scholarly journals The impacts of socially responsible human resources management on organizational legitimacy

2022 ◽  
Vol 174 ◽  
pp. 121274
Author(s):  
Cristina del-Castillo-Feito ◽  
Alicia Blanco-González ◽  
Felipe Hernández-Perlines
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Organizational Legitimacy ◽  
Socially Responsible ◽  
Resources Management

scholarly journals A Proposal to Incorporate Job Resilience and Flexible Work Arrangement to Socially Responsible Human Resources Management Case Study: Algerian Organizations

2020 ◽  
Vol 15 (7) ◽  
pp. 57
Author(s):  
Messen Kerroumia ◽  
Sawssan Saadaoui
Keyword(s):  
Social Responsibility ◽  
Human Resources ◽  
Human Resource Development ◽  
Statistical Significance ◽  
Human Resources Management ◽  
Flexible Work ◽  
Socially Responsible ◽  
Resources Management ◽  
Flexible Work Arrangement ◽  
Work Arrangement

The fierce competition imposed on organizations to invest in human resource development, these organizations realized that having a market share or manufacturing high quality products will not be achieved only by technology or capital, but with skills and effectiveness of its human resources, which is considered as the thinker, the creator, the innovator and the developer. In this study, we address the issue of modern practices of human resources management as employee resilience, flexible work and time, social responsibility, which has received a lesser conceptual and empirical attention specifically, from managers perspective. More importantly, we tried to draw attention to the importance of resilience and flexibility in work, and how they can be combined with other practices of social responsibility, such as transparency and fairness among employee. We tried to evaluate to what extent the human resources departments under study committed toward social responsibility, then to bridge this concept to job resilience and flexible work arrangement. This study was applied at four manufacturing Algerian organizations, on a sample of 43 managers, heads of departments and supervisors. By conducting a questionnaire that contained questions covering four axes including demographic questions, data process was done by SPSS version 23; we confirmed the existence of a strong positive relationship and a statistical significance between the three concepts, and between these latter and the personal characteristics of respondents such as Age and experience. We conclude that what is needed in today Algerian organizations the supportive leadership as well as socially responsible management.

الثقة، الصراع والسلوك التعاوني مع الاخذ بالاعتبار العلاقات التبادلية داخل المنظمات

2007 ◽  
Vol 13 (48) ◽  
pp. 349
Author(s):  
سعد علي حمود العنزي
Keyword(s):  
The Netherlands ◽  
Human Resources ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Cooperative Behaviour ◽  
Resources Management

كثيرة هي البحوث والدراسات التي نراجعها في السلوك التنظيمي، بحكم عملنا كأستاذ دراسات عليا بتخصص ادارة الموارد البشرية ونظرية المنظمة، ووقع بيننا بحثاً نظرياً متميزاً للباحثين (Karin Sanders & Birgit Schyns)([1])، نشر في مجلة اصيلة هي (Personnel Review)، في عام (2006)، بمجلدها (35) وبالعدد (5)، تحت عنوان (Trust, Conflict and Cooperative Behaviour: Considering Reciprocity Within Organizations) . ولنقل الفائدة العلمية للمتخصصين والمعنيين والمهتمين بهذا الموضوع الحيوي، أرتأينا ترجمته بالتصرف الذي يفيد القارئ باللغة العربية. فالبحث يصب غرضه في دراسة قضية محددة تتعلق بالثقة، الصراع، والسلوك التعاوني كحلقات مهمة في العمل التنظيمي، ذلك لأن مخرجات العاملين (Employees Outcomes) المتعلقة بإتجاهاتهم، وسلوكياتهم، تأتي من العلاقات التبادلية التي تقع بينهم، والتي ينبغي اختبارها كخصائص لعلاقاتهم هذه، وليس كسمات لهم. ففي اطار ذلك، تتمثل قيمة هذا البحث برأينا بمحاولة ملئ فجوة التبادلية في علاقات المدراء- والمرؤوسين- المرؤوسين، والتركيز عليها بشدة لتفسير تلك القضية المحددة آنفة الذكر. وبحكم كون البحث الحالي، طبيعته تتصف بالمراجعة العامة للفكر الاكاديمي المطروح على الساحة، فإنه يرتبط بمصطلحات علمية سلوكية كثيرة ابرزها: سلوك العاملين (Employees behaviour) اتجاهات العاملين (Employees attitudes)، احتواء العاملين (Employees involvement) العلاقات الصناعية (Industrial relations)، ادارة الموارد البشرية التطبيقية (Applied human resources management).   [1])) ان  (Karin Sanders) استاذ علم النفس التنظيمي والعمل بجامعة (Twenke, The Netherlands) و (Birgit Schyns)، استاذة مساعدة بدراسات الموارد البشرية بجامعة (Tilburg, The Netherlands).

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

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