scholarly journals Human Resource Management in German Public Administration

2021 ◽  
pp. 375-391
Author(s):  
John Siegel ◽  
Isabella Proeller
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Policy Implementation ◽  
Public Administration ◽  
Human Resource ◽  
Diversity Management ◽  
Digital Transformation ◽  
Organisational Development ◽  
Public And Private ◽  
Effective Policy

AbstractHuman resource management (HRM) reform has not been the focus of attention in Germany despite its obvious relevance for effective policy implementation. Although there is a general trend worldwide towards convergence between public and private HRM strategies and practices, management of the workforce in German public administration still remains largely traditional and bureaucratic. This chapter describes and analyses German practices regarding the central functions and elements of HRM such as planning, recruitment, training and leadership. Furthermore, it explores the importance and contribution of public service motivation, performance-related pay and diversity management in the context of German practices. The chapter concludes by highlighting some of the major paradoxes of German public HRM in light of current challenges, such as demographic change, digital transformation and organisational development capabilities.

Reinventing Public Personnel Administration as Strategic Human Resource Management

1993 ◽  
Vol 22 (4) ◽  
pp. 565-578 ◽  
Author(s):  
Donald Klingner
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Force ◽  
Strategic Human Resource Management ◽  
Public And Private ◽  
Asset Development ◽  
Position Management ◽  
Personnel Administration

Strategic human resource management (SHRM) is an enhancement in the effectiveness of personnel management which has developed out of pressures for change in the way organizations manage human resources. It consists of common elements found in a variety of public and private employers: recognition that human resources are critical; a shift from position management to work and employees; more innovation; asset development and cost control; and a transition from EEO/AA compliance to work force diversity.

Role of HRM in Sustainable Organisational Development

2017 ◽  
pp. 115-131
Author(s):  
Fawzy Soliman
Keyword(s):  
Sustainable Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Crucial Role ◽  
Organisational Development ◽  
Leadership And Management ◽  
Organisation Development ◽  
Management Capabilities

This chapter explores the role Human Resource Management plays to support sustainable organisation development by controlling and managing valuable resources including employees of the organisation. The chapter presents the concept of sustainable organisation development as vital and important requirement to survive the competition in the current financial era. This chapter explains that sustainable development could enable organisations to overcome current market problems as well as achieve their goals. The chapter proposes that HRM can play a crucial role in developing strategic leadership and management capabilities and thus promote economic, social and environmental forms of sustainable development.

scholarly journals Digital Transformation and Its Impact on Strategic Supremacy Mediating Role of Digital HRM: an Evidence From Palestine

2022 ◽  
Vol 19 ◽  
pp. 197-221
Author(s):  
Ohoud Khatib ◽  
Khaled Alshawabkeh
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Digital Transformation ◽  
Resources Management ◽  
Digital Human ◽  
The Impact ◽  
The Relationship

This study aims to identify the impact of digital transformation in achieving strategic sovereignty in a world that is intensely competitive and in a digitalized era. In the study, the human resource management variable serves as an intermediary variable in the relationship between digital transformation and strategic leadership. The study population consists of (420 top and middle) managers in two mobile telecommunications companies in Palestine, namely: Jawwal and Ooredoo. The study is based on the quantitative approach using a proportional stratified sample, as a 201- item questionnaire is developed using the Seven-Point Likert Scale to study the three variables. The independent variable is digital transformation and its dimensions (Business Model, Customer Experience, Digital Processes, and Impact on People), while the dependent variable is Strategic Supremacy including its three dimensions (Scope of Influence, Competitive Configuration, and Competitive Compression), while digital human resources management serves as an intermediate variable. The data contained herein is analyzed by the Smart PLS Program - structural equation modelling (Second Order). The study shows a positive and good impact of digital transformation on strategic supremacy. The same applies to the impact of digital human resources management thereon. The study concludes that even though digital transformation has a very good impact on human resource management, digital human resources management is a mediating variable in the relationship between digital transformation and strategic supremacy, or even a partial mediator.

scholarly journals The Influence of Human Resource Practices on the Retention of Core Employees

2021 ◽  
Vol 4 (2) ◽  
pp. 87-99
Author(s):  
SHEHNAZ SAHIB ZADA ◽  
DR. SHAHID JAN ◽  
SYED IMRAN KHAN ◽  
MUHAMMAD ABDUL HASEEB
Keyword(s):  
Higher Education ◽  
Resource Management ◽  
Private Sector ◽  
Human Resource Management ◽  
Human Resource ◽  
Education Institution ◽  
Public And Private ◽  
Khyber Pakhtunkhwa ◽  
Hrm Practices ◽  
Public And Private Sector

The retention of core employees is one of the challenges many of business organizations facing today. For many organizations, strategic staffing has become a concern because the ability to hold on to highly talented core employees can be crucial to future survival. This empirical study examined the current human resource management (HRM) practices of Higher education institution of Khyber Pakhtunkhwa in the retention of their core employees. In particular, the research identified the core elements of HRM practices, which strongly influence the decision for core employees to stay. With the rapid growth and introduction of new public and private sector universities in Khyber Pakhtunkhwa, it became difficult to retain employees. The current study focuses on employees of both public and private sector universities in order to extract information about employee choice and critically examines HR practices and factors, which may influence employees to stay and work for organization. Analyzing the existing Human Resources Management literature, there are very few studies have been conducted regarding Human Resource Management practices on retention of core employees. This raises uncultivated issues such as: which factor of HRM, influences retention of core employees in higher education institution of Khyber Pakhtunkhwa. These unexplored and uncultivated issues will be the focal point of this study. Furthermore, this study will explore & press forward the HRM literature on the rising trends of the 21st century.

scholarly journals On the (ir)relevance of religion for human resource management and diversity management: A German perspective

2019 ◽  
Vol 34 (1) ◽  
pp. 9-31 ◽  
Author(s):  
Dorothea Alewell ◽  
Daniela Rastetter
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Religious Diversity ◽  
Diversity Management ◽  
Empirical Knowledge ◽  
Legal Regulations ◽  
Negative Side ◽  
Pros And Cons ◽  
The One

From the limited empirical knowledge we have, religion is hardly ever implemented as a dimension of diversity management in German firms. As religion is increasingly important in many areas of law, with regard to world conflicts, the integration of refugees, societal tensions and potentially high religious diversity of employees and customers in globally acting firms, this finding triggers questions why or why not religion is applied as a dimension of diversity management in German companies. We thus discuss pros and cons for considering religion as a dimension of diversity management, arguing that on the one side there are many arguments for employers in favour of considering religion as a diversity dimension, especially arguments grounded on legal regulations, discrimination or effects on performance and resilience of employees. However, on the negative side, attributions of conflict and irrationality connected with religion and employers’ difficulties in collecting a sound database may hamper implementation as a diversity dimension. We conclude with a research outlook.

Role of HRM in Sustainable Organisational Development

2015 ◽  
pp. 302-317
Author(s):  
Fawzy Soliman
Keyword(s):  
Sustainable Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Crucial Role ◽  
Organisational Development ◽  
Leadership And Management ◽  
Organisation Development ◽  
Management Capabilities

This chapter explores the role Human Resource Management plays to support sustainable organisation development by controlling and managing valuable resources including employees of the organisation. The chapter presents the concept of sustainable organisation development as vital and important requirement to survive the competition in the current financial era. This chapter explains that sustainable development could enable organisations to overcome current market problems as well as achieve their goals. The chapter proposes that HRM can play a crucial role in developing strategic leadership and management capabilities and thus promote economic, social and environmental forms of sustainable development.

The nexus between diversity management (DM) and organizational performance (OP): mediating role of cognitive and affective diversity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shagufta Showkat ◽  
Siddharth Misra
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Diversity Management ◽  
Content Type ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship

Purpose Present day organizations are considering workforce diversity as one of the main challenges in the human resource management. This study aims to find out the relationship between diversity management (DM) in the context of strategic human resource management (SHRM) and organizational performance (OP). An attempt is made to find out the mediation effect of cognitive diversity (CD) and affective diversity (AD) in the relationship between DM and OP. Design/methodology/approach The constructs investigated in the present study include DM, OP, CD and AD. Structural equation modeling has been used to test the model fit. The data was collected from 50 human resource professionals working in different organizations in the information technology (IT) sector in Bangalore, India. Confirmatory factor analysis has been used for establishing the reliability. Findings The results show that there exists a significant relationship between DM and OP. This significant positive relationship can be attributed to the mediating role of CD and significant negative relationship is because of the AD. Research limitations/implications This study has several limitations. In this study, only three DM practices have been considered. The generalization of the results is another limitation as the study has been conducted in the IT sector in Bangalore, India. Similarly, sample size also affects the implications of an empirical study and sample size in this study is small. This study has investigated only the impact of two aspects of diversity, cognitive and affective, while neglecting the effect of communicational and symbolic processes. Practical implications The results indicate that organizations must consider that by providing intercultural trainings (ICTs), work–life balance (WLB) and work-time flexibility options, the negative aspects of diversity can be minimized. Moreover, organizations should encourage the task conflict which leads to better decision-making as well as creates a sense of group identification, which may help in the avoidance of negative consequences of AD. Originality/value This study is undertaken to find out the effect of certain diversity-oriented SHRM practices such as flexible working times, WLB, ICT and its impact on the OP in the Indian IT industry. This study has investigated the mediating role of CD and AD on the relationship between diversity-oriented SHRM practices and OP, which is the novelty of this study. Third, the study has been undertaken considering that there is a dearth of research on the impact of AD and CD on OP in the Indian context.

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