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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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Wall, Tony, and Lawrence Bellamy. "Redressing small firm resilience: exploring owner-manager resources for resilience." International Journal of Organizational Analysis 27, no. 2 (April 24, 2019): 269–88. http://dx.doi.org/10.1108/ijoa-02-2018-1364.
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Purpose The owner-manager of small firms is recognised as having a potentially significant role in the small firm’s competitiveness, growth and failure. However, the owner-manager’s own resilience has been largely overlooked in the small firm resilience literature. The purpose of this paper is to redress this and expand the debate and empirical basis of small firm owner-managers’ personal resources for resilience. Design/methodology/approach This longitudinal qualitative study deployed semi-structured interviews with nine owner-managers, each being interviewed three or four times. Analytical procedures were used with an established framework, which conceptualised four key personal resources for resilience, as follows: adaptability, confidence, social support and purposefulness. Findings There were four key findings, as follows: owner-manager adaptability can appear in extremes including a sense of helplessness or optimism where disruptive circumstances are not sensed as problematic; owner-manager confidence levels often echo their own mindset of adaptability, that is, from helplessness to positive ambition; owner-managers can use discursive tactics with strong/weak ties for a range of affective and technical resources for resilience; and purposefulness tended to be framed in terms of a necessity for a longer term future state related to own or family lifestyle rather than profit. It is also noted that the owner-manager and the firm are closely interrelated, and therefore, enhancement of personal resilience resources is likely to positively influence their resilience, and therefore, the resilience of the organisation and strategic capability of the firm. Originality/value The small firm resilience literature typically focusses on the organisational level, which de-emphasises the salient role of the owner-manager and their resilience. This study attempts to redress this.
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Kraichy, David, and Joseph Schmidt. "Collective turnover: organization design and processes or contagion effects?" Employee Relations: The International Journal 42, no. 2 (November 29, 2019): 492–506. http://dx.doi.org/10.1108/er-01-2019-0055.
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Purpose Using organization-level data, the purpose of this paper is to investigate whether and how turnover spreads at different job levels (i.e. managers, non-managers) and how vacancy rate and manager span of control precipitate continued turnover. Design/methodology/approach Organization-level longitudinal data were collected quarterly from 40 Canadian organizations on various HR metrics from 2009 to 2012, totaling 232 observations. The authors used covariate balance propensity score (CBPS) weighting to make stronger causal inferences. Findings The organization-level data provided limited support for turnover spreading at different job levels. Instead, vacancy rate predicted subsequent non-manager turnover rates, whereas span of control predicted subsequent manager turnover rates. Practical implications The implications of this research are twofold. First, to offset continued turnover among non-managers, it may be wise for organizations to fill vacancies promptly, particularly when unfilled positions affect job demands and resources of those who remain. Second, to minimize ongoing manager turnover, organizations may benefit from redesigning work units to have smaller manager-to-employee ratios. Originality/value This study adds to the collective turnover literature by demonstrating that organizational factors play a substantive role in predicting continued manager and non-manager turnover. Moreover, by using longitudinal data and CBPS weighting, this research allowed for establishing temporal precedence and greater confidence that these factors play a causal role. Lastly, this research highlights how the factors precipitating collective turnover differ between managers and non-managers.
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Tanjung, Bahdin Nur. "Human Resources (HR) In Education Management." Budapest International Research and Critics in Linguistics and Education (BirLE) Journal 3, no. 2 (May 10, 2020): 1240–49. http://dx.doi.org/10.33258/birle.v3i2.1056.
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Human resources (HR) has a significant role in every activity in an institution including educational institutions. Human resources (HR) must be able to be managed or managed properly in accordance with their functions so that these human resources (HR) can play a role in accordance with their duties and functions in the institution they are in. Human resource management is a very important aspect in the education process in general. Therefore functions in the management of human resources must be carried out optimally so that the needs relating to the goals of individuals, organizations / institutions, organizations or institutions can be achieved. Besides that, with good human resource management procedures, it is expected that the shortcomings and problems faced by the Indonesian nation, which are related to competitiveness, can be overcome.
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Abuladze, Lasha, and Zuzana Skorková. "Human Resource Management Department Development and its Organizational Structures." SHS Web of Conferences 115 (2021): 03001. http://dx.doi.org/10.1051/shsconf/202111503001.
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The purpose of our study represents to determine how HRM’s organizational structures has been changed in the past and where HRM is positioned in present. For obtain theoretical knowledge, we used methods: collecting, gathering, sorting, content analysis, synthesis, comparative and deduction of information. Main sources of obtained information, knowledge represent professional articles and research. Today’s HRM, its position and roles (strategic partner, administrative expert, change agent, employee champion) has undergone five key stages of evolution, changes in organizational structures. At the early stages, HRM was positioned within different departments, as Labor/administrative manager and Welfare officer with roles: administrative expert and change agent. From later to modern stages (Personnel management, HRM and Modern HRM), HRM, by obtaining new roles (change agent and strategic partner), become mostly complected, complicated and managed to operate as separate department, on the same level of importance as financial, strategic, marketing and other departments within organizational structure. Based on todays trend, linked with HR-to-employee ratio, HR ratio per 100 employees year by year decreases, which might cause another important changes to HR department’s position within the organizational structure.
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Богачева, Татьяна, and Tatyana Bogacheva. "Professional roles of hr manager: Modern look." Services in Russia and abroad 10, no. 1 (May 16, 2016): 155–64. http://dx.doi.org/10.12737/19178.
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The necessity for specialists in the field of human relations arises when management
companies and their personnel need for an intermediary regulation of social and labor issues.
Appointments that are similar in function to the duties of the modern HR-specialists emerged in
the early twentieth century. At that time the main task of human resource managers included the
rapid accumulation of experience and knowledge, the mastering of management tools. Later,
many companies felt the need to form a comprehensive human resource management systems:
motivation, adaptation, evaluation, effectiveness of staff and others.
Professional role of HR manager in modern conditions increases significantly and
includes everything that is connected with the activities of personnel at the enterprises. This
places HR-specialists before challenges to adapt to rapid changes in the external environment of
the organization, to adapt the management skills to the aims and objectives of the rapidly
developing business.
Currently, at the enterprises with established management processes came to the fore
"soft factors", so-called virtual reality business, when main attention is paid to the climate in the
team, staff loyalty, values and motivational settings of employees. The use of these factors
demands from the НR manager the acquisition and expansion of professional competences.
Modern HR-specialist should be able to make decisions and take responsibility, to convince and lead the team. HR manager has moved to the rank of equitable manager, which may affect a
business strategy of company. His professional role in tourism enterprise has increased, and it
forces HR-manager to work on his image, improve his professional skills and develop personal
qualities.
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Nik Mat, Nik Hazimah, Zaharul Nizal Zabidi, and Maznah Salleh. "Linking the Line Managers’ Human Resource Management Role to Human Resource Management Effectiveness: Some Evidence from Malaysia." Advanced Science Letters 21, no. 5 (May 1, 2015): 1439–43. http://dx.doi.org/10.1166/asl.2015.6061.
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Tseng, Lu-Ming, and Chi-Erh Chung. "The role of explicit ethics institutionalization and management accountability in influencing newcomer trust." International Journal of Organizational Analysis 25, no. 4 (September 4, 2017): 613–27. http://dx.doi.org/10.1108/ijoa-09-2016-1069.
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Purpose It was common for newcomers to organizations to feel anxiety and uncertainty. Yet, gaining the newcomers’ trust may contribute to solving these problems. The purpose of this paper is to explore the impacts of explicit ethics institutionalization and management accountability on newcomer trust in manager and company. Design/methodology/approach A sample of novice salespeople in the life insurance companies in Taiwan was used to investigate the relationships among the constructs. Findings It was found that newcomers’ recognition of explicit ethics institutionalization was positively associated with the newcomers’ perception of management accountability, and the perception was positively related to trust in manager and company. Practical implications Explicit ethics institutionalization and management accountability could play an important role in enhancing newcomer trust. Thus, it was suggested that researchers and managers should focus on these issues and considered how explicit ethics institutionalization and management accountability could be enhanced in the workplace. Originality/value Newcomer distrust may lead to newcomer job dissatisfaction and newcomer turnover behaviors. This research examines the mediating role of management accountability in the relationship between explicit ethics institutionalization and newcomer trust.
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Zhang, Yujing, Yilin Luo, Xinjing Zhang, and Jing Zhao. "How Green Human Resource Management Can Promote Green Employee Behavior in China: A Technology Acceptance Model Perspective." Sustainability 11, no. 19 (September 29, 2019): 5408. http://dx.doi.org/10.3390/su11195408.
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Green human resource management (GHRM) in the environmental management of organizations has gradually become a key issue in academic circles, and its impact on employees’ green behavior has received increasing attention. However, few studies have explored its impact from the perspective of information delivery. Based on an analysis of the literature, this research discusses the influence route of five types of GHRM practices (employee life cycle, rewards, education and training, employee empowerment, and manager involvement) on employee green behavior in the workplace and the mediating effects of information needs based on the technology acceptance model. Using cross-sectional survey data from enterprises in the People’s Republic of China, the proposed theoretical model was tested and the results showed that employee life cycle, education and training, employee empowerment, and manager involvement all significantly affect the in-role and extra-role green behavior of employees positively, while rewards only significantly predict extra-role behaviors. Information need plays a mediating role on the influence route of the employee life cycle, education and training, and manager involvement on the green behavior of the employees in the workplace.
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AlKerdawy, Mostafa Mohamed Ahmed. "The Relationship between Human Resource Management Ambidexterity and Talent Management: The Moderating Role of Electronic Human Resource Management." International Business Research 9, no. 6 (April 11, 2016): 80. http://dx.doi.org/10.5539/ibr.v9n6p80.
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<p>This study investigates the moderating role of electronic human resource management (e-HRM) in the relationship between human resource management ambidexterity (HRMA) and talent management (TM) using data collected from 430 managers working in 10 international banks in Egypt. e-HRM was found to be an important moderator of the relationship between HRMA and TM. The more dependence on e-HRM in executing human resource policies in banks, the greater influence of HRMA on TM. The results referred also a positive and significant influence of both HRMA and e-HRM on TM. This study concludes by discussing managerial implications and the limitations should be addressed in future research.</p>
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McKenzie, Jane, and Sharon Varney. "Energizing middle managers’ practice in organizational learning." Learning Organization 25, no. 6 (September 10, 2018): 383–98. http://dx.doi.org/10.1108/tlo-06-2018-0106.
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Purpose This paper aims to consider middle managers’ influence on organizational learning by exploring how they cope with demands and tensions in their role and whether their practice affects available team energy. Design/methodology/approach In total, 43 managers from three large organizations involved in major change assessed their group’s energy using a tested and validated instrument, the OEQ12©. This generated six distinct categories of team energy, from highly productive to corrosive. Thirty-four of these managers, spread across the six categories, completed a Twenty Statements Test and a follow-up interview to explore their cognitive, affective and behavioural responses to coping with resource constraints and tensions in their role. Findings The research provides preliminary insights into what distinguishes a middle manager persona co-ordinating teams with highly productive energy from those managing groups with less available energy to engage with knowledge and learning. It considers why these distinctions may affect collective sensitivities in the organizational learning process. Research limitations/implications Informants were not equally distributed across the six team energy categories; therefore, some middle manager personas are more indicative than others. Practical implications This research suggests areas where middle manager development could potentially improve organizational learning. Originality/value This study offers early empirical evidence that middle managers’ orientation to their role is entangled with the process of energizing their teams in organizational learning during change.
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Jansen Van Rensburg, Mari, Annemarie Davis, and Peet Venter. "Making strategy work: The role of the middle manager." Journal of Management & Organization 20, no. 2 (March 2014): 165–86. http://dx.doi.org/10.1017/jmo.2014.33.
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AbstractIn recognition of middle managers as influential strategists we collected 654 responses from South African middle managers detailing their spontaneous and unguided descriptions of their strategic roles in the organisation they represent. The results show that middle managers generally associate their strategic role strongly with the traditional perspectives on the roles as implementers of strategies and communicators linking their subordinates and higher levels of management. We add the roles of ‘advocacy’ and ‘improving operational performance’ to the conventional elements of strategy implementation, and the roles of ‘managing performance’ and ‘driving compliance’ to the role of downward influence. Focus group discussions contextualised and authenticated these roles within the South African private and public sectors.
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Gautam, Dhruba Kumar. "Strategic Human Resource Development: Shifting Paradigm in Nepalese Listed Companies." SDMIMD Journal of Management 6, no. 2 (September 1, 2015): 1. http://dx.doi.org/10.18311/sdmimd/2015/2654.
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This paper explores the level of Human Resource Development (HRD), involvement of Human Resource (HR) managers in strategic decisions, sharing HR responsibility and changes of line management roles for HRD programs in publicly traded business corporation of Nepal. Data was collected using structured questionnaire from line management and HR managers of 105 organizations based on unit of analysis that have at least five years of establishment of age, and analyzed. It is observed that the mission statements crafted by most of the organizations at the corporate level do not follow any common trend while formulating HRD strategies. The selection rate of HR managers from internal sources of organizations is fairly larger while appointing HRD managers and the trend of involving HR manager for strategy formulation is increasing. This study contributes to the existing theory of HRD and helps to execute the policies and programs by Nepalese business managers, to accelerate the overall business performance.
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Prabhu, Narayan Krishna. "Human Resource Management At The Crossroads." International Business & Economics Research Journal (IBER) 10, no. 8 (July 28, 2011): 23. http://dx.doi.org/10.19030/iber.v10i8.5375.
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Getting work done through other people is management; heterogeneities and complexities are managerial issues. Studies in management in 20th and 21st centuries focused on principles of management and management practices. The management theory jungle continues to be dense and impenetrable. Pessimism rules the roast with organizations perceived as insensitive. There is a divide between theory and practice. Epistemology of management practice and management theory building needs to be understood. HRM processes have to be evaluated along with choice making. Theories have to be self fulfilling by changing conditions under which they work. A number of failure stories have been analyzed, impacting several role holders. Searching for evidence for the various failures have provided live instances of actual situations which have caused trauma to the role holders. Financial scandals along with issues of corporate governance have generated conflict. Reviewing practices one perceives repeat errors perpetuated by managers; they are engaged in handling symptoms rather than curative aspects. Grand exits follow. Managers do not consider it safe and seem to work under such constraints. How long will they wait.
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Brown, Leann M. "A Proposed Talent Management Model for Leader-Managers in State-Owned Enterprises in China." International Journal of Human Resource Studies 4, no. 3 (August 8, 2014): 198. http://dx.doi.org/10.5296/ijhrs.v4i3.6011.
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Due to the continued reform of state-owned enterprises (SOEs) in China, SOE leaders face many challenges competing in a rapidly changing global marketplace. Not only are leaders tasked to manage change, but they must also deliver results and increase revenue through human capital. The need for stronger human capital and human resources (HR) must play a stronger role in SOEs by adopting new strategies for talent management.The purpose of this study explores the experiences and perceptions of leader-managers as it relates to talent management in SOEs in China. Upon conducting phenomenological interviews with 11 state-owned companies and 17 leader-manager participants, analysis was completed to determine themes related to leadership-management selection, development, and practices in SOEs in China. Themes emerged from the data analysis including organizational structure and its influence on leader-manager selection; an overview of the leadership pipeline present in SOEs including the recruitment and selection process and succession planning strategies; HR’s role within the recruitment and selection process; leadership-management development through experience and other development strategies; influence of Chinese and Western culture and on talent management and leader-manager practices.The findings were synthesized to introduce a proposed talent management model for SOEs in China. The proposed model provides HR practitioners a framework to manage talent within their organizations, in particular in the areas of recruiting, developing, and retaining successful leader-managers within SOEs in China.
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Harvey, Michael G., Cheri Speier, and Milorad M. Novicevic. "Strategic Global Human Resource Management: The Role of Inpatriate Managers." Human Resource Management Review 10, no. 2 (June 2000): 153–75. http://dx.doi.org/10.1016/s1053-4822(99)00044-3.
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Kusuma, Bagus, and Andhika Kautsar. "How Human Resources Management Practice And Change Management Contribute To The Small Medium Enterprises Performance." Warmadewa Management and Business Journal (WMBJ) 2, no. 1 (March 4, 2020): 41–47. http://dx.doi.org/10.22225/wmbj.2.1.1641.41-47.
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SMEs (small and medium enterprises) food & beverage is one type of business that plays a role in improving the economy in Indonesia. This research has a goal to explore for some owner/manager of SMEs in managing change, recognizing the importance of the people within the company, and knowing the ability of the owner/manager of SMEs in adapting and developing new learning and skill. The observation is conducted in Bandung with an in-depth interview and questionnaire method to 30 respondents involving 10 SME owners/managers in in-depth interview. The analysis of the mixed method finds that the solution of the existing issue of change management needs to be done to help the occurrence of change management. Therefore, the system in the company concerned with human resources can be improved so that talent management will be more efficient and targeted.
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Li, Ci-Rong, Chen-Ju Lin, and Yun-Hsiang Tien. "CEO transformational leadership and top manager ambidexterity." Leadership & Organization Development Journal 36, no. 8 (November 2, 2015): 927–54. http://dx.doi.org/10.1108/lodj-03-2014-0054.
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Purpose – The purpose of this paper is to explore the role of CEO transformational leadership in promoting ambidexterity of top managers. This paper posits that connecting CEO transformational leadership with the CEO-top manager interface offers a better explanation of heterogeneity in top manager ambidextrous behavior. Design/methodology/approach – This study is based on a questionnaire survey of 388 senior managers in 80 top teams nested in 80 small- to medium-sized Taiwan manufacturing firms. Findings – The findings indicate that transformational CEOs shape the CEO-top manager interface, characterized by senior team behavioral integration, decentralization of responsibilities, long-term compensation, and individual manager risk propensity, and in turn promote ambidexterity at the individual top manager level. Originality/value – Hence, the authors contribute to the existing understanding that transformational CEOs may not only have a beneficial influence on firm-level ambidexterity, but also may be particularly effective in enabling individual-level top managers to simultaneously explore and exploit.
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Koneva, D. "Psychological Culture of a Manager As a Psychological Phenomenon of Professional Competence." Management of the Personnel and Intellectual Resources in Russia 8, no. 6 (February 19, 2020): 44–49. http://dx.doi.org/10.12737/2305-7807-2020-44-49.
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The phenomenon of professional competence has become fi rmly established in the practice of human resource management of modern organizations. It plays a particularly important role in the psychological culture of the head as the leader of the organization, because this competence of the management becomes a “role model” for the employees of the organization. In this article the concept of psychological culture is considered, the level of psychological culture and private types of cultural and psychological behavioral manifestations of heads of diff erent levels of management is estimated. As a result of the study, the relationship between the level of psychological culture of managers and their socio-demographic characteristics is revealed. On the basis of the obtained data, recommendations for group training of managers have been developed. The results of the study can be applied in Russian organizations to implement the competence approach in human resources management as a key in their activities.
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Buckner, Grant E., Hugh D. Hindman, Timothy J. Huelsman, and Jacqueline Z. Bergman. "Managing Workplace Sexual Harassment: The Role of Manager Training." Employee Responsibilities and Rights Journal 26, no. 4 (August 23, 2014): 257–78. http://dx.doi.org/10.1007/s10672-014-9248-z.
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Kieran, Sarah, Juliet MacMahon, and Sarah MacCurtain. "Strategic change and sensemaking practice: enabling the role of the middle manager." Baltic Journal of Management 15, no. 4 (April 2, 2020): 493–514. http://dx.doi.org/10.1108/bjm-11-2018-0395.
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PurposeThe critical input of middle managers as they make sense of the organisation's plans is paramount during the process of strategic change. Through the lens of middle manager sensemaking literature, this explorative research identifies key organisational practices that underpin sensemaking. An understanding of these practices will allow organisations better develop and support them, thereby enabling middle managers' contribution to strategic change.Design/methodology/approachThis study employed an innovative diary methodology. 42 middle managers, across three organisations, completed a weekly, online diary for 12 weeks. A qualitative analysis of the final 355 diaries isolated and explained the sensemaking practices in which middle managers engaged as they sought to achieve the shared understanding required to progress strategic change.FindingsThis study identifies the key practice underpinning middle manager sensemaking as formal and frequent discourse opportunities between leaders and middle managers. Through leader participation beyond the initiation stages of strategic change, and the organisation's positive positioning of time and metrics, these discourse opportunities enable a form of sensemaking associated with a number of positive organisational outcomes. These include middle manager sensegiving across the organisation, the successful enactment of strategic change, positive perceptions of change outcomes and organisational climate among middle managers and middle manager well-being.Research limitations/implicationsThis study advances our theoretical understanding of the practice of sensemaking in organisations through the isolation and identification of its key practices. However, given the difficulty in obtaining access for such a lengthy and intrusive methodology, the study is confined to three organisations. Additionally, the focus on the practice of sensemaking did not fully explore any contextual factors within these organisations. Also, middle manager perceptions of successful organisational outcomes are not very reliable performance indicators. While the self-reporting of perceptions is a worthwhile means of gathering data, a measure and comparison of actual business performance indicators would significantly strengthen the findings.Practical implicationsFrom a practitioner perspective, this study not only underlines the importance for organisations of developing critical sensemaking practices for middle managers but also provides a clear pathway to achieving this. In approaching the intangible process of sensemaking from a practice perspective, it provides key stakeholders such as leaders, change agents and the HR department with a guide as to the types and forms of discourse practices which can be enabled. Maybe more importantly, it also highlights the practices which disable middle manager sensemaking. The study also provides organisations with insights into the positive outcomes stemming from middle manager sensemaking that should strengthen their case towards the development of sensemaking practices.Originality/valueThis paper responds to the call for new approaches to the study of sensemaking as an ongoing practice within organisations. The qualitative diary analysis provides rich insights into the specific organisational practices that can enable middle manager sensemaking, while also highlighting those practices that can disable their role during strategic change. These findings provide organisations with clear approaches for developing sensemaking as a practice, thereby engaging and supporting the multiple actors and levels required to deliver successful strategic change.
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Mom, Tom J. M., Yi-Ying Chang, Magdalena Cholakova, and Justin J. P. Jansen. "A Multilevel Integrated Framework of Firm HR Practices, Individual Ambidexterity, and Organizational Ambidexterity." Journal of Management 45, no. 7 (June 4, 2018): 3009–34. http://dx.doi.org/10.1177/0149206318776775.
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Research on strategic human resource (HR) management and organizational ambidexterity has assumed that organizational ambidexterity originates from operational managers that pursue both exploratory and exploitative activities. Yet, multilevel insights are absent about how and through which mechanisms HR practices may actually facilitate operational manager ambidexterity and how their ambidexterity may result into organizational ambidexterity. Our multisource and multilevel data from 467 operational managers and 104 senior managers within 52 firms reveals that the top-down effects of ability- and motivation-enhancing HR practices on operational manager ambidexterity are partially mediated by their role breadth self-efficacy and intrinsic motivational orientation. Furthermore, we find that the bottom-up relationship between operational manager and organizational ambidexterity is contingent on firm opportunity-enhancing HR practices. With that, our study provides important new multilevel insights into the effectiveness of strategic HR systems in supporting individual and organizational ambidexterity.
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Evseeva, Svetlana, Oksana Evseeva, Andrei Burmistrov, and Maria Siniavina. "Application of artificial intelligence in human resource management in the agricultural sector." E3S Web of Conferences 258 (2021): 01010. http://dx.doi.org/10.1051/e3sconf/202125801010.
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Digitalization of all spheres of life has become one of the main directions of development in many countries of the world. Artificial intelligence technology has a wide range of applications in various fields. The study aims to identify artificial intelligence usage in human resource management by analysing functions. Qualitative methods are used in the study. As the result, artificial intelligence tools were analysed by matching them on human resource management functions: recruitment, onboarding, assessment, training and development, talent management, salary system, culture and engagement management, management and leadership, misconduct and compliance. Artificial intelligence technologies provide many opportunities for modern companies. Study in detail companies using AI in HR functions and possible changes in the HR manager profession and role of HR in business are future research directions.
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Chell, Elizabeth. "Redundancy and Unemployment: The Role of the Personnel Manager." Personnel Review 14, no. 2 (February 1985): 24–31. http://dx.doi.org/10.1108/eb055515.
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Setiawati, Yanti Hasbian, Bakti Toni Endaryono, and Muhammad Ades Priyanto. "PERANAN MANAGER OPERSIONAL DALAM MENINGKATKAN KINERJA KARYAWAN DI PT PESAT JAYA PERSADA KABUPATEN BOGOR." Al-Kharaj : Jurnal Ekonomi, Keuangan & Bisnis Syariah 2, no. 1 (March 3, 2020): 55–68. http://dx.doi.org/10.47467/alkharaj.v2i3.72.
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ABSTRACT
The purpose of this study was to analyze and find out about the role of operational managers in improving employee performance at PT. Pesat Jaya Persada, Bogor Regency, including obstacles and efforts to improve employee performance. The method used in this study is a qualitative research that is by examining the perspective of participants with strategies that are interactive and flexible with sources and litersai in accordance with conditions in the field. The results of this study are the role of operational managers in improving employee performance at PT. Pesat Jaya Persada, Bogor Regency, by carrying out interrelated roles, roles related to information, and also the role in decision making. Interpersonal roles that consist of roles as figureheads, roles as leaders, and roles as intermediary officials. Roles related to information consist of a role as a monitor, a role as a disseminator, and a role as a spokesperson. The role as a decision maker consists of a role as an entrepreneur, a role as a distractor (disturbande handler), a role as a resource divisor (resource allocator), and a role as a negotiator.
Training is needed on the company's management capabilities so that the quality of human resources is better in improving employee performance. The need for additional materials or infrastructure related to office operations both in the field of transportation or supporting equipment, there needs to be a relationship working procedures within the company and working procedures outside the company environment, so that it can decompose a clear and decisive job description.
Keywords: Role, Operations Manager, Performance
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Fieseler, Christian, and Giulia Ranzini. "The networked communications manager." Corporate Communications: An International Journal 20, no. 4 (October 5, 2015): 500–517. http://dx.doi.org/10.1108/ccij-02-2015-0009.
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Purpose – The rise of social media has caused a shift in organizational practices, giving rise, in some cases, to genuinely “mediatized” organizations. The purpose of this paper is to explore how communications managers employ social media to influence their professional impressions. Design/methodology/approach – Analyzing a sample of 679 European communications professionals, the authors explore with factor and cluster analysis these emerging impression management tactics as well as how managers promote, involve, assist and reproach using social media. Findings – The authors distinguish four patterns of online impression management: self-promotion, assistance seeking, peer support and authority. Because different professional duties may require different approaches to impression management, the authors furthermore cluster for managerial roles, showing that in the shaping of formal or informal online roles, communication professionals convey different impressions depending on their degree of online confidence and strategic purpose for using social media. Originality/value – This contribution enriches the existing literature first by shedding light on impression management tactics used for social media within a professional context, concurrently exploring the effect of variables such as the extent and purpose of social media activity, the privacy concerns of managers and their roles within the organization. Second, it proposes a typology of social media impression management tailored to the reality of managers, with the aim of presenting a specific tool for understanding managerial self-communication through social media, classifying and predicting professional behaviors.
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Witczak, Hubert. "On the Role of the Human Resource Management System." Kwartalnik Ekonomistów i Menedżerów 52, no. 2 (April 24, 2019): 55–66. http://dx.doi.org/10.5604/01.3001.0013.2349.
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The HRM (Human Resource Management) system is a subsystem of any action system (AS). There is a cognitive and scientific “problem of the role of the human resource management system” within AS. The objective of this paper is determining whether the unique system characteristics and role of HRM are reflected in shaping the HRM system, and particularly in its structure. The relationships of the system characteristics and role of HRM to its shaping and structure has not been fully recognized scientifically. It is claimed here that the HRM subsystem is the most important and well-adjusted subsystem of any AS, and that the HR system should be managed according to the principles of unique dialectic management, paradox and chaos management. The paper deals with the following domains: material – AS category; 2) objective – “HRM system” category; 3) universality of time and space. The paper employs a praxeological and systematic approach, prognostic methodology and hypothetical-deductive reasoning.
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Anand, Ila Mehrotra, and Himani Oberai. "Vibe manager: the most millennial job title ever." Human Resource Management International Digest 26, no. 4 (June 11, 2018): 12–14. http://dx.doi.org/10.1108/hrmid-03-2018-0044.
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Purpose Businesses have become increasingly concerned about creating “good vibes” in the workplace. This would lead to an increase in productivity. For this purpose, they are looking for managers who can create those vibes within the office. Design/methodology/approach The paper briefly illustrates the role of vibe managers in an organization and how organizations are gaining a competitive edge merely by focusing on enhancing the satisfaction level of their employees. Findings Millennials today are looking for employees who are cool and can match up to their lifestyle. Trendy arrangements in the company help in ensuring that the employees enjoy themselves at work, which in turn can do wonders to their satisfaction levels. Practical implications Companies must respond to the changing environment and come up with entertaining tasks and unique ways to help employees and clients to get to know each other and also relax. Originality/value The briefing saves the time of researchers and executives by highlighting the important role of vibe managers and how the office vibes can be a cause of satisfaction or dissatisfaction for our employees.
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Duffy, Neil. "Information management through human resources spectacles." South African Journal of Business Management 22, no. 4 (December 31, 1991): 94–100. http://dx.doi.org/10.4102/sajbm.v22i4.906.
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The purpose with this article is to highlight the similarities of, and mutual dependence between, information management and human resource management. Information pervades almost everything we do. The information resource itself comprises applications, tools, people, organization, software, hardware and data. Many of the issues that drive information systems today have strong human resources (HR) connotations: organizational learning, IS's role, contribution and alignment in the organization, end-user computing, IS implementation, change and organization design. Both IS and HR manage a key resource, require a strategic vision, are important components of the strategic plan, have similar components and are experiencing changing and increasingly important roles in their organizations. IS itself has become increasingly high touch over the years and as such needs to draw more and more on HR skills and support. In future the bottom line will depend on strength in both HR and IS and the ability of management to derive synergy from them.
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Bessant, Ceridwyn, and Sharon Mavin. "Neglected on the front line." Journal of Management Development 35, no. 7 (August 8, 2016): 916–29. http://dx.doi.org/10.1108/jmd-09-2014-0105.
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Purpose – The purpose of this paper is to investigate the first-line manager-academic (FLMA) role against a guiding hypothesis that “The first-line manager-academic role is not clearly defined or understood; there is great variety of practice and of recognition of the role across the business school sector”. Design/methodology/approach – A descriptive, deductive approach through three linked (internet) surveys of deans of UK business schools, FLMAs in UK business schools and UK university human resource directors. Findings – The FLMA role in UK business schools is important to organizational effectiveness, personal development and career progression yet is poorly defined and supported, inconsistently enacted and perceived. FLMAs struggle to balance academic and management demands, with line management a particular issue and HR support and development systems are inadequate. Differences between chartered “old” and statutory “new” UK universities provide an additional layer of complexity. Research limitations/implications – FLMA roles need to be better defined and FLMAs better supported to ensure that FLMAs are effective in role contributing to organizational performance and personal development. Practical implications – The paper throws light on a neglected aspect of management in UK business schools that has potential value for university HR directors, university managers and business school deans. Originality/value – First empirical study into the role of the first-line manager academic in UK business schools.
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Podger, Andrew. "Enduring Challenges and New Developments in Public Human Resource Management." Review of Public Personnel Administration 37, no. 1 (February 16, 2017): 108–28. http://dx.doi.org/10.1177/0734371x17693057.
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Australia has its own unique institutional arrangements within which its civil services operate, yet its experience in public sector human resource management over the last 40 years or so has much in common with that of many other Western democracies, including the United States. It faces enduring challenges such as the relationship between politics and administration while its approach to public management has evolved from traditional Weberian administration through new public management to a much more complex, open and networked system. While the role of government in society has not radically changed, the way in which that role has been exercised has changed significantly. Government employees represent a smaller proportion of the workforce, what they do and their skills have changed dramatically, internal arrangements to foster ethics and to manage staff are different today, new approaches have been adopted to compensate and motivate employees, the diversity of employees has widened, and the place of human resource management (HRM) in agencies’ strategic management processes has ebbed and waned. In each of these areas, human resource (HR) managers in Australia today face difficult questions about future directions. Most of these will be familiar to HR managers in other countries.
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Widianto, Sunu, Yetty Dwi Lestari, Beta Embriyono Adna, Badri Munir Sukoco, and Mohammad Nasih. "Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation." Journal of Organizational Effectiveness: People and Performance 8, no. 1 (March 9, 2021): 149–72. http://dx.doi.org/10.1108/joepp-02-2020-0028.
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PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.FindingsThe results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.Practical implicationsMiddle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.Originality/valueThe role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.
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Gani, Raashidah, and Darakhshan Anjum. "e- Human Resource Management (e-HRM)." International Journal of Emerging Research in Management and Technology 6, no. 6 (June 29, 2018): 184. http://dx.doi.org/10.23956/ijermt.v6i6.266.
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e- HRM is a wide term which integrates Information Technology (IT) with Human Resource Management (HRM). It mainly focuses on the goals of the managers and employees of a company. e- HRM is the process of transmission of digitalized Human Resource information. e- HRM is a technique of executing Human Resource (HR) plans, policies, and practices in an organization. In the present times, a number of organizations have replaced Human Resource Management activities with e- HRM in their business. The process of e- HRM has played an efficient role in increasing the overall Human Resource capabilities of management. This research paper elaborates on e-HRM in detail on the following aspects: Introduction of e-HRM, Scope of e-HRM, functions of e-HRM, objectives of e- HRM, outcomes of e- HRM. This paper is an attempt to study the e-HRM and its various aspects.
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Crewe, Sandra, and Antonia Girardi. "Nurse managers: being deviant to make a difference." Journal of Management & Organization 26, no. 3 (October 24, 2019): 324–39. http://dx.doi.org/10.1017/jmo.2019.72.
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AbstractWithin healthcare, studies support that nurse manager leadership behaviours positively influence nursing outcomes. However, how this behaviour promotes positive outcomes is less well understood. Integrating a ‘positive deviance framework’ and a ‘model for reflection’, this paper uniquely uncovers positive nurse manager behaviours that deviate from ‘business as usual’ in managing and leading healthcare staff. Applying an interpretivist lens to qualitative data collected from 24 nurse managers from Australia and Seychelles, the outcomes illustrate examples of positive leadership, exemplary performance, and uncommon behaviours and actions amongst nurse managers resulting in positive nursing experiences and positive organisational outcomes. Nurse managers practising positive leadership and taking on an employee champion role, underscore these behaviours. This study contributes to the research of positive outcomes, processes, and attributes of healthcare organisations and their members.
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Johnson, Graeme, Philip Wilding, and Andrew Robson. "Can outsourcing recruitment deliver satisfaction? A hiring manager perspective." Personnel Review 43, no. 2 (March 4, 2014): 303–26. http://dx.doi.org/10.1108/pr-12-2012-0212.
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Purpose – The purpose of this paper is to determine whether an outsourced recruitment service can provide a satisfactory organisational solution from the perspective of its line-managers. Design/methodology/approach – The study is based on a single, large organisation involving dissemination of an on-line survey targeting line-managers with a recent record of hiring new employees. Using quantitative analysis including correlation, multiple regression and binary logistic regression, assessment is made regarding manager perception, including experience as customers, overall rating of the recruiter and a willingness to recommend the service. Findings – Aspects of standard service, assessed in terms of operations and recruiter provision, are perceived as being at appropriately high levels, while the arguably more demanding external aspects of the recruitment process are perceived to be less successful. Line-manager satisfaction as customers and satisfaction with the recruiter are explained by various experiences of both service and recruiter, while willingness to recommend is explained in terms of customer satisfaction, satisfaction with the recruiter and recognition that the service provides added value. Personal line-manager experiences, perceived realisation of organisational values or achieving preferred line-manager recruitment objectives play no significant part in these explanations. Research limitations/implications – The research considered an individual organisation, with participating managers being solely from within. Further research could see the assessment being extended to other organisations perhaps at different points of maturity in their relationships with an external recruitment partner, as well as revisiting the participating organisation at a later point in time to assess potential changes in the relationships assessed. Practical implications – To enhance line-manager satisfaction with service and with the recruiter, aspects of process and recruiter contribution both play a role, while these satisfaction indicators, in tandem with an appreciation of added value will prompt a line-manager to ultimately recommend such a service. Originality/value – This centres on the assessment of an outsourced recruitment service from the particular perspective of its hiring line-managers, through evaluation of service satisfaction and willingness to recommend.
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JAVED, ADEEL, and OSMAN SADIQ PARACHA. "Employees Perceptions of Human Resource Management System and Practices Impact on Affective Commitment: Considering Mediating Role of Line Manager." International Review of Management and Business Research 10, no. 1 (March 8, 2021): 322–35. http://dx.doi.org/10.30543/10-1(2021)-28.
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The purpose of this paper is to analyse the impact of employee’s perception of HRM system strength and high performance work practices based on ability enhancing, motivation focused and opportunity creating practices on affective commitment. Furthermore, this paper explores the mediation effect of the line manager's ability, motivation, and opportunity to implement human resource practices between the high performance work practices, perception of HRM system strength, and affective commitment. This study is based on a quantitative research design. Data collected from 761 bank employees from different branches of private banks in Pakistan. A structural equational modeling technique was used to analyse the data. The result supported the positive impact of ability, motivation, and opportunity enhancing high performance work practices and HRM system strength on affective commitment. However, the mediation results indicated partial acceptance. The findings of this paper are expected to encourage researchers to be more thoughtful about the connection between these variables. Keywords: High Performance Work Practices, HRM System Strength, Line Manager Role, AMO Framework, SHRM Practices.
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Bocik, Edward J. "The Impact of Technological Change on the role of the Human Resources Manager." Journal of Career Development 12, no. 4 (March 1986): 300–306. http://dx.doi.org/10.1177/089484538601200403.
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Rana, Geeta, and Ravindra Sharma. "Emerging human resource management practices in Industry 4.0." Strategic HR Review 18, no. 4 (August 12, 2019): 176–81. http://dx.doi.org/10.1108/shr-01-2019-0003.
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Purpose The study aims to offer a fresh perspective on best management practices to encourage innovation and learning in the firm to keep abreast with and adopt industry 4.0 advancements. The human resource (HR) department must take proactive steps to adopt these technologies and update itself in terms of necessary skill. The study highlights the importance of human resource management practices in industry 4.0. Design/methodology/approach The paper discusses the transforming role of HR 4.0 in a disrupting economy with the help of the conceptual framework. This paper illustrates how the new role of HR boosts engagement by designing the best personalized benefits, trusting teams, collaborating and providing personal development, which make a great case for a successful retention strategy. Findings This paper reveals how organizations can ensure their success and survival in this age of technological disruptions through their people. Top management must be ready for a new transformed role of the HR through innovative HR practices. Originality/value This paper provides plenty of information to interest practicing managers, researchers and students in HR management, organizational behavior and industrial relations.
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Bassem, Mariam, Tarek A. El Badawy, and Mariam M. Magdy. "HR Managers’ Views on SHRM and Its Role in Influencing Organizational Performance." International Journal of Human Resource Studies 9, no. 4 (November 11, 2019): 221. http://dx.doi.org/10.5296/ijhrs.v9i4.15495.
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The resource-based view argues for the importance of creating a sustainable competitive advantage for organizations to survive and thrive. Through their people, organizations can create a strong diverse and immobile workforce. In this study, we explored the significance of strategic human resource management in Egyptian national organizations. We sought after the views of human resource managers on the activities organizations support to link their human resource management activities to long-term strategies and objectives. The qualitative semi-structured interviews highlighted common activities among the visited organizations. The findings demonstrated that strategic human resource management is still in its infancy stage. Egyptian organizations are losing dynamism because of the poor management of their people.
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Aslam, Hassan Danial, Mehmood Aslam, Naeem Ali, and Badar Habib. "Importance of Human Resource Management in 21st Century: A Theoretical Perspective." International Journal of Human Resource Studies 3, no. 3 (August 31, 2014): 87. http://dx.doi.org/10.5296/ijhrs.v3i3.6255.
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Human Resource Management discipline extracted its roots from organizational psychology discipline and proved to be an important practice for managing organizations. The role of this practice has emerged to be strategic with passage to time. Today the role of human resource management departments has become inevitable for 21st century modern businesses. This article focuses upon role of human resource management practice in 21st century. This theoretical paper is aiming the importance of human resource managers, HR practices and its influencing factors. In addition to that, this article also elaborates the upcoming challenges which are faced by 21st century HR managers. Author has conducted HR literature analysis in order to present emerging issues, challenges and practices of human resource management discipline in context of 21st century.
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Bilalli, Pakize. "COMPETENCIES FOR HUMAN RESOURCE MANAGEMENT OF PRINCIPALS IN SECONDARY SCHOOLS." Knowledge International Journal 28, no. 7 (December 10, 2018): 2491–97. http://dx.doi.org/10.35120/kij28072491p.
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Education is basically an expression of the social system. It is the basis for human emancipation, a functional instrument through which the identity of the individual is realized. It is important for the social reputation, authority and power. The acquired knowledge and educational skills are very applicable and usable in the economic and practical life. Although knowledge is acquired individually, they become a treasure for all members of the community. Education is an individual feature that in practice becomes common value and benefit to the whole community.The aim of this research is to identify important factors that influence the management of secondary education, managers and managerial skills, as well as their competencies.The professional competences for headmasters are the result of the activities for improvement of the system for professional and career development of the educational and teaching staff in the Republic of Macedonia.The professional competences for headmaster define the values, knowledge, behaviors and skills that headmasters in secondary schools need to possess in order to perform their function successfully. A headmaster should be able to play more important roles in achieving the goal and mission of the school. A headmaster should be a strategic partner, an instrument developer, an implementing partner, a legal supervisor, as well as administrative and operational manager for the employees.This paper will analyze the structure of professional competencies for a headmaster, which consists of two parts:- Professional values and- Professional knowledge, skills and examples of professional practice.The next part will analyze the definition of generic competences. Each candidate for a school headmaster should possess these competencies that cover the overall engagement and respect of the educational context of the Republic of Macedonia.