Retaining human capital: a danger zone for METAL STAR

2021 ◽  
Vol 11 (1) ◽  
pp. 1-33
Author(s):  
Siew Mui Kong ◽  
Rajendran Muthuveloo ◽  
Josephine Ie Lyn Chan ◽  
Hossein Nezakati ◽  
Jignyasu Prafulla Joshi
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Content Type ◽  
Recruitment And Retention ◽  
Academic Level ◽  
Separation Strategy ◽  
Clear Idea ◽  
The Right

Learning outcomes This case is to familiarise students with the peculiarities of managing people by focussing on human capital development (HCD). Through the case, students are exposed to the critical recruitment and retention issues faced by METAL STAR Limited Company (METAL STAR), which have a detrimental impact on their business operations. Through the novel use of the transformer-transactor-performer (TTP) profiling tool, students are able to recognise the importance of matching the right candidate to the right job as a solution for recruitment and retention issues. At the end of the case analysis and discussion, students would have a clear idea of the TTP Profiling tool and how to identify core elements needed for an effective and holistic recruitment-retention-separation strategy for a company. The knowledge gained is most valuable for the students as it can be applied to other companies having similar HCD issues. Case overview/synopsis Carina Yew is the General Manager of METAL STAR, a sheet metal fabrication company in Penang, Malaysia. After more than 28 years of operations, METAL STAR has been adopting the same human resources (HR) processes and has failed to keep up with the current HR trends. Yew has to decide the best way to lead her company in transforming the HCD strategy to enable smooth and profitable business growth. Complexity academic level The case is relevant for undergraduate, postgraduate or even executive students taking courses pertaining to HCD or human resource management. Subject code CSS 6: Human resource management. Supplementary materials Teaching notes are available for educators only.

scholarly journals The Necessities of HR practices in RMG Sector of Bangladesh

2015 ◽  
Vol 4 (1) ◽  
pp. 7-20 ◽  
Author(s):  
Sabbir Hassan Chowdhury
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Random Sampling ◽  
Sampling Method ◽  
Management Practices ◽  
Simple Random Sampling ◽  
Human Resource Management Practices ◽  
Clear Idea ◽  
The Right

This study will be performed to find out whether the RMG sectors in Bangladesh are practicing the right process of HR functions and whether this sector is considering HR as an integral part of its business. Simple Random Sampling Method is applied in this study. The study will have both practical and academic value. It will lead anyone to get a clear idea about Human Resource Management Practices, its procedure and present scenario of RMG sector in comparison with BGMEA rules and regulations. This study will also focus on the issues of fraud and forgery in Human Resource Management Practices, and their guidelines in prevention. On the other hand the findings of the study will direct to think about appropriate actions and steps for the betterment of the existing practices.  

Winning the HRM Evidence-Based Impact Award—Lessons Learned: A Conversation With Key Stakeholders to the Process

2017 ◽  
Vol 10 (2) ◽  
pp. 314-326
Author(s):  
William A. Schiemann ◽  
Jerry H. Seibert
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Lessons Learned ◽  
Evidence Based ◽  
Business Outcomes ◽  
The Right ◽  
The Impact

The Society for Industrial and Organizational Psychology (SIOP) and its Foundation have increasingly focused on linking science to practice, and to that end have partnered with Society of Human Resource Management (SHRM) and its Foundation to create the Human Resource Management (HRM) Impact Award for firms demonstrating great practices in evidence-based human capital and management practices. Jack in the Box, the 2016 winner of this award, was so honored because of its integration of surveys and analytic models with leadership practices to understand, predict, and manage the right people drivers of important business outcomes. Instead of a research paper, we have chosen to share their story through conversational interview questions with the various stakeholders who contributed to the journey leading to the award and, in so doing, provide key lessons for others wishing to increase the impact of human capital in their organizations.

Effects of green human resource management and managerial environmental concern on green innovation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wenhao Song ◽  
Hongyan Yu ◽  
Hui Xu
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Environmental Concern ◽  
Green Innovation ◽  
Capital Theory ◽  
Content Type ◽  
Green Human Resource Management ◽  
Environment Sustainability

PurposeGreen human resource management (GHRM) is critical to enhancing the ability of the companies' green innovation, but this link is rarely explored or empirically tested in the literature. Drawing upon human capital theory, the study examines a conceptual model that incorporates the effects of green human capital and management environment concern.Design/methodology/approachData were collected from 143 firms in China, and the regression analysis and bootstrapping test were used to assess the hypothesis.FindingsOur findings indicate that GHRM can positively influence green innovation, and green human capital mediated the link between GHRM and green innovation. In addition, management environment concern moderates the effect of GHRM on green human capital. The results further explore that the indirect effect of GHRM on green innovation through green human capital is significant for the firms with a high management environment concern, but not for this relationship with a low management environment concern.Originality/valueThe findings further extend the scope of GHRM research, and theoretical and practical implications of GHRM are presented to enhance environment sustainability.

Ayanda Mbatha: resilience in action during the COVID-19 pandemic (A)

2021 ◽  
Vol 11 (4) ◽  
pp. 1-12
Author(s):  
Frank Magwegwe
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Learning Outcome ◽  
Attitudes And Beliefs ◽  
Corporate Education ◽  
Content Type ◽  
Academic Level ◽  
The Face

Complexity/Academic level Undergraduate, postgraduate and corporate education. Case overview This case describes Ayanda Mbatha’s response, attitudes and beliefs after retrenched from his position as a technician and draughtsman at Rheinmetall Denel Munition during the COVID-19 pandemic. Mbatha responded with resilience to losing his job. Mbatha’s attitudes and beliefs enabled him to creatively search for a new job amidst escalating retrenchments. The case examines the factors important for resilience and demonstrates why resilience is an essential skill for individuals dealing with adversity. The case dilemma involves the choices Mbatha had to make during and after the retrenchment process initiated by his employer. Expected learning outcome We designed this case to facilitate the understanding of what is resilience and why resilience is an essential skill for individuals facing adversity. Specifically, the case aims to help students to: 1. Describe the construct of resilience in the context of individuals. 2. Identify factors that promote resilience. 3. Explain what resilient individuals do in the face of adversity. 4. Evaluate the importance of resilience during adversity. 5. Evaluate the role of prior adversity in the development of resilience. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 6: Human Resource Management.

Heard it through the Grapevine

2020 ◽  
Vol 16 (5) ◽  
pp. 615-623
Author(s):  
Rumana Liza Anam
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
International Development ◽  
Human Resource ◽  
Real Life ◽  
Main Topic ◽  
Management Decision ◽  
Recruitment Process ◽  
Content Type ◽  
Academic Level

Purposes This study paper aims to analyse a real life case based on Human Resource Management, specifically the concepts of the recruitment process and the grapevine. Theoretical basis The main topic is HRM related. Concepts introduced include recruitment process and grapevine. Research methodology The information for the case was attained from one-on-one interviews with the main case protagonist, Sabrina (name of all characters in the case and organisations have been changed as per request of the interviewee. However, all the happenings in the case are real). Case overview/synopsis This case deals with the tricky situation faced by Sabrina, an certain employee of an international development organisation, (an institution focussing on aiding development in economically underdeveloped countries), who finds herself in when she inadvertently comes across some negative information about a job candidate currently in the middle of the recruitment process, who, if successful, will become her colleague and work closely with her in future. It has taken months to find this candidate, and if hired should lighten Sabrina’s workload tremendously. The preliminary decision maker in the case is Sabrina, but the ultimate management decision will have to be made by her boss John Nash. Complexity academic level The case can be used at undergraduate and graduate level. The main topic is Human Resource Management (HRM) related. It is of preliminary level of difficulty. There are no specific prerequisites. Concepts introduced include recruitment process and grapevine.

Trouble on the shop floor

2020 ◽  
Vol 10 (1) ◽  
pp. 1-22
Author(s):  
Barney Jordaan ◽  
Gawie Cillié
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Learning Outcomes ◽  
Human Resource ◽  
Shop Floor ◽  
Employment Relations ◽  
Content Type ◽  
Academic Level ◽  
Permanent Employees

Supplementary materials The case is supported with a teaching note, discussion questions and suggested responses to those as well as verbatim transcripts from interviews conducted with managers and others for purposes of a research project after the strike had ended. Teaching Notes are available for educators only. Learning outcomes The learning outcomes are as follows: students will be able to critique the approach to collective bargaining of both the company and the union in the case and suggest alternative approaches; identify the steps the company could take to both deal with the aftermath of the strike and develop preventive measures for the future; and advise the company on a series of questions it needs advice on. Case overview/synopsis A violent strike erupted after failed wage negotiations. It laid bare deep divisions between African and non-African employees and between permanent employees and those appointed as temporary employees only. It also revealed the mindsets of people on both sides of the conflict, as well as several errors made by management in the manner in which they viewed the role of the union and failed to build strong relations with employees on the shop floor. Complexity academic level The case is suitable for students at honours or masters level in conflict studies, dispute resolution, employment relations, human resource management and negotiation. Subject code CSS 6: Human resource management.

Combination of human resource management methods during in times of change

2020 ◽  
pp. 144-150
Author(s):  
V.A. Morozov
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Management Strategies ◽  
Strategic Human Resource Management ◽  
Crisis Period

This article focuses on the aspects of human resource management strategies in crisis management, as well as the comparison of classical and modern ways to overcome the consequences of crises for human capital. The possible consequences of ongoing and possible crises, as well as ways to prevent and overcome them, are investigated. Personnel strategies in human resource management are disclosed. The presentation of strategic human resource management in a crisis period is given.

PENGELOLAAN MODAL MANUSIA DALAM KAITANNYA DENGAN MANAJEMEN KINERJA

2018 ◽  
Vol 6 (1) ◽  
Author(s):  
Amanda Setiorini,MM.
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Performance Management ◽  
Human Resource ◽  
Business Environment ◽  
Business Organization

Globalization changes the business environment, which demands change from every business organization involved, to succeed in the new environment. For that purpose, human resource management needs to be directed to the development of human capital, which assumes employees as assets, not costs, for the company. The implication is that management needs to recognize each of its employees in order to maximize their potential and manage it to be a competitive advantage. This is where performance management plays a very important role.

The effect of high-involvement human resource management practices on supply chain integration

2015 ◽  
Vol 45 (8) ◽  
pp. 716-746 ◽  
Author(s):  
Baofeng Huo ◽  
Zhaojun Han ◽  
Haozhe Chen ◽  
Xiande Zhao
Keyword(s):  
Supply Chain ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Estimation Method ◽  
Supply Chain Integration ◽  
Equation Modeling ◽  
High Involvement ◽  
Content Type ◽  
Hrm Practices

Purpose – Taking an interdisciplinary approach, the purpose of this paper is to combine concepts from human resource management (HRM) and supply chain management (SCM) fields and explore the effects of high-involvement HRM practices on supply chain integration (SCI). Design/methodology/approach – Using empirical survey data collected from ten countries, the authors examine the specific effects of three dimensions of high-involvement HRM practices – employee skills, incentives and participation – on three types of SCI – internal integration, supplier and customer integration. The authors use structural equation modeling and the maximum-likelihood estimation method to test the proposed relationships. Findings – The results confirm the overall relevancy of HRM to SCI. However, several proposed links are not supported by the data collected. Originality/value – This study makes both theoretical and managerial contributions by empirically examining the interface between HRM and SCI. More specifically, it examines the effects of different high-involvement HRM practices on different types of SCI. The findings will not only help researchers to better understand the interface, but will also guide managers in adjusting HRM practices to achieve desired operational goals.

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