The human resource professional: Tactics and strategies for career success

1993 ◽  
Vol 6 (1) ◽  
pp. 83-84
Author(s):  
James C. Moore
Keyword(s):  
Human Resource ◽  
Career Success ◽  
Human Resource Professional

scholarly journals Hardiness in relation to organisational commitment in the Human Resource Management field

2012 ◽  
Vol 13 (1) ◽  
Author(s):  
Nadia Ferreira
Keyword(s):  
Resource Management ◽  
Career Development ◽  
Human Resource Management ◽  
Human Resource ◽  
Career Success ◽  
Well Being ◽  
Organisational Commitment ◽  
Convenience Sample ◽  
Managerial Implications ◽  
Development Support

Orientation: Employees’ hardiness is increasingly recognised as an aspect of their well-being and feelings of career success. Psychological well-being and feelings of subjective career success have positive implications for the motivation, satisfaction, performance and commitment of young talented staff.Research purpose: The study empirically investigated the relationship between an individual’s hardiness (measured by the Personal Views Survey II [PVS-II]) and organisational commitment (measured by the Organisational Commitment Scale).Motivation for the study: Research on an individual’s hardiness profile as an aspect of their career well-being and success and how these attributes influence their psychological attachment to the organisation, is needed to guide human resource career development support practices aimed at retaining valuable staff.Research design, approach and method: A quantitative survey was conducted on a convenience sample of predominantly Black (92.2%) and female (71%) employed adults (N = 355) at managerial and staff levels in the human resource management field.Main findings: Correlational and multiple regression analyses revealed a number of significant relationships between the two variables.Practical/managerial implications: Managers and human resource practitioners need to recognise how people’s hardiness relates to their sense of psychological attachment to the organisation. Organisations concerned with the retention and well-being of their equity staff members need to find a way to enhance and develop their hardiness and commitment.Contribution/value-add: The research contributes new insights into and knowledge of the factors that influence their employees’ hardiness and how these relate to their organisational commitment. The results may be used to inform career development support interventions that aim to increase employees’ sense of career well-being and success.

scholarly journals Human Resource Professional Priorities and Challenges in Times of COVID-19 Pandemic

2021 ◽  
pp. 23-33
Author(s):  
Shammy Shiri ◽  
Laveena D'Mello
Keyword(s):  
Human Resource ◽  
Economic Cost ◽  
Economic Loss ◽  
Work Culture ◽  
Business World ◽  
Human Resource Professional ◽  
Culture Shift ◽  
Drastic Increase ◽  
Human Cost ◽  
New Challenges

There has been a world alarming and warming situation due to global outbreak of COVID-19 pandemic taking along most important the human cost, mentally, physically with economic cost too. All of a sudden organization across have been alerted themselves to adapt toward this unforeseen unprecedented event and thereby find new solutions. Organizations around the world are taking measures as it’s important to stay at home for social distancing, this leading to drastic increase in economic loss, poor job satisfaction, reduced motivation and workplace depression crisis among organization’s employees with far reaching impacts. The sudden work culture shift has created new challenges for Human Resource (HR) professionals and in this time of global critical condition, the companies and organizations need their HR professionals to help the employees out of this badly driven health and economic crisis. The HR Professionals has been actively partnering with Business to solve some of the trickiest questions the business world faces today. This article discusses some of the priorities and challenges faced by HR professionals in helping the employees to adjust and cope with their changed work environment during COVID-19 pandemic.

The Value of an Undergraduate HRD Degree: An Exploratory Investigation of Perceived Employability and Career Success

2017 ◽  
Vol 19 (2) ◽  
pp. 190-206 ◽  
Author(s):  
Tomika W. Greer ◽  
Consuelo L. Waight
Keyword(s):  
Academic Achievement ◽  
Human Resource Development ◽  
Human Resource ◽  
Exploratory Study ◽  
Career Success ◽  
Descriptive Statistics ◽  
Program Administrators ◽  
Perceived Employability ◽  
Exploratory Investigation ◽  
Subjective Career Success

The Problem Undergraduate human resource development (HRD) programs are becoming increasingly popular. However, there is little research available regarding the outcomes of the alumni of these programs and the value that they attribute to their undergraduate HRD degree. The Solution In this exploratory study, a survey was used to assess the value of an undergraduate HRD education among graduates of an undergraduate HRD program. Perceived employability and subjective career success were used as measures to assess the value of an undergraduate HRD degree from the perspective of alumni from an undergraduate HRD program. Academic achievement was also considered for the possibility of impacting the perceived value of the degree. Descriptive statistics are used to report the findings related to perceived employability and subjective career success. The Stakeholders The results of this study are useful to undergraduate HRD program administrators and alumni who are interested in the career outcomes of undergraduate HRD students in the first few years following their graduation. These administrators and alumni can use the results to market and describe the value of an undergraduate degree in HRD. An additional stakeholder group includes potential students who may seek clarification on the experiences of graduates of the undergraduate HRD programs that the potential students may be considering.

Total Quality and the Human Resource Professional

1994 ◽  
Vol 6 (2) ◽  
pp. 33-36 ◽  
Author(s):  
Paul Herbig ◽  
Fred Palumbo ◽  
Bradley S. O’Hara
Keyword(s):  
Human Resource ◽  
Total Quality ◽  
Human Resource Professional

The Profile of the Human Resource Management Director

2021 ◽  
pp. 603-630
Author(s):  
Anna Sender ◽  
Bruno Staffelbach ◽  
Wolfgang Mayrhofer
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Culture Industry ◽  
Comprehensive Overview ◽  
Human Resource Professional ◽  
Strategic Role ◽  
And Gender ◽  
Using Data

The role of the human resource management (HRM) function has significantly evolved since the 1980s. Specifically, the HRM function has become more strategic, with the most senior human resource professional (the HRM director) often being an integral member of the top management team. The profile and competencies of the HRM director, however, are crucial in shaping the strategic role of HRM in organizations. This chapter provides a comprehensive overview of the role of contextual factors related to both external environment (e.g., national culture, industry) and internal environment (e.g., ownership, the role of the HR function, performance, employee turnover) for the profile of the HRM director. Using data from the Cranfield Network on International Human Resource Management study, the chapter demonstrates that significant differences in the profile of an HRM director in terms of education, experience, and gender exist across contexts. This study contributes to the HRM literature by empirically exploring the differences in the profile of the human resource director across contexts and elucidating reasons for these differences.

scholarly journals Passion or people? Social capital and career sustainability in arts management

2017 ◽  
Vol 46 (8) ◽  
pp. 1835-1851 ◽  
Author(s):  
Julia Richardson ◽  
Uma Jogulu ◽  
Ruth Rentschler
Keyword(s):  
Social Capital ◽  
Human Resource ◽  
Career Success ◽  
Arts Management ◽  
Human Resource Practice ◽  
Content Type ◽  
The Arts ◽  
Key Driver ◽  
The Impact

Purpose The purpose of this paper is to examine the role of social capital for career success and sustainability among arts managers and the implication for human resource practice. Design/methodology/approach This paper is a qualitative study comprising interviews with 73 arts managers in Australia. Findings While answering an occupational calling and having a sense of passion for the arts is a key driver to embark upon a career in arts management, it is social capital that is essential for both objective and subjective career success and thus for career sustainability. The authors also identify the value of education, global experience and well-honed soft skills for building social capital. Research limitations/implications The study is located in Australia – arts management in other national contexts and industries may be different. Practical implications This paper identifies the need for arts managers to develop heterogeneous social capital to support both career success and sustainability. It also indicates that whereas passion for the arts may be an important driver, other skills and competencies are required. Both of these themes need to be incorporated into human resource practice in the arts industry. Social implications This paper demonstrates the growing need to acknowledge the impact of relational social capital in the arts in an increasingly volatile work environment. Originality/value This paper fills the gap in our understanding of careers that bridge both the arts and management as professional domains of activity and extends understanding on the role of social capital in management careers more generally.

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