Human Resource Management in the Not-for-Profit Sector

2021 ◽  
pp. 436-457
Author(s):  
Emma Parry ◽  
Clare Kelliher
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Communication ◽  
Public And Private ◽  
The Public ◽  
For Profit ◽  
Hrm Practices ◽  
Not For Profit

This chapter examines human resource management (HRM) in organizations in the not-for-profit sector. It examines the use of HRM practices relating to recruitment, selection, training, reward, performance management, communication, and diversity in not-for profit organizations, drawing on data collected via the Cranet survey. In the light of ongoing debate about how the not-for-profit sector differs from, or is similar to, the public and private sectors, we compare the findings across sectors. Furthermore, in line with commentary about the increasing importance of HRM in this sector, we compare the data collected in 2014/15 with the findings from the 2009/10 survey. We show that many of the HRM practices used in the not-for-profit sector are similar to those used in the public and private sectors, making it difficult to identify a unique not-for-profit approach to HRM. However, we also suggest that some elements of the commonly cited values-based approach to HRM remain.

scholarly journals Human resource management surveys at organizations operating at profitoriented and public spheres

2009 ◽  
pp. 79-86
Author(s):  
Éva Gergely
Keyword(s):  
Resource Management ◽  
Public Sphere ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Modern Human ◽  
The Public ◽  
Private And Public ◽  
And Performance

I introduce the performance management from the area of human resource management that I examined at organizations operating in market environment and in the public sphere as well. The reason of my choice of subject is that the performance management got into the centre of interest also in Hungary lately.The scale of values connecting traditionally to the organizations of the private and public sphere is different vitally, what affected substantive differences of the organization, the management and the human resources management environment. Within these I tried to reveal their performance management system and with their comparison to draw conclusions. I did my surveys at profit oriented organizations and at organizations operating at the public sphere.Performance management is one centre field of modern human resource managing, as the basis of the successful functioning of any company is the possibly most effective operation of its resources. Performance management is a possibility for the company and for the employer to overview the realization of the determined aims and the factors that block or promote accomplishments. Considering the results, the employee and the manager could determine subsequent realistic and accessible aims for the following period. Achievement management is extremelyimportant in those positions where achievement could not be measured accurately.I carried out my surveys according to performance management by observation and data acquisition. I applied questionnaire survey to collect data, or rather made deep interviews; I talked personally with more employees as well.The questionnaire consisted of one data format and performance management questionnaire. I processed the gathered data by computer and visualized graphically. I also did examinations by using statistic methods, by which I was able to get to know the certain organizations deeper and thus it was possible for me to reveal more connections.

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.

Human Resource Management Patterns of (Anti) Corruption Mechanisms within Informal Networks

2019 ◽  
Vol 38 (2) ◽  
pp. 177-193
Author(s):  
Maral Muratbekova-Touron ◽  
Tolganay Umbetalijeva ◽  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Peer Pressure ◽  
Social Recognition ◽  
Informal Networks ◽  
Network Ties ◽  
Hrm Practices ◽  
And Performance

In this article, we propose to comprehend the corruption mechanisms of tender bidding processes in terms of Human Resource Management (HRM) practices within informal networks. Taking the context of Kazakhstan, we analyze the behavior of individual actors as members of informal networks. Our analysis shows that both corruption and anti-corruption mechanisms can be explained in terms of HRM practices such as (camouflaged) recruitment (e.g., of powerful government officials via network ties), compensation (e.g., kickbacks for corruption; social recognition or shame for anti-corruption) and performance management (e.g., demonstrative punishment for corruption; extreme formalization, peer pressure or social sanctions for anti-corruption).

Considering Call Center Developments in E-HRM

2009 ◽  
pp. 191-196
Author(s):  
Wendy R. Carroll
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Call Center ◽  
Management Practices ◽  
Lessons Learned ◽  
New Employees ◽  
Hrm Practices ◽  
The One

Technology advances have dramatically affected the ways in which we manage and organize work. With new evolutions of technologically mediated systems, the development of electronic human resource management (e-HRM) practices becomes more accepted for many organizations. For example, on the one hand, organizations have been able to extend job searches to attract new employees from around the globe using the World Wide Web. This recruitment feature has provided matches of special skilled workers with employers and has lessened recruitment costs for other searches for less skilled positions by bringing potential candidates directly to the organization. On the other hand, HRIS technologies within operation structures such as call centers have been tightly integrated into e-HRM practices creating heavily defined performance management systems. The developments in the call center area specifically have resulted in an interesting convergence of HRIS and HR architectures to explore lessons learned and future directions in e-HRM. The purpose of this article is to first provide a background of the call center developments over the past 15 years in light of e-HRM. Specifically, a focus on the technological advancements in call center operations will be overlaid with the developments of e-HRM practices to reveal the ways in which both are integrated and implemented to create an end-to-end process. The second focus of this article is on the development of performance management HR practices such as electronic performance monitoring (EPM), e-coaching, and e-learning using HRIS integrations. Although in many ways this integrated e-HRM model has improved organization performance and effectiveness, there have also been other implications resulting in negative affects on performance outcomes such as turnover, job satisfaction, and customer satisfaction. So finally, this article will draw out the lessons learned from the call center model and e-HRM with a focus on the balance between human resource management practices and operational structural design.

THE INFLUENCE OF HUMAN RESOURCE MANAGEMENT SYSTEMS ON INNOVATION: EVIDENCE FROM IRISH MANUFACTURING AND SERVICE FIRMS

2017 ◽  
Vol 21 (01) ◽  
pp. 1750003 ◽  
Author(s):  
FRANK CROWLEY ◽  
JANE BOURKE
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Successful Implementation ◽  
Service Firms ◽  
Firm Level ◽  
Firm Innovation ◽  
Employment Contracts ◽  
Hrm Practices

The ability of firms to maximise their innovative potential is fundamental to economic growth. The successful implementation of human resource management (HRM) practices is important for firm performance, and there is a growing understanding of the benefits to firms when HRM practices are applied together. We investigate if HRM practices are significantly more effective when implemented as ‘bundles’ or ‘systems’ of complementarities than when they are implemented individually in Irish manufacturing and service firms. The National Workplace Survey (2009a), a dataset rich with information on HRM practices at the firm level, is employed. HRM bundles relating to performance management and appraisal, knowledge sharing and involvement and empowerment in decision-making are all positively associated with innovation in manufacturing and service firms, and bundles of flexible employment contracts practices positively influence innovation in service firms. In summary, HRM practices when applied together, rather than in isolation, are important for firm innovation.

scholarly journals Institutional context and human resource management in Nigeria

2020 ◽  
Vol 42 (1) ◽  
pp. 1-16
Author(s):  
Darius Ikyanyon ◽  
Phil Johnson ◽  
Jeremy Dawson
Keyword(s):  
Resource Management ◽  
Private Sector ◽  
Human Resource Management ◽  
Human Resource ◽  
Institutional Context ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Private Sector Organizations ◽  
Public And Private Sector

Purpose The purpose of this paper is to explore how the institutional context influences human resource management (HRM) policies in the public and private sector in Nigeria. Design/methodology/approach The convergent parallel mixed methods approach was adopted for this study. Survey data were collected from 122 HR managers across public and private sector organizations in Nigeria as well as 13 qualitative interviews. ANCOVA was used to analyse quantitative data while thematic analysis was used to analyse qualitative data in order to understand the influence of institutions on HRM in the public and private sector in Nigeria. Findings Findings indicate that while coercive, mimetic and normative institutional mechanisms influenced HRM in both the public and private sector, the influence of coercive mechanisms was significantly higher in the public sector, largely due to the poor enforcement of labour legislation and attempts by private sector organizations to adopt neo-liberal approaches to HRM. Originality/value The study provides an understanding of the institutional context of HRM in Nigeria by highlighting how varying degrees of pressures from the environment create internal diversity in HRM approaches in the public and private sector.

scholarly journals The Impact of Human Resource Management Practices on Perceived Organisational Justice

2019 ◽  
Vol 10 (1) ◽  
pp. 219
Author(s):  
Swarts I. ◽  
Leeuw Z. M. ◽  
Mukonza C.
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Simple Random Sampling ◽  
Quantitative Methodology ◽  
Hrm Practices ◽  
Organisational Justice ◽  
The Impact

The paper sought to investigate the impact of perceived organisational justice and Human Resource Management (HRM) practices. HRM practices have been recognised progressively more as a vital ingredient towards sustained competitive success, especially firms and organisations that are operating in unstable, challenging and rapidly changing international competitive environments. The paper made use of quantitative methodology. Data was collected from a list HRM payment registered National Department of Public Works (NDPW). Target population were 1296 employees and only 500 employees were selected using simple random sampling.  A total of 375 questionnaires were completed. Statistical Package for Social Sciences (SPSS) was used to analyse the data using inferential and descriptive statistics. Employees are not satisfied with the following HRM practices: performance management, compensation, promotion, recruitment and selection. The study recommends that for NDPW to achieve its strategic mandate attention must be given to promote positive organisational justice.

scholarly journals Role of Human Resource Management in Job Satisfaction of Employees: A Comparative Analysis in Public & Private Sector

2015 ◽  
Vol 2 (3) ◽  
pp. 263-266
Author(s):  
Dr Sweta
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Public Sector ◽  
Private Sector ◽  
Human Resource Management ◽  
Human Resource ◽  
Public And Private ◽  
The Public ◽  
Pros And Cons

This study investigates the relationship between human resource management and employees’ job satisfaction in public and private undertakings. The results revealed a positive relationship between managers and employees’ job satisfaction. The analysis is based on a sample of 100 employees which were randomly chosen from both the sectors. The happier people are within their job, the more satisfied they are said to be. This paper surveys both the sectors in most of the aspects of analysis. However both sectors have their own pros and cons which will be made clear while evaluating job-satisfaction levels among the employees of both the sector. And given that the reward system in the public sector systematically differs from that of the private sector (in terms of pay, benefits, and psychic value), it seems likely that studies of satisfaction levels among private-sector employees may not be applicable to public-sector employees.Int. J. Soc. Sci. Manage. Vol-2, issue-3: 263-266 DOI: http://dx.doi.org/10.3126/ijssm.v2i3.12751 

scholarly journals A Study on Implications of Implementing Green HRM in the Corporate Bodies with Special Reference to Developing Nations

2017 ◽  
Vol 12 (9) ◽  
pp. 117 ◽  
Author(s):  
Adimuthu Ramasamy ◽  
Ishmael Inore ◽  
Richard Sauna
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Environmental Sustainability ◽  
Hrm Practices ◽  
Novel Concept ◽  
Recruitment And Selection ◽  
Green Human Resource Management ◽  
Desk Research

Green Human Resource Management (GHRM) is very critical in helping different organizations achieve environmental sustainability. This is a novel concept in relatively many organizations and especially those in the developing countries. Although more effort is required to help organizations in the implementation of the green policy, some of these organizations have already embraced the concept and have been utilizing it in some or all their Human Resource Management (HRM) practices. The main HRM practices generally include recruitment and selection, training and development, performance management and appraisal, compensation and reward, empowerment and participation, and the management of the organizational culture. This shows that HRM has a major role to play in helping turn their particular organizations green. This sets the basis of this paper, which utilizes the desk research but proposes further research in the area considering that it is still a green concept in the field of HRM. For the purpose of this paper, the terms businesses, companies, organizations, and firms will be used interchangeably.

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