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Artykuły w czasopismach na temat „Human resource organisations”

Autor: Grafiati

Data publikacji: 4 czerwca 2021

Data aktualizacji: 1 lutego 2022

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Lin, Song, and David Lamond. "Human resource management practices in Chinese organisations." Chinese Management Studies 8, no. 1 (April 1, 2014): 2–5. http://dx.doi.org/10.1108/cms-04-2014-0090.

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Purpose – The aim of this special issue of Chinese Management Studies (CMS) focuses attention on a central activity of Chinese organisations – managing people. The aim is to support efforts to move beyond human resource management (HRM) research in China as a subset of international or comparative HRM research and promote indigenous approaches to research in China. Design/methodology/approach – Review and reflection. Findings – The research presented in the eight articles that constitute this special issue not only use sample data from China but also explore the mechanisms of different variabl

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Garavan, Thomas N., Harris Neeliah, Raj Auckloo, and Raj Ragaven. "Human resource development in Mauritius: context, challenges and opportunities." European Journal of Training and Development 40, no. 4 (May 3, 2016): 210–14. http://dx.doi.org/10.1108/ejtd-04-2016-0018.

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Purpose The purpose of this paper is to explore human resource development (HRD) in Mauritius and the challenges and opportunities faced by organisations in different sectors in adopting HRD practices. Findings This special issue presents four papers that explore dimensions of HRD in public sector, small- and medium-sized enterprises (SMEs) and tourism organisations. It also reports on human capital development in the Mauritian economy generally. Research limitations/implications There is a paucity of knowledge and understanding on HRD in Mauritian organisations. There is significant scope to

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Bahl, Jyoti. "Human Resource Management: A Rationale behind Organisations’ Value Chain." SIJ Transactions on Industrial, Financial & Business Management 06, no. 01 (February 28, 2018): 10–12. http://dx.doi.org/10.9756/sijifbm/v6i1/0102530102.

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Soman, Dilip. "Human Resource Management: For Humans." NHRD Network Journal 14, no. 2 (February 14, 2021): 173–85. http://dx.doi.org/10.1177/2631454120982115.

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Marketing departments, governments and policymakers all around the world have increasingly started embracing the field of behavioural sciences in improving the design of products and services, enhancing communications, improving managerial decision-making, encouraging desired behaviour by stakeholders and, more generally, creating a human-centric marketplace. Within organisations, the human resources management (HRM) function is perhaps the one place that acknowledges that humans are central to the organisation’s success, so it is critical that HRM too actively embraces the insights and method

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Ameh, Oko John, and Emmanuel Itodo Daniel. "Human Resource Management in the Nigerian Construction Firms: Practices and Challenges." Journal of Construction Business and Management 1, no. 2 (July 10, 2017): 47–54. http://dx.doi.org/10.15641/jcbm.1.2.54.

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Improvement of human resource management is critical to overall productivity and cost effectiveness in the construction industry. This study assesses the current human resource management practices in the Nigeria construction organisation and the challenges confronting it. Questionnaire survey was adopted using purposive sampling technique. Ninety eight human resource managers and construction professionals in two categories of construction organisations (client organisations involved in real estate development and contractor organisations) were sampled. The results reveal that prevailing recr

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Nasir, Zafar Mueen. "S. S. Khanka. Human Resource Management: (Text and Cases). New Delhi: S. Chand & Company Ltd. 2007. 449 pages. Paperback. Indian Rs 300.00." Pakistan Development Review 48, no. 1 (March 1, 2009): 100–101. http://dx.doi.org/10.30541/v48i1pp.100-101.

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Human Resource Management (HRM) is a process of procuring, developing, maintaining and controlling competent human resource in the organisation so that the organisational goals are achieved in an effective manner. HRM has undergone tremendous change in its functions over the past 20-30 years. Many years ago, large organisations looked at the “Personnel Department,” mostly to manage the paperwork around hiring and paying people. But more recently, organisations consider the major role of HR Department as staffing, training and helping to manage people so that people and the organisation perform

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Christopher, Chidi Odogwu, Ogunyomi, Olusiji Paul, and Adedehinbo Ekundayo Badejo. "Promoting Ethical Human Resource Management Practices in Work Organizations in Nigeria: Roles of HR Professionals." International Journal of Human Resource Studies 2, no. 2 (June 2, 2012): 116. http://dx.doi.org/10.5296/ijhrs.v2i2.1889.

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This paper has become imperative in view of the on-going Federal Government’s initiative in charting an ethical roadmap for Nigeria. Ethics permeates all aspects of our national life and human resource management profession is no exception. Ethics refers to the principle of conduct governing an individual or a group. This paper examines ethical HRM practices in work organisations in Nigeria and the roles of HR professionals in promoting ethical practices with a view to achieving employee well-being, satisfaction at work and organisational performance. Based on theoretical and practical insight

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Margherita, Emanuele Gabriel, and Ilenia Bua. "The Role of Human Resource Practices for the Development of Operator 4.0 in Industry 4.0 Organisations: A Literature Review and a Research Agenda." Businesses 1, no. 1 (April 19, 2021): 18–33. http://dx.doi.org/10.3390/businesses1010002.

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In this study, we summarised the human resources practices for the development of Operator 4.0. Operator 4.0 is the worker operating in an Industry 4.0 organisation. Such organisations introduce novel digital technologies—including Big Data, robotics, and the Internet of Things—along the assembly line. Operators 4.0 can manage Industry 4.0 technologies, and Industry 4.0 technologies also support their activities. Some studies illustrate the enabling Industry 4.0 technologies for this role and the various qualitative benefits for Operator 4.0. However, organisations encounter issues to prepare

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Srinivasan, Vasanthi. "Understanding the Human Resource Challenges in Not-for-profit Organisations from a Lifecycle Perspective." Journal of Health Management 9, no. 2 (May 2007): 189–99. http://dx.doi.org/10.1177/097206340700900203.

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In the last two decades not-for-profit organisations in emerging countries like India have witnessed a phenomenal growth. This growth has been managed through a variety of organisational forms and structures. The complexity arises because the basic structure of the NGOs is a project organisation. Most Indian NGOs are externally funded and this funding is often provided only for a project. The projects are expected to deliver a set of activities and are necessarily short term in nature. An NGO often executes multiple projects simultaneously. As a consequence of this, the project tends to gain p

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Raidén, Ani B., and Andrew R. J. Dainty. "Human resource development in construction organisations." Learning Organization 13, no. 1 (January 2006): 63–79. http://dx.doi.org/10.1108/09696470610639130.

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Khan, Shaji A., and Jintong Tang. "The Paradox of Human Resource Analytics: Being Mindful of Employees." Journal of General Management 42, no. 2 (December 2016): 57–66. http://dx.doi.org/10.1177/030630701704200205.

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Suggested as a strategic necessity, practice of HR analytics along with its potential business benefits for organisations abounds in popular press. However, the issue of how employees perceive the use of predictive analytics pertaining to themselves and the impact such perceptions may have on proximal employee outcomes has received little attention. The current research reports on the results of an exploratory study that attempts to shed light on how employees' attributions of organisations' use of HR analytics relate to their commitment to the organisation. Based on this evidence, the current

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Chong, Alvin, Ibiwani Alisa Hussain, Noraini Ahmad, and Jugindar Singh Kartar Singh. "Organisation Justice Towards’ Employees Voluntary Turnover: A Perspective of SMEs in Malaysia." International Journal of Human Resource Studies 11, no. 2 (March 26, 2021): 58. http://dx.doi.org/10.5296/ijhrs.v11i2.18459.

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Turnover of employees has gained the attention of organisations due to the impact of human resources on organisation performance and competitive advantage. This dilemma leads the management to struggle to find ways and retain employees. To attract, organisations use the "pull factors" to entice employees to perform better in the organisation. This study was conducted to investigate the relationship between the three dimensions of organisational justice: distributive, procedural and interactional justice towards voluntary turnover. This was an explanatory study that used a quantitative research

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Katou, Anastasia. "Innovation and Human Resource Management: the Greek Experience." Organizacija 41, no. 3 (May 1, 2008): 81–90. http://dx.doi.org/10.2478/v10051-008-0009-3.

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Innovation and Human Resource Management: the Greek ExperienceThe purpose of this paper is to investigate the pathways leading from innovation to organisational performance by using structural equation modelling. Specifically, we used this analytical tool to test a research framework that is constituted by a set of causal relationships between organisational contingencies, innovation, HRM policies (resourcing, training, rewards, relations), HRM outcomes (skills, attitudes, behaviour), and organisational performance. Employing data from organisations operating in the Greek manufacturing sector,

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Caputo, Francesco, Alexeis Garcia-Perez, Valentina Cillo, and Elisa Giacosa. "A knowledge-based view of people and technology: directions for a value co-creation-based learning organisation." Journal of Knowledge Management 23, no. 7 (September 9, 2019): 1314–34. http://dx.doi.org/10.1108/jkm-10-2018-0645.

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Purpose This paper aims to investigate the potential of knowledge management (KM) as a discipline in helping understand and manage social and economic complexity. The paper highlights some of the potential relationships between KM in organisations and their economic performance. Finally, the authors assess the role of human resources and technological infrastructures in the relationship between organisation’s approach to KM and their performance. Design/methodology/approach The hypotheses are tested via a survey on a sample of managerial-level employees of information technology organisations

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Zalainé Piros, Márta. "Study on Human Resource Management in Agriculture." Acta Agraria Debreceniensis, no. 9 (December 10, 2002): 171–81. http://dx.doi.org/10.34101/actaagrar/9/3578.

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The human factor has been reassessed with regard to strategic initiatives towards obtaining and preserving competitive advantage. Knowledge, experience and special skills are a specific form of capital, forming part of the organisations’ assets and serving as an organisational strategic resource. Their development and use require major investments, both on the part of the individual and the organisation. In a Europe undergoing integration, the quality of human resources enjoy priority among our really important values and specific features. The opportunities of the near future can be utilised,

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Hedayati, Alireza, Mohammad Khalilzadeh, and Arman Bahari. "The Effect of Organisational Learning Capability on Individual Performance through the Use of Enterprise Resource Planning and User Satisfaction." Journal of Information & Knowledge Management 20, no. 02 (April 28, 2021): 2150026. http://dx.doi.org/10.1142/s021964922150026x.

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Given the global competition between organisations to deliver products and services, the need for integrated information is felt. Enterprise Resource Planning (ERP) system is one of the important technology tools which play an important role in the integration of information in the organisation and is a prerequisite for joining the global market. This study aims to experimentally test a framework for identifying the relationship between organisational learning capability, using an organisational resource planning system, end-user satisfaction and individual performance. The results can be used

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Olanipekun, W. D., I. O. Olanipekun, A. G. Bamidele, and O. I. Awe. "Effective Green Human Resource Management and Corporate Social Responsibility Strategy for Sustainable Development in the 21st Century." advances in multidisciplinary & scientific research journal publication 26, no. 1 (December 22, 2020): 85–92. http://dx.doi.org/10.22624/isteams/v26p11-ieee-ng-ts.

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Corporate social responsibility is an activity embarked upon by organisations as a way of giving back to the society what was previously deposited in the organisation’s coffers as revenue. In the same vein, environmental challenges in the 21st century brings to the fore, a new approach which allows all hands to be on deck to ensure effective CSR geared towards sustainable development. This event birthed the concept of green human resource management which was examined vis a vis CSR as tool for the realisation of sustainable development in the 21st century. This paper gives a clear understandin

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Mauro, Túlio Gomes, and Jairo Eduardo Borges-Andrade. "Human resource system as innovation for organisations." Innovation & Management Review 17, no. 2 (January 11, 2020): 197–214. http://dx.doi.org/10.1108/inmr-03-2019-0037.

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Purpose This paper aims to identify relevant aspects to achieve advantage of the innovative potential of a human resource information system (HRIS). The present study compared the system implementation professionals’ perception of the results expected from the system, its characteristics and how it should be implemented. Design/methodology/approach Semi-structured interviews were conducted with eight information technology specialists and ten human resource (HR) professionals from four organisations at different stages of HRIS implementation, in which two had it fully implemented and two were

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Muhumuza, Benon, and Sudi Nangoli. "Revisiting the potential of human capital development to predict commitment: an empirical approach." Industrial and Commercial Training 51, no. 5 (June 3, 2019): 289–98. http://dx.doi.org/10.1108/ict-11-2018-0094.

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PurposeThe purpose of this paper is to revisit the potential of human capital development to predict commitment from an empirical perspective. This followed the fact that while organisations continue to invest a lot of resources into development of their human capital, a growing tendency of the trained staff to quickly abandon the organisation and move on to search for greener pastures has also been registered.Design/methodology/approachThis study takes a positivistic approach. It is an explanatory, cross-sectional study that is based on a case study approach.FindingsThe findings revealed that

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Arthur-Mensah, Nana. "Bridging the industry–education skills gap for human resource development." Industrial and Commercial Training 52, no. 2 (March 9, 2020): 93–103. http://dx.doi.org/10.1108/ict-11-2019-0105.

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Purpose The purpose of this study is to describe one advanced manufacturing company’s efforts to build a channel of skilled workforce by developing an apprenticeship programme with high schools. Design/methodology/approach Using a qualitative case study approach, the authors interviewed the members of the organisation to gain insights into opportunities and challenges they faced in addressing their skills needs. Findings The analysis showed that the collaboration and commitment of stakeholders were essential to the success of the programme. Furthermore, flexibility in employer’s expectations t

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Huluba Ionaşcu, Alina-Elena. "Digitalisation of Human Resource Management. Key Roles and Relevant Issues for Military Organisations." International conference KNOWLEDGE-BASED ORGANIZATION 27, no. 1 (June 1, 2021): 192–97. http://dx.doi.org/10.2478/kbo-2021-0029.

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Abstract Many recent studies focus on the issue of interdependence relationship between the successful management of human resource and the improvement of organisational performance, under the aegis of key advances in technologies and information. Therefore, the digitalisation of human resource management is a hotly debated topic, with researchers focusing on the importance of this process within the organisations. The general intention of the author of this paper is to provide those interested with conceptual clarifications on electronic human resource management (e-HRM), by reference to the

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Yadav, Bhagwan Dutta, Hugh R. Bigsby, and Ian MacDonald. "Elitism: normative ethics of local organisation in community-based natural resources management." International Journal of Organizational Analysis 24, no. 5 (November 7, 2016): 932–55. http://dx.doi.org/10.1108/ijoa-06-2015-0873.

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Purpose Local organisations have been established on participatory approach whose central purpose is to establish development activities bringing about positive change as four pillars of developments: to establish decentralised robust local organisation for sustainable forest management to enhance livelihood of rural people, to meet the forest products basic needs of local people, targeted interventions for poverty alleviation and social mobilisation initiatives and biodiversity conservation climate change mitigation and adaptation. Design/methodology/approach Local organisational elites desig

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Pieterse, H., and Sebastiaan Rothmann. "Perceptions of the role and contribution of human resource practitioners in a global petrochemical company." South African Journal of Economic and Management Sciences 12, no. 3 (June 17, 2011): 370–84. http://dx.doi.org/10.4102/sajems.v12i3.226.

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The value-adding contribution of human resources departments in organisations has often been questioned. It is not clear whether human resource practitioners are adding value according to organisational managers’ expectations. The objective of this study was to compare the perceptions of human resource practitioners in a global petrochemical company concerning expected and real contributions to business performance with those of their internal clients. Stratified samples of human resource personnel (N = 128) and their internal line customers (N = 67) were taken. The Human Resource Role-Assessm

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Alhawary, Faleh Abdelgader, and Hanadi Al-Zegaier. "The Successful Implementation of Knowledge Management Processes: The Role of Human Resource Systems "An Empirical Study in the Jordanian Mobile Telecommunication Companies"." Journal of Information & Knowledge Management 08, no. 02 (June 2009): 159–73. http://dx.doi.org/10.1142/s0219649209002300.

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Knowledge is a resource that is valuable to an organisation's ability to innovate and compete. It exists within the individual employees, and also in a composite sense within the organisation. Therefore, it is important that organisations find a way to tap into this knowledge and effectively manage knowledge processes in order to preserve and expand its core competencies to maintain a sustainable competitive advantage. The purpose of this study is to examine the impact of human resource systems (HR planning System, HR Training System, HR Reward System, HR recruitment System) on the successful

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Gergely, Éva. "Az emberi erőforrás menedzsment egyes területeinek jelentősége Hajdú-Bihar és Szabolcs-Szatmár-Bereg megyékben." Jelenkori Társadalmi és Gazdasági Folyamatok 5, no. 1-2 (January 1, 2010): 71–76. http://dx.doi.org/10.14232/jtgf.2010.1-2.71-76.

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Nowadays human resource management is of prior significance, since the human resource is the most important resource that determines the success of an organisation. Human resource management includes many activity areas of which the most important activities are the follows: employment analysis - planning - evaluation, human resource planning, labour supply, performance assessment, incentive, development of human resources, labour relations, labour safety, HRM information system. In the course of my examinations I wanted to find the answer how these functions are assessed by the employees of t

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ČALETA, KARMEN, and DENIS ČALETA. "VPLIV KADROVSKEGA MENEDŽMENTA NA KREPITEV VARNOSTNE KULTURE V KORPORATIVNOVARNOSTNEM OKOLJU." CONTEMPORARY MILITARY CHALLENGES, VOLUME 2012/ ISSUE 14/4 (October 30, 2012): 101–22. http://dx.doi.org/10.33179/bsv.99.svi.11.cmc.14.4.6.

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Posameznik se je kot socialno bitje v marsičem spremenil in s stališča zaposlenega v posamezni organizaciji postal izredno zahteven ter zazrt skoraj izključno v zado- voljevanje svojih potreb, ki jih postavlja daleč pred potrebe organizacije v širšem in ožjem smislu. To med drugim pomeni, da smo zaradi dinamičnega in prožnega trga delovne sile prišli v stanje hitrega menjavanja zaposlitev in s tem delovnih okolij, v katerih je v tako kratkem času pri posameznikih nemogoče vzpostaviti ustrezno pri- padnost ožjemu kolektivu in organizaciji v širšem pomenu besede. To pred vodilni menedžment organ

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Inkson, Kerr. "Careers and Organisations: A Figure–Ground Problem." Journal of Management & Organization 10, no. 1 (January 2004): 1–13. http://dx.doi.org/10.1017/s1833367200004570.

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ABSTRACTThis paper argues that people's careers have great personal significance for them and energise much organisational activity, but that in the context of organisations and management they often appear irrelevant. Contrasting career metaphors are used to show how careers develop through tensions between organisational and social structure, and individual agency. The findings of a New Zealand research study show how new flexibilities and ambiguities in economic and organisation structures result in people developing careers which, like the Australasian “Big O.E.” institution, are mobile, i

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Farkas, Johanna, János Sallai, and Ernő Krauzer. "The Organisational Culture of the Police Force." Internal Security 12, no. 1 (July 22, 2020): 77–84. http://dx.doi.org/10.5604/01.3001.0014.3189.

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The concept of ’organisational culture’ can be described based on numerous approaches nowadays. This underlines the fact that it is a significant issue within work and organisational psychology. However, the growing scope of organisational culture and subculture types shows not only its significance, but also the appearance of its explanations in a wide spectrum. The extensive research of organisational culture is related to the trend that there is a growing interest of organisational development and human resource professionals in a deeper understanding of human behaviour in organisational se

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Urbancová, Hana, and Lucie Vnoucková. "Application of talent and knowledge management in the Czech and Slovak Republics: First empirical approaches." Ekonomski anali 60, no. 205 (2015): 105–37. http://dx.doi.org/10.2298/eka1505105u.

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This paper endeavours to extend existing theories on talent and knowledge management by applying theoretical concepts on real management of organisations. The examination of different definitions of talent management and knowledge management is crucial for capturing their practical impact on central human resource development practices such as education, training, and development. The main aim of the paper is to identify key factors that describe the main approaches to talent management (TM) and ensuring knowledge continuity (EKC), based on analysis of current approaches of organisations in th

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Musi, Yusuf W., E. Mukulu, and M. Oloko. "How Strategic Human Resource Planning Influence Performance of Agricultural Research Institutes in Kenya." Journal of Management and Sustainability 9, no. 1 (January 24, 2019): 48. http://dx.doi.org/10.5539/jms.v9n1p48.

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Strategic planning is a tool that determines the destiny of an individual, institution or organization. Globally, competition defines strategies encompassed by institutions due to industrial economy that had been experienced to pass toward knowledge resource. Efficiency is achieved by successful utilization of resources. Organisations seek a more competitive edge at all costs and turn to more innovations in information technology. Effective measures provide decision makers with feedback on the effect of deliberate actions and influence critical decisions such as resources allocations, as well

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Barnard, Peter A. "Secondary school structure, organisational learning capacity and learning organisations: a systemic contribution." International Journal of Educational Management 34, no. 8 (May 7, 2020): 1253–64. http://dx.doi.org/10.1108/ijem-01-2020-0037.

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PurposeThe purpose of this paper is to explain the influence of a school's operational structure on organisational learning capacity (OLC), and how this either supports or disables any aspiration as a learning organisation.Design/methodology/approachTwo organisational working models are described, one based on same-age structure and another that uses multi-age organisation. These are systemically examined to test for OLC and subsequent potential to develop as learning organisations.FindingsSchools using same-age organisational structure have restricted feedback mechanisms that inhibit their ab

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Wordsworth, R., and BJ Erasmus. "The views of HR practitioners on ethical issues within organisations: A South African perspective." South African Journal of Economic and Management Sciences 9, no. 4 (May 22, 2014): 413–28. http://dx.doi.org/10.4102/sajems.v9i4.1031.

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This article reports on the results of a survey conducted among human resource practitioners in South Africa regarding their involvement in and experience of business ethics and unethical behaviour in their organisations. The results of the study concur with the theoretical perception that human resource managers have an important role to play in the institutionalisation of good ethical behaviour in the organisation, with the majority of respondents reporting that the human resource department is a primary resource for ethical initiatives and that human resource professionals are involved in t

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Browning, Victoria. "Creating service excellence through Human Resource Management practices." South African Journal of Business Management 29, no. 4 (December 31, 1998): 135–41. http://dx.doi.org/10.4102/sajbm.v29i4.778.

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Service excellence has become a critical source of competitive advantage for organisations. This article focuses on the interaction between the frontline employee and the customer and the role of Human Resource Management (HRM) in sustaining service-orientated behaviour. The nature of the relationship between HRM and service behaviour is also explored, focusing on three possible intervening variables - commitment to customer service, job competence and organisational identification. The implications of this relationship for business managers are highlighted and it is suggested that to achieve

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Lucia-Casademunt, Ana M., Deybbi Cuéllar-Molina, and Antonia M. García-Cabrera. "The role of human resource practices and managers in the development of well-being." Cross Cultural & Strategic Management 25, no. 4 (October 1, 2018): 716–40. http://dx.doi.org/10.1108/ccsm-05-2017-0054.

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Purpose Organisational change is increasingly important and interesting to study. Change may affect employees’ attitudes and impact on their well-being. In this regard, it is important to examine how organisations enhance employees’ well-being when the competitive environment requires organisational changes whose implementation could cause well-being to deteriorate. Research suggests that human resource management practices (HRMPs) may have a positive impact on well-being. However, there is little research that analyses how the internal and external contexts of changing organisations may influ

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Harris, Claire, Penny Cortvriend, and Paula Hyde. "Human resource management and performance in healthcare organisations." Journal of Health Organization and Management 21, no. 4/5 (September 11, 2007): 448–59. http://dx.doi.org/10.1108/14777260710778961.

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Garg, Naval, and B. K. Punia. "Exploring Human Resource Audit (HRA) in Indian Organisations." FIIB Business Review 4, no. 3 (July 2015): 56–63. http://dx.doi.org/10.1177/2455265820150310.

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Randev, Kadumbri Kriti, and Jatinder Kumar Jha. "Sustainable Human Resource Management: A Literature-based Introduction." NHRD Network Journal 12, no. 3 (July 2019): 241–52. http://dx.doi.org/10.1177/2631454119873495.

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The concept of sustainability has deeply penetrated in all functions of management such as supply chain, organisational behaviour, human resource, strategic management and so on. But recently, sustainable human resource management (S-HRM) has garnered a significant amount of attention from industry practitioners and academicians due to the escalation of adverse impact of existing HRM approaches on employees, society and the environment ( Mariappanadar, 2003 , International Journal of Social Economics, 30(8), 906–923; 2014a, Human Resource Management Review, 24(4), 313–329; 2014b, Sustainabilit

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Franz, Hans-Werner. "Teaching organisations as learning organisations." International Journal of Human Resources Development and Management 2, no. 1/2 (2002): 129. http://dx.doi.org/10.1504/ijhrdm.2002.001021.

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Pereira, Vijay Edward, Rita Fontinha, Pawan Budhwar, and Bimal Arora. "Human resource management and performance at the Indian Railways." Journal of Organizational Change Management 31, no. 1 (February 12, 2018): 47–61. http://dx.doi.org/10.1108/jocm-04-2017-0157.

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Purpose High-performance work practices (HPWPs) have been well documented within private organisations in developed country economies. Such practices, however, remain under-investigated in the public sector and in emerging economies. The purpose of this paper is to work towards filling this void, by empirically evaluating HPWP within an Indian public sector undertaking (PSU), also the world’s largest commercial public sector employer: the Indian Railways (IR). Design/methodology/approach The authors investigate whether the practices implemented in this organisation are consistent with the idea

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Badjie, Gibriel. "The Value of Human Resource Flexibility: A Study of Private and Public Organisations in The Gambia." Jurnal Ilmiah Aset 22, no. 2 (December 1, 2020): 89–102. http://dx.doi.org/10.37470/1.22.2.165.

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Human resource flexibility has attracted lots of research attention, but limited papers categorically address the benefits of HR flexibility to employees. This paper ispurposely crafted to address the knowledge gap and bridge the perception and expectation gap from both sides regarding the benefit of HR flexibility. The research uses a mixed method approach. First used questionnaire-based survey, but and second interviewed 10 employees randomly selected from organisations that participate in the survey. About 80 senior HR personnel participated in the survey representing the views of 40 privat

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Santos, Paulo, and André de Waal. "Factors of high performance in Portugal." International Journal of Organizational Analysis 28, no. 3 (November 21, 2019): 611–25. http://dx.doi.org/10.1108/ijoa-07-2019-1824.

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Purpose Ever since Portugal joined the European Union, Portuguese organisations have been struggling with both the challenges of new competitors flooding in from other European countries and taking advantage of the opportunities the new enlarged integrated market offered them. This is because Portuguese companies have in general low average rates of productivity growth while they lack techniques to improve not only these rates but also overall organisational performance. The purpose of this paper is to discuss whether the high-performance organisation (HPO) framework, a holistic improvement te

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Hirt, Christian, Renate Ortlieb, Julian Winterheller, Almina Bešić, and Josef Scheff. "Developing international talents: how organisational and individual perspectives interact." European Journal of Training and Development 41, no. 7 (August 7, 2017): 610–27. http://dx.doi.org/10.1108/ejtd-12-2016-0091.

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Purpose Focusing on an international trainee- and internship programme, this paper aims to propose a new framework that links organisational strategies regarding ethnic diversity with career competencies of the programme participants. Design/methodology/approach The paper adopts a case study design. It examines the interplay of the perspectives of the organisation, which is an Austrian bank, and of the programme participants, who are university graduates from South-Eastern Europe. It draws on the typology of diversity strategies by Ortlieb and Sieben (2013) and the categorisation of individual

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Đorđević, Biljana. "Impact of National Culture on International Human Resource Management." Economic Themes 54, no. 2 (June 1, 2016): 281–300. http://dx.doi.org/10.1515/ethemes-2016-0014.

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Abstract In today’s business conditions, the internationalisation of business becomes an almost inevitable precondition for future growth and development of organisations. However, internationalisation of business usually requires organisations to implement some changes in the way they operated in the previous period. One of the areas that require some changes is the area of human resource management, too. Factors which require modifications in this system are related primarily to the legal regulations of other countries, but also to the characteristics of their national culture. The former in

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Adisa, Toyin Ajibade, Fang Lee Cooke, and Vanessa Iwowo. "Mind your attitude: the impact of patriarchy on women’s workplace behaviour." Career Development International 25, no. 2 (December 6, 2019): 146–64. http://dx.doi.org/10.1108/cdi-07-2019-0183.

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Purpose By conceptualising patriarchy in the workplace as a social situation, the purpose of this paper is to examine the prevalence of patriarchal attitudes and their impact on women’s workplace behaviour among Nigerian organisations. Design/methodology/approach The study uses a qualitative research approach, drawing on data from 32 semi-structured interviews with female employees and managers in two high-street banks in Nigeria. Findings The study finds that patriarchy shapes women’s behaviour in ways that undermine their performance and organisational citizenship behaviour (OCB). Furthermor

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Strużyna, Janusz, and Izabela Marzec. "Various Features of Organizational Structures and Employability in Selected Public Organizations." Kwartalnik Ekonomistów i Menedżerów 45, no. 3 (July 19, 2017): 69–86. http://dx.doi.org/10.5604/01.3001.0010.6284.

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The relation of human resource management to the structural dimension of an organisation has aroused interest of researchers for a long time. The organisational structure creates conditions for HRM, it describes allocation of tasks and responsibilities, determines the applied HRM tools, and as a result, it also decides about possibilities of employability enhancement in an organisation. This paper attempts to answer the question: what is the relationship between certain features of organisational structures and employability of public organisations’ employees. This aim will be achieved by pres

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de las Heras-Rosas, Carlos, Juan Herrera, and Mercedes Rodríguez-Fernández. "Organisational Commitment in Healthcare Systems: A Bibliometric Analysis." International Journal of Environmental Research and Public Health 18, no. 5 (February 25, 2021): 2271. http://dx.doi.org/10.3390/ijerph18052271.

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Business organisations are subject to high pressure to ensure their sustainability and competitiveness. In the case of healthcare institutions, moreover, there are unique characteristics where human resource management is of vital importance. The workforce in these institutions is at a critical moment where the shortages of qualified staff, burnout, or job dissatisfaction represent some of the detrimental aspects for the performance of the organisation, and more importantly, they diminish the quality of patient care. The promotion of organisational commitment is positioned as one of the tools

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Nuangjamnong, Chompu, and Stanislaw Paul MAJ. "Strategic Human Resource Management in International Organizations." Modern Applied Science 11, no. 5 (April 8, 2017): 1. http://dx.doi.org/10.5539/mas.v11n5p1.

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This an initial study of Strategic Human Resources in Human Resource Management. This is important because in a globally competitive economy company longevity depends upon its more important aspect – their staff. This is principally governed by resource management principles and policies. This paper presents the results of a wide range of companies in different industries and with different ownership models using statistical methods. The results clearly show human resource practices have a positive impact on organisations.

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Frost, John. "Values based leadership." Industrial and Commercial Training 46, no. 3 (April 1, 2014): 124–29. http://dx.doi.org/10.1108/ict-10-2013-0073.

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Purpose – The purpose of the paper is to explore the power of values based leadership in connecting colleagues and clients to an organisation and in doing so creating sustainable business success. Design/methodology/approach – The paper is based on a model of values based leadership and case study examples of where the model is being successfully used in organisations. Findings – It was found that the organisations cited in the article who are using a values based approach such as Apple and Unilever create a connection with their organisations, that has a significant impact on organisational p

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Obeidat, Ahmad M. "The Relationship Between Perceived Human Resource Management Practices and Turnover-Intention: The Mediating Role of Organizational Attractiveness." Modern Applied Science 13, no. 2 (January 27, 2019): 216. http://dx.doi.org/10.5539/mas.v13n2p216.

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This study examines whether employees&rsquo; attraction to the organisation mediates the relationship between their perceptions of human resource management (HRM) practices (as a bundle) and their turnover intentions. Hypotheses were developed based on the propositions of social exchange theory, findings of previous research and theory of reasoned action. Survey data were collected from 297 individuals who work in organisations operating in the Hashemite Kingdom of Jordan. Subsequently, the proposed relations were tested. It was found that: 1) perceived HRM practices is negatively and sign

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Punia, B. K., and Priyanka Sharma. "Employees' Perspective on Human Resource Procurement Practices as a Retention Tool in Indian IT Sector." Vision: The Journal of Business Perspective 12, no. 4 (October 2008): 57–69. http://dx.doi.org/10.1177/097226290801200406.

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Employee Retention is the biggest challenge that Human Resource Management is facing today. The uncertainty of a changing economy, increasing competition and diversity in the workplace have compelled the organisations to hold on to their top performers at whatever cost they have to pay. It is a very difficult task for the recruiters to hire professionals with right skills set all over again. Thus the focus has shifted from ‘numbers' to ‘quality’ and from ‘recruitment’ to ‘retention.’ Many organisational human resource management practices play dominant role in building employee commitment and

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