Toyota Way style human resource management in large Chinese construction firms: A qualitative study

2015 ◽  
Vol 15 (1) ◽  
pp. 17-32 ◽  
Author(s):  
Shang Gao ◽  
Sui Pheng Low
Keyword(s):  
Resource Management ◽  
Qualitative Study ◽  
Human Resource Management ◽  
Human Resource ◽  
Construction Firms

scholarly journals Rethinking undergraduate curricula: A Delphi study of human resource management and industrial and organisational psychology

2005 ◽  
Vol 31 (3) ◽  
Author(s):  
A Venter ◽  
N Barkhuizen
Keyword(s):  
Resource Management ◽  
Qualitative Study ◽  
Curriculum Development ◽  
Human Resource Management ◽  
Human Resource ◽  
Delphi Study ◽  
Delphi Technique ◽  
Fields Of Study ◽  
Similarities And Differences ◽  
National Analysis

The aim of this qualitative study is to bring clarity to the confusion about the interconnectedness, similarities and differences between the fields of Human Resource Management (HRM) and Industrial and Organisational Psychology (I&OP), for the purposes of curriculum development. The Delphi technique was used to gather data from 13 participants (five international and eight national). Analysis was done interpretively using Atlas.ti. Results indicate that HRM and I&OP are distinct but interrelated fields of study and can therefore be presented in separate but interrelated undergraduate curricula. Opsomming Die doel van die kwalitatiewestudie is om duidelikheid te verkry oor die verwarring rakende die interverwantskap, ooreenkomste en verskille tussen die velde van Menslike Hulpbronbestuur (MHB) en Bedryfs- en Organisasie Sielkunde vir die doeleindes van kurrikulumontwikkeling. Die Delphi tegniek is gebruik om data van 13 deelnemers (vyf internasionaal en agt nasionaal) te versamel. Ontleding is op ’n interpreterende wyse gedoen deur gebruik te maak van Atlas.ti. Die resultate toon dat MHB en Bedryfs- en Organisasie Sielkunde onderskeibare, maar verbandhoudende studievelde is en daarom aangebied kan word in afsonderlike, maar interverwante voorgraadse kurrikula.

Job satisfaction of certified employees in viticulture: A qualitative study

Work ◽  
2020 ◽  
Vol 67 (2) ◽  
pp. 467-475
Author(s):  
Eva Anna Regel ◽  
Astrid Forneck ◽  
Elisabeth Quendler
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Qualitative Study ◽  
Human Resource Management ◽  
Human Resource ◽  
Qualitative Interviews ◽  
Working Hours ◽  
Wine Industry ◽  
Perceived Satisfaction ◽  
Major Factors

BACKGROUND: The need for qualified employees in wineries leads to a gain in importance of human resource management in the wine industry. Knowledge on job satisfaction of employees in wineries and cooperatives as well as research in human resource management is rare. OBJECTIVE: The aim of this qualitative study is to find aspects affecting job satisfaction of employees in Austrian and German wineries. These identified aspects were analysed with regard to the perceived satisfaction or dissatisfaction of the employees. METHOD: Sixteen qualitative interviews were conducted in Austria and Germany with employed winemakers, production managers and vineyard managers. RESULTS: Aspects of job satisfaction which were found in agricultural studies were validated for employees in wineries. In addition to these influencing factors of job satisfaction, interviewed workers mentioned other important aspects, such as equality issues, development of the company and attachment to the final product, which affect their job satisfaction. CONCLUSIONS: The positive image of the product wine, the wine sector and the profession contributes to a high job satisfaction overall. The personal interest in wine is one of the major factors of job satisfaction. It reduces dissatisfaction with remuneration, monotonous work processes and long working hours. However, employees in wineries saw problems in reconciling family life and work. Furthermore, employees complained about physical strains leading to possible changes in job or position.

Understanding the eHRM Promise and Adoption Imperatives

2019 ◽  
pp. 263145411987320 ◽  
Author(s):  
Suryanarayan Iyer
Keyword(s):  
Resource Management ◽  
Qualitative Study ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Key Factors ◽  
Factors Influencing ◽  
Hr Function ◽  
Performance Gains

Organisations invest in Electronic Human Resource management (eHRM) by buying into its potential of strategically transforming the Human Resource (HR) function. However, the posited performance gains are often obstructed by users and organisations alike in adopting the systems towards realisation of stated outcomes. The article aims to provide an understanding of the promise of eHRM in terms of the posited goals and outcomes of eHRM. Through a qualitative study with Chief Human Resources Officers of 15 large organisations, the article also highlights the key factors influencing adoption of eHRM in organisations.

Human resource management practices to improve project managers’ job satisfaction

2018 ◽  
Vol 25 (5) ◽  
pp. 654-669 ◽  
Author(s):  
Florence Yean Yng Ling ◽  
Yan Ning ◽  
Yi Hao Chang ◽  
Zhe Zhang
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Project Managers ◽  
Partial Least Square ◽  
Significant Extent ◽  
Content Type ◽  
Construction Firms ◽  
Hrm Practices

PurposeMore attention should be paid to project managers’ (PMs) job satisfaction as they play an important role in ensuring projects are completed successfully. The purpose of this paper is to identify human resource management (HRM) policies and practices that lead to higher PMs’ job satisfaction.Design/methodology/approachA questionnaire survey was conducted on PMs who are working in construction firms and project management consultancy firms. Data were collected via random, convenience and snowball sampling. The data collected were analysed using partial least square-structural equation modelling, independent samplest-test and Pearson’s correlation.FindingsThe findings show that PMs who are satisfied with their firms’ HRM practices and job rewards also have higher job satisfaction. Several HRM strategies that give rise to higher job satisfaction are identified, e.g. a system to recognise and develop talent, and taking active steps to identify and develop backups in case of emergency. Unfortunately, some practices are not implemented to a significant extent, and these include: systematically recruiting and retaining talented PMs, encouraging PMs to plan for their careers, offering performance and development coaching, and appraising employees.Research limitations/implicationsThe limitations include the low response rate and the relatively small sample size of 81. The profile of respondents is largely from construction companies with more than 150 staff, and, therefore, the findings are more applicable to medium- to large-sized construction firms.Practical implicationsThe study identified many HRM practices and policies that are significantly associated with PMs’ job satisfaction, yet many of these are not implemented to a significant extent by the employers. The practical implication is that employers of PMs should systematically implement these in order that their PMs have higher job satisfaction which is important for a project’s success.Originality/valueThe originality of this research is that the HRM practices and policies that are associated with job satisfaction of PMs are uncovered. Its value is in showing that PMs derive greater job satisfaction when HRM policies encompass talent development, career coaching and a personalised management style. Among these important practices, those that have been neglected were also identified. The study offers recommendations on the HRM practices that firms should be put in place for their PMs to experience higher job satisfaction.

Sign in / Sign up

Export Citation Format

Share Document