003.

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Benimadhu, Prem. Adding value: The role of the human resource function. Ottawa: Conference Board of Canada, 1995.

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Swords, Mary T. The emerging role of line managers in the management of human resources: A case study. Dublin: University College Dublin, 1995.

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Barham, Kevin. The quest for the international manager: A survey of global human resource strategies. London, United Kingdom: Economist Intelligence Unit, 1991.

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Barham, Kevin. The Quest for the international manager: A survey of global human resource strategies. London: Economist Intelligence Unit, 1991.

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Norris, Jim. Strategy: The influence of strategic human resource management and the role of management development. [s.l: The Author], 1996.

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Stephen, Gates. The changing global role of the human resource function. New York: Conference Board, 1994.

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Gates, Stephen. The changing global role of the human resource function. New York, NY: Conference Board, 1994.

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Monks, Kathy. Gaining competitive advantage through a quality culture: The role of human resource management. Dublin: Dublin City University Business School, 1996.

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Francis, Helen Mary Inez. A processual analysis of organisational change and the role of human resource management. Leicester: De Montfort University, 2000.

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Book chapters on the topic "The role of the manager in the human resource management"

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Harney, Brian, and Kenneth Cafferkey. "The Role of the Line Manager in HRM-Performance Research." In Work Organization and Human Resource Management, 43–53. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-06376-8_3.

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Echevarría, Santiago García, and Maria Teresa del Val Núñez. "The Human Resource Manager in Spain." In Management of Structural Change, 11–34. Wiesbaden: Gabler Verlag, 1995. http://dx.doi.org/10.1007/978-3-322-94453-5_2.

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Szende, Peter, Suzanne Markham Bagnera, and Danielle Clark Cole. "The wishy-washy manager." In Human Resource Management in Hospitality Cases, 132–33. New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781351233316-39.

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Szende, Peter, Suzanne Markham Bagnera, and Danielle Clark Cole. "Alison, the credit manager." In Human Resource Management in Hospitality Cases, 227–29. New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781351233316-70.

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Szende, Peter, Suzanne Markham Bagnera, and Danielle Clark Cole. "Peter is the nicest manager!" In Human Resource Management in Hospitality Cases, 128–29. New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781351233316-37.

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Haubrich, Gislene Feiten. "Mediation Matters: The Role of Staff in Coworking Constitution." In Human Resource Management, 157–72. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-62167-4_9.

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Waters-Lynch, Julian, and Cameron Duff. "Coworking’s Cooperation Paradox: On the Role of Stigmergic Curation." In Human Resource Management, 133–56. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-62167-4_8.

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Mishra, Paritosh, Balvinder Shukla, and R. Sujatha. "Changing Role of Human Resource Management." In Human Resource Management for Organisational Change, 27–31. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-2.

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Kuriyama, Naoki. "The Role of Business with Regard to Asian Living and Working Conditions." In Japanese Human Resource Management, 293–319. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-43053-9_14.

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Jamieson, David W., Sue Eklund, and Bob Meekin. "Strategic Business Partner Role." In The Encyclopedia of Human Resource Management, 112–28. San Francisco, CA: Pfeiffer: A Wiley Imprint, 2012. http://dx.doi.org/10.1002/9781118364710.ch10.

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Conference papers on the topic "The role of the manager in the human resource management"

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Baloh, Peter. "Analysis of Information Systems Management (post)-Graduate Program: Case Study of Faculty of Economics, University of Liubliana, Slovenia." In InSITE 2005: Informing Science + IT Education Conference. Informing Science Institute, 2005. http://dx.doi.org/10.28945/2866.

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Only a strong interaction of people, information and technology can improve business performance. The Chief Information Officer (CIO) of the new age has to be a ‘hybrid’ business and information systems manager who can play a major role in strategy formulation for effective use of information technology, who does not neglect the human side of the information equation, and who does not forget that information has to be managed like any other resource and thus puts the ‘I’ back in the ‘IT’. This leads to new aspects of what kind of competencies and skills a CIO, a ‘hybrid’ business and information systems manager, must have. In the paper a recently developed Information Systems Management under- and post-graduate curriculum is verified whether it sustains sufficient degree of relevancy to the needs of present-day business community. This analysis can serve as a guideline when building, revising and endorsing contemporary and relevant curricula for similar educational programs.
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SERB (TANISLAV), Maria Cristina. "Digitalization – a Key Factor in the Personal Professional Development of Human Resources in Educational Organizations." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/28.

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In the European Union, we are trying to achieve an extended common area of education, that will have to face the challenges of a more global economy. The current European context offers the possibility of harmonizing VET education systems in the component countries and also the perspective of ensuring the education quality. Present-day researches show that students’ emotional development is decisive for school and life success or mental health. An important role in this process is played by the human resource in VET education. The teacher must be able to provide the opportunity for students to identify, use, understand and manage emotions, in order to communicate effectively, to empathize with those around us, to overcome challenges and to prevent and mitigate conflicts. This research presents an analysis of the role of digitalization in the personalprofessional development of human resources in educational organizations. Mindfulness practices are an important factor in intensifying focus and clarity of mind, processes that can help improve cognitive functions, ultimately having an impact on improving the balance between personal and professional life. This research presents the most important results regarding the need for personal-professional development of teachers through the processes digitalization. The data obtained are the result of applying a questionnaire on a representative sample of teachers from pre-university VET education, from Dambovita county. These served to shape a system of factors with a role in increasing the quality of the teaching process.
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Ognjanović, Jasmina, and Marijana Bugarčić. "THE ROLE OF EMPLOYER BRAND IN HOTEL COMPANIES DURING COVID-19 CRISIS." In The Sixth International Scientific Conference - TOURISM CHALLENGES AMID COVID-19, Thematic Proceedings. FACULTY OF HOTEL MANAGEMENT AND TOURISM IN VRNJAČKA BANJA UNIVERSITY OF KRAGUJEVAC, 2021. http://dx.doi.org/10.52370/tisc21263jo.

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Hospitality and tourism is one of economic braches which has been severely affected by the COVID-19 pandemic. Finding the ways and identifying the measures for recovering from the crisis which has been lasting for more than a year is the key task of hotel managers and leaders. The main objective of this paper is to examine the state of affairs in the hotel industry that has been devastated by COVID-19 and analyze the possible tools for human resource management in hotels, all with the aim of mitigating the consequences of the crisis. Inductive and deductive research methods were used for the needs of this analysis. One of the possible solutions for overcoming the crisis of human resource management is employer brand. Investing in employer brand may result in creating specific benefits for employees - functional, economic and psychological benefits. During the pandemic, the benefits for employees are expanded to job security, health protection and psychological recovery of employees.
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Barrett, Bob. "A Coaching Skills and Strategies Managers Utilize for Employee Improvement and Retention." In INNODOCT 2018. València: Editorial Universitat Politècnica de València, 2018. http://dx.doi.org/10.4995/inn2018.2018.8912.

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While managers and supervisors may be hired for certain variety of skills sets, abilities, and knowledge, not all of these workers may be educated or trained to be workplace coaches or mentors may or may not have the tolerance and patience for such a role. However, Human Resource Management professionals in the workplace need to realize that there may be a need for coaching training and skills enhancement workshops to prepare today’s workforce managers. The key for success in this area is to conduct a need assessment for the workers and managerial staff to determine what is needed from today’s workplace coaches in terms of needed skills sets and strategies to be utilized by them to help enhance, motivate, monitor, and evaluate the human capital working for today’s organization. Next, the development and design of a coaching program can be instrumental in moving today’s managerial workforce from general coaches to more specialized coaches to help develop and today’s workforce, as well as help strengthen their own skills sets and knowledge in order to help obtain better results of organizational goals, as well as develop stronger working relationships and bonding with the workers. Equally important, today’s workers need to exert an equal amount of effort and participation in a coaching environment in order to gain better outcomes in terms of performance and efficiency. This presentation will focus on the creation of better coaching programs and evaluation of coaching relationships and outcomes.
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Şerban, Octavian. "From Endogenous Growth Theory to Knowledge Economy Pyramid - Comparative Analysis of Knowledge as an Endogenous Factor of Development." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/09.

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The transition from the neoclassical model with exogenous input of technological progress perspective toward R&D model with endogenous growth of knowledge perspective is not completed, but the premises of innovation, research, education, and entrepreneurship push the limits of labour-intensive economy to knowledge-intensive economy, where knowledge is a valuable resource for sustainable growth in the long-run and the role of Intellectual Capital is critical for increasing productivity and competitiveness. By introducing Intellectual Capital in the endogenous growth model, instead of Human Capital, we have the possibility to reflect better the difference between the market value of production and physical value. In the technological era, innovation and research are able to increase the market value comparing with the accounting value. In the 4th Industrial Revolution, this model is able to be changed dramatically if we take into account the possibility of machines to create knowledge through Artificial Intelligence, Internet of Things, new biotechnologies, new materials, and nanotechnology. For this reason, the more important action for the economic processes is to manage knowledge, starting with increased awareness, accurate measurement system, improved taxonomy, dedicated processes, and so on. In such conditions, the equation of growth theory has to be rewritten soon. The purpose of this research is not to provide a silver bullet of measurement Total Factor Productivity (TFP), but to understand better the part of productivity dedicated to the intangible and to validate this approach within the KEP model. Knowledge Economy Pyramid (KEP) is a valuable environment for incubating and accelerate knowledge in the process, as long as KEP model is creating a collaborative environment where the related stakeholders – universities, factories, technology providers, government, administration, local communities, clusters – are working together in order to achieve the objective of increasing productivity and competitiveness.
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Robertson, Melinda, and Chris Marriott. "Role reassignment and resource management in human organizations." In Proceedings of the 14th European Conference on Artificial Life ECAL 2017. Cambridge, MA: MIT Press, 2017. http://dx.doi.org/10.7551/ecal_a_090.

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Zhai, Meng, and Yong Qi. "Incentives and Its Role in Modern Human Resource Management." In 2014 International Conference on Management Science and Management Innovation (MSMI 2014). Paris, France: Atlantis Press, 2014. http://dx.doi.org/10.2991/msmi-14.2014.103.

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Èesynienë, Rima, Asta Stankevièienë, and Robertas Èesynas. "Human Resource Department Strategic Role In Lithuanian Enterprises." In The 8th International Scientific Conference "Business and Management 2014". Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2014. http://dx.doi.org/10.3846/bm.2014.004.

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Mclntyre, James A. "The Role of Professional Standards in Cockpit Resource Management (CRM)." In Human Error Avoidance Techniques Conference. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1989. http://dx.doi.org/10.4271/892604.

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Karaman, Ömer Faruk. "Human Resource Management Problems in Turkish Business in Bishkek." In International Conference on Eurasian Economies. Eurasian Economists Association, 2015. http://dx.doi.org/10.36880/c06.01423.

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Human Resource Management of the basic concepts of this study, applications, functions, International Human Resources Development of management, the impact of globalization, showing the current location and activities in Kyrgyzstan aimed to determine international firms HRM issues. These problems have been introduced as a result of business manager one to one meeting with. Selected businesses are based in Turkey. The reason are Turkish companies seeking to operate in Kyrgyzstan. Especially in recent years, bilateral relations between Kyrgyzstan and Turkey are developing. Proliferation of Turkish investors in Bishkek also increases the importance of this research. This study may guide the Turkish businessmen in Bishkek.
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