scholarly journals A proposed human resource management model for zakat institutions in Malaysia

2019 ◽  
Vol 11 (1) ◽  
pp. 98-109 ◽  
Author(s):  
Aznan Hasan ◽  
Rusni Hassan ◽  
Engku Rabiah Adawiah Engku Ali ◽  
Engku Muhammad Tajuddin Engku Ali ◽  
Muhamad Abduh ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
State Government ◽  
The State ◽  
Sources Of Information ◽  
Structured Interviews ◽  
Content Type ◽  
Management Objectives

Purpose The purpose of this study is to propose a contemporary human resource management (HRM) framework by zakat institutions, which collect and manage religious alms, both obligatory (zakat) and voluntary (ṣadaqah), in Malaysia. Design/methodology/approach In doing so, discussions pertaining to the key elements of zakat institutions’ HRM including recruitment, selection, performance appraisal, training and development and compensation are gathered from the existing literature and other sources of information such as zakat institutions’ websites and publications. In addition, zakat officers’ insight on how HRM is practiced at their institutions is gathered through a series of semi-structured interviews and incorporated in the findings of this study. Findings The paper finds that the state government, by virtue of the State Islamic Religious Council (SIRC), which is the sole trustee of all waqf properties in Malaysia, may have significant influence in formulating the human resource strategies and policies in zakat institutions. Research limitations/implications The proposed HRM model can be a useful reference for SIRC in enhancing the current human resource practice in its respective zakat institutions. Originality/value The novelty of this study lies in the proposed HRM model applicable to zakat institutions. The model emphasizes the alignment between the zakat institutions’ HRM practice and their zakat collection and distribution goals, as well as zakat management objectives in general.

Analysis of challenges in sustainable human resource management due to disruptions by Industry 4.0: an emerging economy perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vernika Agarwal ◽  
Kaliyan Mathiyazhagan ◽  
Snigdha Malhotra ◽  
Tarik Saikouk
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Industry 4.0 ◽  
Emerging Economy ◽  
Human Resource Practices ◽  
Decent Work ◽  
Structured Interviews ◽  
Content Type

PurposeSustainable human resource management highlights the importance of the eighth sustainable development goal, “decent work and economic growth”. Thus, the purpose of this study is to align human resource practices and policies with Industry 4.0 is imperative.Design/methodology/approachThe authors aimed to identify key challenges of sustainable human resource implementation in view of Industry 4.0 and to analyse these identified challenges by prioritising them for effective Industry 4.0 implementation in an emerging economy such as India. A mixed-methods approach was utilised to prioritise identified challenges. Semi-structured interviews were conducted with experts, academicians and industry mangers. Transcribed interviews were run in NVivo to emerge into broad themes/challenges, which were prioritised using fuzzy best–worst methodology.FindingsThe performance appraisal challenge holds maximum importance, followed by learning and development. This finding signifies the need for instilling job security and continuous learning opportunities for employees amidst all disruption caused by Industry 4.0.Practical implicationsThis work enhances the link between sustainability, disruptive technologies and Industry 4.0 to transform economic outlooks, leading to improvement under economic aspects through the adoption of sustainable human resource practices into workplaces and society.Originality/valueSustainable human resource management has mostly focused on employee welfare. However, the major challenges of disruption caused by Industry 4.0 have not been addressed in the literature. The upskilling and reskilling requirements due to disruptions by Industry 4.0 range from recruitment to performance appraisal and every facet that relates to an employee's cycle in a company. Hence, there is a need to identify critical challenges for optimum adaptation to upcoming industry demands.

The Empress

2016 ◽  
Vol 12 (1) ◽  
pp. 3-26
Author(s):  
Rebecca Wilson-Mah
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Employee Engagement ◽  
Human Resource ◽  
Management Practice ◽  
Content Type ◽  
Performance Reviews

Synopsis This case encourages students to consider how they would communicate and support the implementation of a company’s policy for annual performance reviews. Analysis may include considering how to build commitment from line management for the process and practice of colleague performance reviews and an exploration of the relationship between appraisals and performance management, human resources (HR) strategy and business strategy. Managers may perceive that performance reviews are taking them away from the more important and pressing tasks that directly relate to their own performance on the job – and not appreciate the strategic significance of the appraisal process. Research methodology Topics were identified as case preferences and a shopping list of questions were generated for field interviews. Two field interviews were completed. The company involved was not disguised, however the HR Director’s name (David White) is a pseudonym. Relevant courses and levels This case is suitable for third or fourth year undergraduate or postgraduate studies in hospitality management, human resource management or a human resource management course that specializes in strategic HRM, performance management, performance appraisal or employee engagement. Theoretical bases There has been a gradual shift from performance appraisal to performance management to reflect a more strategic approach to human resource management practice (Bach, 2005). A performance management system typically includes the following components: regular performance appraisal, mission statement and values statement, individual objectives, performance standards or competencies, unit objectives, company-wide objectives, performance-related pay, training and reward or recognition system (Armstrong, 2002). Collectively these components have a strategic focus and connect individual, team and organizational performance.

Islamic human resource management (iHRM) enhancing organizational justice and employees’ commitment

2018 ◽  
Vol 9 (1) ◽  
pp. 204-218 ◽  
Author(s):  
Farzad Fesharaki ◽  
Saied Sehhat
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Justice ◽  
Performance Appraisal ◽  
Human Resource ◽  
Positive Impact ◽  
Three Dimensions ◽  
Equation Modeling ◽  
Content Type ◽  
Organizational Attitudes

Purpose This paper aims to introduce and promote the novel concept of Islamic human resource management (iHRM) and assess its effects upon two organizational attitudes, namely, perceived justice and employees’ commitment. Design/methodology/approach The present study is an applicable and empirical research that has used the descriptive–correlative method. The target population consists of 192 employees from Resalat Qard al-Hasan Bank in the city of Tehran. Calculated based on Cochran’s formula, 128 people are selected by means of a simple random sampling technique. To collect primary filed data, questionnaires are distributed. The gathered responses are analyzed with the structural equation modeling approach using SmartPLS software package. Findings Four dimensions of iHRM, i.e. recruitment and selection, training and development, remuneration and compensation and performance appraisal, are positively associated with organizational justice. Also the first three dimensions have a positive impact on employees’ commitment, but the link between performance appraisal and employees’ commitment is not statistically significant because of the slightly negative attitude of the employees toward a possible perfunctory routine. Originality/value iHRM is one of the emerging trends in Islamic management literature, with limited studies conducted in this specific field. The current effort is one of the first attempts to empirically investigate this relatively new construct in the context of Iran.

Performance management – making a difference?

2018 ◽  
Vol 14 (1) ◽  
pp. 25-53 ◽  
Author(s):  
Karen E. Boroff ◽  
Alexander Boroff
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Graduate Courses ◽  
Content Type ◽  
Us Army ◽  
The Us ◽  
New Process

Synopsis Captain Joseph Brunetti was given the assignment to provide his superior officer an analysis of what to expect when the US Army implemented its new process to evaluate the performance of noncommissioned officers (NCOs), called sergeants. Brunetti had about 104 sergeants in his unit. The US Army created a new process in 2015 to evaluate sergeants to overcome the deficiencies in the Army’s old process, now 28 years old. Under the old process, almost every sergeant was rated at the highest levels, making it nearly impossible for the US Army to know whom to promote to higher ranks. Under the old process, very little counseling took place, so NCOs were not given guidance on how to develop themselves. Raters and senior raters (SRs) were not held accountable for their work in performance management, either. Under the new process, which included a forced distribution form of ranking, SRs had to offer counselings as well as options for future assignments. Brunetti, who had only limited experience in rating sergeants anyway, had to prepare for his boss what was called an “operations report” outlining what the organization could expect with the changeover to the new process and what may need attention as the process would continue in subsequent years. Research methodology This case has been developed from actual experiences and the assignment given to Brunetti also happened as described in the case. Since many of the individuals in the case are still employed by the US Army, the names of the individuals and the company units in this case have been disguised. Even so, the events of the protagonist’s tours of duty prior to the assignment described in this case did occur, but some of the locations within the USA have been changed. The other persons quoted from public documents or otherwise referenced in the articles are the actual persons so identified. The old NCOERs in Exhibit 3 are as these were written but the personally identifiable data about the individuals have been blackened out. Relevant courses and levels This case is suitable for both undergraduate and graduate courses in human resource management and especially on the topical material on performance management and performance appraisal. The case can also be used in both undergraduate and graduate courses in general management, for modules on human resource management. The Relevant Theory section below is centered on human resource management. Theoretical bases This relevant theory which undergirds this case centers on the broad concept of performance management and on performance appraisal instruments. The case underscores the important concept that performance management has to be more than “completing the appraisal form.”

Human resource management practices in creating a committed workforce for fostering knowledge transfer: a theoretical framework

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nurul Amirah Ishak ◽  
Md Zahidul Islam ◽  
Wardah Azimah Sumardi
Keyword(s):  
Resource Management ◽  
Knowledge Transfer ◽  
Human Resource Management ◽  
Conceptual Framework ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Content Type ◽  
Member Exchange

Purpose This paper aims to review existing literature on the role of human resource management (HRM) practices in nurturing employee’s organisational commitment (OC), which subsequently promoting knowledge transfer (KT) within an organisation and propose a conceptual framework for future empirical research. Design/methodology/approach An extensive review of existing literature was undertaken in an attempt to build the conceptual model for KT. Findings The proposed conceptual framework illustrates the role of OC as a focal mediating mechanism in fostering KT. This paper identifies “high commitment” HRM (HCHRM) (e.g. staffing, job design, training and development, performance appraisal and reward system) as the factors influencing the development of OC, which subsequently affecting KT (i.e. knowledge sharing and application). Also, this paper integrates the potential moderating roles of leader-member exchange (LMX) between HCHRM practices-OC, as well as information and communication technology support in the OC-KT linkage into the proposed framework. Research limitations/implications This paper presents a comprehensive view of fostering KT. However, the major limitation of this paper is that it remains at a conceptual level. Further empirical investigations would be helpful to test propositions, hence validating the proposed conceptual framework. Practical implications The proposed conceptual framework could serve as practical guidance for managers and/or practitioners in developing policies that will facilitate KT in business organisations. Originality/value While KT is often viewed as a single phenomenon, this paper considers the KT into two components (i.e, sharing and application) in accordance with the practice-based perspective on knowledge and behavioural approach to KT. In addition, the adoption of the general workplace commitment model in conceptualising KT could further validate its applicability in knowledge management research. Also, the integration of LMX as a moderator in the proposed framework could contribute to the scant research on LMX-related moderation models upon validation.

Conceptualization of wasta and its main consequences on human resource management

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fadi Alsarhan ◽  
Marc Valax
Keyword(s):  
Social Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Motivation ◽  
Workplace Diversity ◽  
Negative Consequences ◽  
Structured Interviews ◽  
Content Type ◽  
Overall Performance

Purpose This paper aims to offer a review of the concept of wasta, as a form of social capital in Arab societies. Furthermore, this paper seeks to elucidate the main implications of the use of wasta among human resource management (HRM) practices on the workplace environment and the overall performance of institutions. Design/methodology/approach The authors embraced a qualitative approach in this paper. A total of 27 semi-structured interviews were conducted with HR officials from different levels in a number of Jordanian public organizations. Findings The results obtained indicate that wasta has negative consequences on the overall performance of organizations, through the influence it exerts on employee motivation, morale and job satisfaction, frustration, workplace diversity, turnover, brain drain, as well as its effect on the image and reputation of the individuals and organizations alike. Originality/value In this paper, the authors attempted to illustrate the concept of wasta as a form of social capital and to analyze its links with the features of the Jordanian culture through two of Hofstede’s dimensions. Furthermore, this paper is based both on the available literature and on data obtained through the semi-structured interviews. The findings through this process not only corroborate what we already know in the literature but they also generate an understanding of the hidden mechanisms that link the different implications of wasta together, creating the actual known consequences of this practice.

scholarly journals Comparative Analysis of the HRM Practices between Hospitality and Healthcare Sectors in South Kerala

2016 ◽  
Vol 7 (2) ◽  
pp. 11
Author(s):  
R. Prakash Pillai ◽  
Christy Abraham
Keyword(s):  
Health Care ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Primary Data ◽  
Structured Interviews ◽  
Hrm Practices ◽  
Human Resource Management Practices

Hospitality and health care sectors have similarities due to service oriented and customer centric approach. The study is aimed to identify and understand the link between hospitality and health care sectors in terms of human resource management practices and how it enriches the business activities. The study is qualitative in nature and a case study was used. Purposive sampling method was used and primary data was collected through direct observation and semi-structured interviews with experts of the five star hotels and super specialty hospitals in South Kerala and secondary data was collected from journals, newspapers, books and internet, etc. Study analyzed that hospitality sector is having well functioned and polished HRM practices compared to health care sector. Each HRM practice is inter-connected and resulted into lower exit rate and better satisfaction of the staff. Proper execution of human resource management practices such as recruitment, selection, induction, training & development, performance appraisal, compensation, employee welfare, grievance mechanism and exit management has a significant role in satisfaction of the employees and performance of the organization. Well functioned HR department and HRM practices will enhance the effectiveness of the staff and that ultimately lead to the best quality service delivery.

The impact of human resource management practices on performance

2014 ◽  
Vol 26 (2) ◽  
pp. 125-142 ◽  
Author(s):  
Muslim Amin ◽  
Wan Khairuzzaman Wan Ismail ◽  
Siti Zaleha Abdul Rasid ◽  
Richard Daverson Andrew Selemani
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Career Planning ◽  
Content Type ◽  
Hrm Practices ◽  
University Performance ◽  
The University ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of human resource management (HRM) practices on organizational performance. Design/methodology/approach – A total of 300 employees from a public university comprising of both academicians and support staff responded to the survey. The survey questionnaire had 46 items covering selected HRM practices and university performance. Findings – The study has found that human resource practices: recruitment, training, performance appraisal, career planning, employee participation, job definition and compensation have a significant relationship with university performance. Research limitations/implications – The results come from a cross-sectional study which was done at the convenience of the researcher. The results may not be generalized across the country. The application of the results to other universities must be done with maximum care. Practical implications – If the university is to increase its performance to higher levels, it should emphasize more on job definition, training and employee participation. Some improvement needs to be done on the other HRM practices-recruitment, performance appraisal, career planning and compensation in order to increase their effectiveness on the university performance. Originality/value – Most studies on impact of HRM practices on firm performance have focussed on private sectors in Malaysia. In other countries, the studies have focussed only on academicians as a sample. This study has attempted to add to the body of knowledge on the impact of HRM practices on university performance in Malaysia combining both the academicians and administration staff.

Human resource management practices of Japanese companies in India: dealing with the transfer-adaptation dichotomy

2017 ◽  
Vol 11 (3) ◽  
pp. 323-341 ◽  
Author(s):  
Mohan Pyari Maharjan ◽  
Tomoki Sekiguchi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Qualitative Methodology ◽  
Management Practices ◽  
Institutional Environment ◽  
Future Research ◽  
Structured Interviews ◽  
Content Type ◽  
Hr Practices

Purpose Based on the international human resource management perspective, this paper aims to explore and explain the human resource (HR) practices of Japanese multinational companies (MNCs) operating in India. Design/methodology/approach This paper applies a qualitative methodology. The study is based on 17 semi-structured interviews that were conducted within the subsidiaries of 10 Japanese MNCs in India. Findings The respective HR practices are differently influenced by cultural and institutional factors. Cultural similarity, unique social context and the evolving labor market shape the HR practices of Japanese MNCs in the Indian context. Research limitations/implications The generalizability of findings might be limited because of the nature of methodology. Future research could collect additional qualitative data and conduct quantitative studies to test the findings of this research. Practical implications A unique combination of HR practices could be formed by addressing the changes in the local institutional environment and retaining the core philosophy of the parent company. Originality/value This research adds value to the transfer-adaptation dichotomy by presenting how institutional and cultural factors differently influence the transfer of respective HR practices.

An empirical investigation into the influence of human resource management practices on work engagement: the case of customer-contact employees in Malaysia

2014 ◽  
Vol 8 (3) ◽  
pp. 345-360 ◽  
Author(s):  
Choo Ling Suan ◽  
Aizzat Mohd Nasurdin
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Work Engagement ◽  
Management Practices ◽  
Customer Contact ◽  
Content Type ◽  
Human Resource Management Practices ◽  
Service Training

Purpose – This study aims to examine the impact of specific human resource management practices on employees’ work engagement. Design/methodology/approach – Data were gathered using surveys from a sample of 438 customer-contact employees attached to 34 upscale hotels throughout Malaysia and analyzed using partial least squares technique. Findings – The findings showed that service training and performance appraisal have a positive and significant influence on work engagement. The proposed model was able to explain 16.2 per cent of the variance in work engagement. Research limitations/implications – The findings indicate that hotel authorities can enhance work engagement of their customer-contact employees by improving service training and refining performance appraisal practices. Originality/value – This study is one of the few studies that focus on the specific effect of individual human resource management practices on work engagement, especially within the context of a developing country (i.e. Malaysia) using structural equation modelling.

Sign in / Sign up

Export Citation Format

Share Document