Use storytelling to engage and align employees around your strategic plans

2014 ◽  
Vol 46 (1) ◽  
pp. 25-28 ◽  
Author(s):  
Bill Baker
Keyword(s):  
Strategic Planning ◽  
Human Resource ◽  
Organizational Leaders ◽  
Brand Positioning ◽  
Human Beings ◽  
Content Type ◽  
Strategic Vision ◽  
Human Resource Executives ◽  
Strategic Plans ◽  
The Impact

Purpose – The purpose of this paper is to help organizational and human resource leaders understand how to use storytelling to engage and align their employees around their strategic planning efforts. Design/methodology/approach – This paper lays out four guidelines organizations and human resource leaders can follow to help ensure their employees not only see the outcomes of their strategic planning efforts (e.g. strategic vision, brand positioning, mission, etc.), but also see themselves in those outcomes and, importantly, understand their role in bringing them to life. Findings – Storytelling is the way we most naturally communicate with each other as social and interconnected human beings. And yet, many organizations and organizational leaders never consider this timeless craft of humanity in their strategic planning efforts or recognize the role it can play in engaging and aligning employees around – and ultimately, implementing – the strategic vision and brand positioning that often result from those efforts. Organizations that embed storytelling into their strategic planning efforts effectively tap into their human nature to bring more meaning, focus and productivity not only to their work, but also their workforce. Originality/value – The concept of using storytelling to improve the impact and uptake of a company's strategic planning efforts will benefit organizational leaders and human resource executives who are responsible for the implementation of those plans and the engagement of their employees.

scholarly journals Navigating emotion in HR work: caring for ourselves?

2019 ◽  
Vol 48 (6) ◽  
pp. 1565-1579
Author(s):  
Elizabeth Rivers
Keyword(s):  
Human Resource ◽  
Subjective Experience ◽  
Well Being ◽  
Management Policy ◽  
Photo Elicitation ◽  
Human Beings ◽  
Content Type ◽  
Emotional Challenges ◽  
Working Lives ◽  
The Impact

Purpose The purpose of this paper is to understand how human resource (HR) practitioners subjectively experience emotions in their working lives and how they navigate emotionally challenging work. Design/methodology/approach A narrative methodology and participant-led photo-elicitation methods were used with five HR practitioners from different sectors to uncover experiences of emotion in their work. Findings Participants describe themselves as perceived by non-HR employees as non-emotional human beings, expected to “take” emotional expression from others, but to display little themselves. HR practitioners use emotion-focussed coping strategies, both self and team-care, to cope with the emotionally challenging work inherent in their role. Research limitations/implications As a pilot study of five participants, further research is needed to strengthen the findings; however, the in-depth qualitative methods used provide rich insight into their working lives. Practical implications HR practitioners’ well-being should not be taken for granted or overlooked in organisations. Opportunities for informal networking with HR communities and training/coaching interventions could provide support on approaches to the emotional challenges faced. Originality/value This paper provides insights into how HR practitioners experience the challenges of their work, in contrast to mainstream research emphasising the impact of human resource management policy and practices on employees and organisations. Attention is drawn to the subjective experience of emotion, rather than the mainstream objectification, managerialisation and generalisation of emotion.

The impact of cloud-based human resource and supply chain management systems on the performance of multinational organizations

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xiaobo Dong ◽  
Ely Salwana
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Organizational Behavior ◽  
Financial Performance ◽  
Human Resource ◽  
Human Beings ◽  
Chain Management ◽  
Content Type ◽  
Multinational Organizations ◽  
The Impact

PurposeOne of the significant dimensions in organizations is the human resource discussion and its related procedures. Human beings have a special place and particular importance in modern management to focus on organizational behavior and human resource management. The cloud-based human resource (CBHR) can be converted into human capital and impressive contributions to health, education and moral valence. Also, one of the most robust operational paradigms is the cloud-based supply chain management (CBSCM) for developing the competitive pros of service and manufacturing organizations to give the same attention to those who manage the supply chain or those operating in it. The present investigation's target is to check out whether CBHR and CBSCM enhance the performance of multinational organizations.Design/methodology/approachMultinational organizations consist of numerous integrated applications, including manufacturing, logistics, marketing, accounting, distribution, human resources, finance, supply chain, etc. This paper proposes using CBHR and CBSCM to improve financial, marketing and collaborative performances. We focus on the applications in multinational organizations. This study has utilized the SEM to estimate the measurement model's validity and reliability and assess the causal model. The offered model and the questionnaires were analyzed using SPSS and LISREL.FindingsThe research results showed that CBSCM influences the companies' performance. Additionally, the outcomes showed that CBHRM affects the performance of companies. The results support the proposition that CBSCM and CBHRM are both necessary and good for financial performance, marketing performance and collaborative performance.Research limitations/implicationsUsing a questionnaire to mentally measure some of the variable dimensions of a firm's financial performance and market performance for which objective data are available can be helpful. However, since such information is considered confidential in companies, it is not possible to access it.Originality/valueOur innovation is the primary attempt of applying CBHR and CBSCM to elevate performance in multinational organizations.

Perception of Professionals towards Effectiveness of Human Resource Information System

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Bharti Motwani
Keyword(s):  
Information System ◽  
Human Resource ◽  
Training Programme ◽  
Middle Level ◽  
Human Beings ◽  
Human Resource Information System ◽  
Resource Information ◽  
Future Challenges ◽  
Operational Decision Making ◽  
The Impact

Organizations are facing stiff market and other external pulls and pushes, thus HR will become vital source for managing future challenges. HRIS is an information system that makes use of computers to monitor, control, and influence the movement of human beings from the time they indicate their intention to join an organization till the time they separate from it. The purpose of the HRIS is to provide service, in the form of accurate and timely information, to the clients of the system. As there are a variety of potential users of HR information, it may be used for strategic, tactical, and operational decision making (e.g., to plan for needed professionals in a merger), to avoid litigation (e.g., to identify discrimination problems in hiring), to evaluate programmes, policies, or practices (e.g., to evaluate the effectiveness of a training programme), and/or to support daily operations (e.g., to help managers monitor time and attendance of their professionals). However, in order to maximize HRIS success, researchers and practitioners have to know more about its underlying drivers. The study is undertaken looking to the importance of HRIS in the organizations. The paper identifies the factors of HRIS as perceived by professional users. This study is also an attempt to study the impact of designation on identified factors of Human Resource Information System (HRIS). The results of this research will increase researchers comprehension on difference in factors that influence effectiveness of senior and middle-level professionals.

Influence of human resource capital information disclosure on investors’ share investment intentions

2017 ◽  
Vol 46 (3) ◽  
pp. 551-571 ◽  
Author(s):  
Sugumar Mariappanadar ◽  
Alma Kairouz
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Information Disclosure ◽  
Banking Sector ◽  
Strategic Human Resource Management ◽  
Annual Reports ◽  
Individual Investors ◽  
Content Type ◽  
Investment Intentions ◽  
The Impact

Purpose The purpose of this paper is to apply the strategic human resource management (HRM) perspective to investigate the schematic relationship between the dimensions of human resource (HR) capital information and intentions to use such information in individual investors’ decisions relating to investing equities in the banking industry. Design/methodology/approach A two-stage empirical study was conducted in 2010 using a four-part HR capital disclosure questionnaire, which was developed and validated in stage 1 (n=145) of the study. In stage 2 (n=157), current or previous shareholders in one of the Australian banking sector corporations participated in the study. The collected data were analyzed using confirmatory factor and logistic regression analyses. Findings The findings of this explorative study highlight that the individual investors’ perception on the importance of performance management dimension of HR capital information has varied impacts on their intentions to use such information in investment decisions to buy, hold on to, or sell stocks. Practical implications This study has made an important contribution to the strategic HRM and behavioral finance literature that the human capital information facilitates the propensity to avoid regrets in selling shares too early (dispositional effect bias) to achieve utility benefits in future which is different from the findings of financial information disclosure study. Originality/value A recent critical review of HR disclosure indicated that most of the published articles on HR capital have used company annual reports for data source. However, this is the first study that attempts to understand the impact of HR capital disclosure information on investment intentions from individual investors’ schema rather than drawing data from company annual reports.

scholarly journals Stakeholders’ perceptions and reputational antecedents

2015 ◽  
Vol 12 (3) ◽  
pp. 314-329 ◽  
Author(s):  
S. M. Riad Shams
Keyword(s):  
Relationship Marketing ◽  
Design Methodology ◽  
Target Market ◽  
Brand Positioning ◽  
Case Study Approach ◽  
Content Type ◽  
Stakeholder Relationships ◽  
Study Approach ◽  
The Impact

Purpose – It is recognised that reputation is a relational construct; however the impact of stakeholders’ various relational dimensions on their perceptions to influence reputation is not widely understood. The purpose of this paper is to add to the current understanding of stakeholders’ relationships, interactions, their subsequent relational dimensions and its impact on stakeholders’ perceptions to further influence relational reputation. Design/methodology/approach – This paper takes a case study approach. Findings – The findings of this study recognise the impact of relationship marketing (RM) on the influence of stakeholders’ perceptions. It discusses how RM substantiate the pertinent authenticity (symbolises reputation), relevance and differentiation (represent brand positioning) of an organisation’s profile and/or their market offerings, in relation to the interest of the target market through the cause and consequence of stakeholder relationships and interactions to influence their perceptions. The findings acknowledge 11 RM dimensions that have relational implications to nurture stakeholders’ perceptions and subsequent relational reputation, which appear viable across industries and markets. Originality/value – Underlying the cause and consequence of stakeholder relationships and interactions; these 11 RM dimensions emerge as antecedents to form/reform relational reputation. Further academic and professional implications of the findings are briefly discussed.

Do cloud-based enterprise resource planning systems affect the productivity of human resources in the COVID-19 era?

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xiaojun Yao ◽  
Masoumeh Azma
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Enterprise Resource Planning ◽  
Resource Planning ◽  
Equation Modeling ◽  
Planning Systems ◽  
Privacy And Security ◽  
Content Type ◽  
Enterprise Resource Planning Systems ◽  
The Impact

PurposeThis study aims to investigate the impact of skills and knowledge of employees, economic situations of the company, current IT infrastructure, payment fashion, cloud availability, and cloud privacy and security on the productivity of the human resources in the COVID-19 era.Design/methodology/approachOver the past few years, the advent of cloud-assisted technologies has dramatically advanced the Information Technology (IT)-based industries by providing everything as a service. Cloud computing is recognized as a growing technology among companies around the world. One of the most critical cloud applications is deploying systems and organizational resources, especially systems whose deployment costs are high. Manpower is one of the basic and vital resources of the organization, and organizations need an efficient workforce to achieve their goals. But, in the COVID-19 era, human resources' productivity can be reduced due to stress, high labor force, reduced organizational performance and profits, unfavorable organizational conditions, inability to manage and lack of training. Therefore, this study tries to investigate the productivity of human resources in the COVID-19 era. Data were collected from the medium-sized companies through a questionnaire. Distributed questionnaires were conducted on the Likert scale. The model is assessed using the structural equation modeling technique to examine its reliability and validity. The study is a library method and literature review. A case study was conducted through a questionnaire and statistical analysis by SPSS 25 and SMART-PLS.FindingsBased on the findings, the skills and knowledge of employees, the economic situations of the company, payment fashion, cloud availability and the current IT infrastructures of the company have a positive impact on human resource efficiency in the COVID-19 era. But cloud privacy and security have a negative effect on the productivity of human resources. The findings can be the basis for companies and organizations in the COVID-19 era.Research limitations/implicationsThis study has some restrictions that need to be considered in evaluating the obtained results. First, due to the prevalence of Coronavirus, access to information from the companies under study was limited. Second, this research may have overlooked other variables that affect human resource productivity in the COVID-19 era. Prospective researchers can examine the impact of Customer Relationship Management (CRM) and Supply Chain Management (SCM) on the human resource's productivity in the COVID-19 era.Practical implicationsThe results of this research are applicable for all companies, their departments and human resources in the COVID-19 era.Originality/valueIn this paper, human resources' productivity in the COVID-19 era is pointed out. The presented new model provides a complete framework for investigating cloud-based enterprise resource planning systems affect the productivity of human resources in the COVID-19 era.

Managing millennials: tips for global managers

2018 ◽  
Vol 26 (7) ◽  
pp. 29-31
Author(s):  
Terence P. Malloy
Keyword(s):  
Human Resource ◽  
Design Methodology ◽  
Digital Native ◽  
Content Type ◽  
Effective Strategies ◽  
Hr Managers ◽  
Document Review ◽  
The Impact

Purpose This paper aims to review how millennials, since coming into the workforce in 2004, have faired in several countries worldwide. After a synopsis of how the group is characterized in each country surveyed, suggestions are provided to human resource (HR) directors on how to further manage and motivate this employee sector. Design/methodology/approach The paper opted for document review of research from past 15 years on this sector of the workforce to contrast and compare how these workers had progressed (or not) depending on the areas of the globe in which they reside. Findings The paper provides practical insights on possible ways and means to create productivity from these employees. It suggests that successful managers may have to be more creative in their ways to attract and appeal to this group but also be more deliberate in creating effective strategies tailored toward the digital native. Research limitations/implications Because the data in this group are still not voluminous and theories and conclusions on the impact they have made continue to vary depending on the circumstance, continued analysis to recognize new trends is suggested. Originality/value This paper suggests updated criteria for HR managers to better evaluate and motivate a growing sector of their workforces.

Evaluating the impact of human resource planning programs in addressing the strategic goal of the firm

2019 ◽  
Vol 16 (5) ◽  
pp. 659-682 ◽  
Author(s):  
Debarun Chakraborty ◽  
Wendrila Biswas
Keyword(s):  
Factor Analysis ◽  
Competitive Advantage ◽  
Human Resource ◽  
Resource Planning ◽  
Equation Modeling ◽  
Content Type ◽  
Analysis And Design ◽  
Succession Plan ◽  
The Impact ◽  
Strategic Goal

Purpose Today, the employees stand firm as an integral part of the organization and are a precious asset. They are willing to learn, accept challenges and strive hard to deliver their level best. The role of the employees has become pronounced and significant, and it is no more conventional. They are now taking up responsibilities in strategic planning and development of the organization. Thus, HR department plays a profuse role in planning for the human resource of the firm to optimize the utilization of their potentials that would help support and meet the business as well as strategic goal of the firm. These HR planning programs ensure managing people within a planned framework and make them develop their performance that becomes a source of sustained competitive advantage for the firm. The paper aims to discuss these issues. Design/methodology/approach A descriptive research has been conducted with cross-sectional survey through a formalized questionnaire. Multistage sampling has been used in the study. Primary data have been collected from different manufacturing industries of India. Exploratory factor analysis and confirmatory factor analysis have been conducted on the hypothesized research model. Structural equation modeling has been done to specify the relation between the measured and latent variables. Findings The HR planning programs, namely, staffing plan and succession plan, yield a better result in addressing the strategic goal of the company. Succession plan, staffing plan and talent management strategies augment the efficacious performance of the firm. Effectual performance aids in gaining a competitive advantage for the firm in a substantial way. Job analysis and design have no impact in achieving the strategic intent of the organization. Originality/value The study gives a comprehensive scenario of the HR planning programs that can help the organization to meet and uphold their strategic goals. The study provides a model that can solidify and bind the organization toward securing organizational intent and leading a steadfast business process in this dynamic competitive marketplace.

The mediating effects of psychological contracts on the relationship between human resource management systems and organisational performance

2015 ◽  
Vol 36 (7) ◽  
pp. 1012-1033 ◽  
Author(s):  
Anastasia A. Katou
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Structural Equation ◽  
Psychological Contracts ◽  
Cross Sectional ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the impact of human resource management (HRM) systems (expressed by content, process and climate) on organizational performance through the mediating role of psychological contracts (expressed by employer and employee promises fulfilment). Design/methodology/approach – The study examines theoretical relationships in the Greek context, based on structural equation modelling (SEM) estimation, using a sample of employees from both private and public sector organizations. Findings – The study finds that the impact of HRM content on organizational performance is less strong compared to its impact through HRM process. Additionally, the study finds that psychological contract partially and positively mediates the HRM – performance relationship, where the impact of HRM on organizational performance through employee promises fulfilment is stronger than that through employer promises fulfilment. Research limitations/implications – The study does not allow for appropriately investigating dynamic causal inferences due to the cross-sectional nature of data. Additionally, considering that Greece is experiencing a severe economic and financial crisis, the findings from this unique context may not generalize across borders. Practical implications – For improving organizational performance, managers and decision makers should make their HRM systems more visible, understandable, legitimate and relevant. At the same time they should make HRM systems more instrumental, valid and consistent of HR messages. Originality/value – Investigations into the relationship between HRM systems and organizational performance have become increasingly common. Nevertheless, empirical studies that measure the influence of HRM systems, which integrate both content and process, on organizational performance are still rare. This paper partially fills this gap.

Talent development for top leaders: three HR initiatives for competitive advantage

2016 ◽  
Vol 24 (6) ◽  
pp. 4-7 ◽  
Author(s):  
Milton Mayfield ◽  
Jacqueline Mayfield ◽  
Cassandra Wheeler
Keyword(s):  
Best Practices ◽  
Organizational Performance ◽  
Human Resource ◽  
Workforce Planning ◽  
Organizational Outcomes ◽  
Organizational Leaders ◽  
Multiple Sources ◽  
Content Type ◽  
Human Resource Department ◽  
Development Processes

Purpose This paper provides guidelines for how leaders can use human resource department capabilities to improve organizational performance and related outcomes. Design/methodology/approach To develop these guidelines, existing best practices were examined and distilled into concise recommendations for organizational leaders. Findings Examination of best practices indicated three human resource areas for quality improvement in organizational outcomes: talent inventories, workforce planning and training/development processes. Originality/value This paper draws together multiple sources to provide ways for top leaders to better utilize existing human resource practices for improved workplace outcomes and strategic enhancements.

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