Human resource practices and performance in microfinance organizations: Do intellectual capital components matter?

2021 ◽  
Author(s):  
Saswat Barpanda ◽  
Nick Bontis
Keyword(s):  
Human Resource ◽  
Intellectual Capital ◽  
Human Resource Practices ◽  
And Performance

scholarly journals Human Resource Practices in Public Healthcare Sector: A Perceptual Study among Healthcare Professionals

2017 ◽  
Vol 6 (1) ◽  
pp. 52
Author(s):  
Sumathi G N
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Healthcare Professionals ◽  
Healthcare Sector ◽  
Family Welfare ◽  
Public Healthcare ◽  
Human Resource Practices ◽  
Public Healthcare Sector ◽  
Primary Health Centres ◽  
And Performance

<span lang="EN-US">The study is aimed to identify various human resource practices in the public healthcare sector and to measure the level of human resource practices. The study adopts the perceptual view of healthcare professionals such as medical officers and staff nurses working in Primary Health Centres of Tamilnadu. A survey using a questionnaire is used to collect data from healthcare professionals. The results indicated that human resource practices such as job autonomy and job security are perceived to be useful and necessary, while training and performance management system are found to provide necessary inputs for carrying job duties and practices such as career growth opportunities and compensation need the attention of the officials of Health and Family Welfare department of Tamilnadu Government for enhancing the utility of these practices</span><span>.</span>

scholarly journals The Influence of Human Resource Management Practices on the SMEs Performance: Mediating Role of Employee Engagement

2021 ◽  
Vol 4 (1) ◽  
pp. 79-91
Author(s):  
Muhammad Azeem Ahmad ◽  
Arshia Hashmi ◽  
Waris Ali
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Training And Development ◽  
Human Resource Practices ◽  
Mediating Role ◽  
And Performance ◽  
Recruitment And Selection

Recently, human resource practices have been considered as the foremost solution for high organizational performance and attained the focus of recent studies and regulators. Therefore, the present study investigates the impact of human resource practices such as recruitment and selection, training and development, reward and compensation, and performance management on SMEs performance in Pakistan. The present research also examines the mediating role of employee engagement among the nexus of recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This research has adopted the questionnaires to collect the data and executed the smart-PLS to analyze the data. The results revealed that recruitment and selection, training and development, reward and compensation, and performance management have a positive association with SMEs’ performance. The findings also exposed that employee engagement positively mediating the links among recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This study has provided the guidelines to the policymakers that they should extend their focus towards human resource practices that improve organizational performance.

scholarly journals PENGARUH BERANTAI BUDAYA ORGANISASI DAN HUMAN RESOURCE PRACTICES TERHADAP KREATIFITAS DAN KINERJA USAHA UMKM

2018 ◽  
Vol 7 (3) ◽  
pp. 61
Author(s):  
Sulhaini Sulhaini ◽  
Rusdan Rusdan ◽  
Rahman Dayani ◽  
Baiq Ismiwati
Keyword(s):  
Organizational Culture ◽  
Market Orientation ◽  
Human Resource ◽  
Direct Effect ◽  
Business Performance ◽  
Learning Orientation ◽  
Human Resource Practices ◽  
Purposive Sampling ◽  
Learning Orientations ◽  
And Performance

This research aimed at examining the chain of effects of organisational culture and human resource practices towards SMEs’ creativity and performance. The study contributes to the literature by giving explanations related to how human resource practices, market and learning orientations affect the creativity and performance of SMEs. Population in this research was all SMEs producing handicraft, food / beverage and others in Mataram-Indonesia. Sample firms were selected using purposive sampling. The results showed that organizational culture, namely market orientation and learning orientation affect creativity and business performance in different ways. Learning orientation does not have a strong effect on creativity but has a direct effect on business performance. Meanwhile market orientation and human resource practices have no direct effect on business performance but through their influence on creativity. Market orientation and human resource practices ensure high business performance through its influence on creativity improvement. Market orientation becomes a source of creative ideas as its dimensions provide opportunities for SMEs to find useful ideas. Furthermore, human resource practices maintain / motivate employees for continuous creative endeavors, faster and better than to competitors. This creates higher customer value, stronger competitive advantage and greater guarantees business success /business performance.Penelitian ini menguji pengaruh berantai dari budaya organisasi dan human resource practices terhadap kreatifitas dan kinerja usaha UMKM. Studi ini berkontribusi pada literature dengan memberikan penjelasan terkait bagaimana human resource practices, market dan learning orientations mempengaruhi kreatifitas dan kinerja usaha UMKM. Populasi dalam penelitian ini adalah semua UMKM dibidang usaha pengolahan baik kerajinan maupun makanan/minuman dan lainnya. Teknik sampling yang digunakan adalah purposive sampling dari teknik sampling Non-Probability Sampling. Hasil penelitian menunjukkan bahwa budaya organisasi, yaitu market orientation dan learning orientation mempengaruhi kreatifitas dan kinerja usaha dengan cara yang berbeda. Learning orientation tidak berpengaruh kuat terhadap kreatifitas tetapi berpengaruh langsung terhadap kinerja usaha. Sedangkan market orientation memiliki pengaruh yang sama dengan human resource practices, yaitu tidak berpengaruh langsung terhadap kinerja usaha tetapi melalui pengaruhnya terhadap kreatifitas. Market orientation dan human resource practices menjamin kinerja usaha yang tinggi melalui pengaruhnya terhadap peningkatan kreatifitas. Market orientation menjadi sumber inspirasi ide-ide kreatif karena adanya orientasi kepada konsumen dan pesaing memberikan peluang bagi UMKM untuk menemukan ide. Selanjutnya, human resource practices menguatkan motivasi karyawan untuk berkreasi secara berkelanjutan, lebih cepat dan lebih unggul dari pesaing. Hal ini menciptakan keunggulan bersaing yang lebih kuat dan menjadi jaminan kesuksesan usaha/kinerja usaha yang lebih tinggiKeywords :human resource practices, organizational culture, creativity

scholarly journals Impact of Work-From-Home HR Practices on the Performance of Online Teaching Faculty During COVID-19.

2021 ◽  
Vol 7 (2) ◽  
pp. 218-221
Author(s):  
Huda Irshaad ◽  
Khawaja Muhammad Umar ◽  
Mahmood Rehmani
Keyword(s):  
Performance Appraisal ◽  
Human Resource ◽  
Online Teaching ◽  
Career Planning ◽  
Faculty Members ◽  
Human Resource Practices ◽  
Training Performance ◽  
Work From Home ◽  
Teaching Faculty ◽  
And Performance

Based on reinforcement theory, this paper examines (a) effects of Work-from-Home Human Resource Practices on the performance of online teaching faculty of educational institutes (b) impact of demographic factors on Human Resource Practices and (c) relationships between Training, Performance Appraisal, Career planning, Employee participation, Job definition, Compensation and Selection, and performance of online teaching faculty. Results confirm our hypothesis showing a relationship between seven Human Resource practices and performance of online teaching faculty. Ultimately confirming the first hypothesis that Work-from-Home Human Resource Practices negatively affect the performance of online teaching faculty of educational institutes. The study conducted in Higher Education Institutes in Sialkot, Punjab, Pakistan. Data collected from 179 faculty members using convenience sampling during the lockdown. Research limitations and future implications include reduced reachability for data collection during lockdown and collecting data from more males respectively while researching all universities in Pakistan.

Strategic Human Resource Practices and Product Innovation

2008 ◽  
Vol 29 (6) ◽  
pp. 821-847 ◽  
Author(s):  
Sjoerd Beugelsdijk
Keyword(s):  
Human Resource ◽  
Working Hours ◽  
Human Resource Practices ◽  
Radical Innovations ◽  
Hr Practices ◽  
Flexible Working Hours ◽  
Task Autonomy ◽  
Performance Based Pay ◽  
Heuristic Device ◽  
And Performance

Using creativity theory as a heuristic device, I develop hypotheses on the relation between strategic human resource practices and a firm's capability to generate product innovations. My empirical tests in a sample of 988 Dutch firms indicate the importance of task autonomy, training and performance-based pay for generating incremental innovations. Regarding radical innovations, the results point to the importance of task autonomy and flexible working hours. The use of standby contracts is associated with significantly lower levels of innovativeness. We also find interaction effects between individual HR practices, between HR practices and firm size, and between HR practices and R&D intensity.

Do high-performance human resource practices work? The mediating role of organizational learning capability

2017 ◽  
Vol 25 (02) ◽  
pp. 189-210 ◽  
Author(s):  
Pilar Jerez-Gómez ◽  
José Céspedes-Lorente ◽  
Miguel Pérez-Valls
Keyword(s):  
Organizational Learning ◽  
Human Resource ◽  
High Performance ◽  
Organizational Outcomes ◽  
Strategic Human Resource Management ◽  
Human Resource Practices ◽  
Learning Capability ◽  
Mediating Role ◽  
And Performance

AbstractThis study explores the relationship between high-performance human resource practices and organizational outcomes, using organizational learning capability as a mediating variable. By analyzing a sample of 85 Spanish companies in the chemical industry, the results suggest that the application of high-performance human resource practices is positively related to the development of organizational learning capability. This, in turn, is positively related to the financial and non-financial firm’s performance. The mediating role of learning capability is useful and should be considered in studies that analyze the link between human resource practices and performance, a central topic in the literature on strategic human resource management. Additionally, this study provides indications which can help companies design suitable conditions for promoting organizational learning capability, which is directly related to the development of human resource systems.

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