Managing human resources in Jordanian organizations: challenges and prospects

2014 ◽  
Vol 7 (1) ◽  
pp. 126-138 ◽  
Author(s):  
Khaled Aladwan ◽  
Ramudu Bhanugopan ◽  
Alan Fish
Keyword(s):  
Human Capital ◽  
Cultural Values ◽  
Research Training ◽  
Selection Process ◽  
Training And Development ◽  
Turnover Rates ◽  
High Turnover ◽  
Content Type ◽  
Hrm Practices ◽  
Recruitment And Selection

Purpose – The aim of this paper is to highlight and provide a stronger focus on the nature of human resource management (HRM) in Jordan. Design/methodology/approach – This paper discusses four practices of HRM: recruitment and selection, training and development, performance appraisal and rewards and benefit; and links these practices with social factors: political environment, economical issues and cultural values. Findings – The findings suggest that HRM in Jordan has not yet received due attention. The employee recruitment and selection process is largely inadequate and needs effective attention. In many Arab and more specifically Jordanian organizations, expenditure and time spent on training and development are considered unuseful and unnecessary functions. Practical implications – The effectiveness of even skilled and qualified employees will be limited if they are not encouraged and motivated to work, but through HRM practices, they can be encouraged to work harder and smarter. Increasingly, employees' performance and skills can also be influenced by HRM practices, which control the acquisition and development of the organization's human capital. Originality/value – Jordanian organizations are facing major problems surrounding the development of human capital, including high turnover rates and a lack of skilled employees. Low spending on research, training and development has fuelled these problems. HRM literature shows that many Arab organizations, including public and private Jordanian organizations, need to devote more attention to their HRM practices.

scholarly journals The mediating effect of organizational climate on the relationship between HRM practices and HR outcomes in the Libyan public sector

2017 ◽  
Vol 36 (5) ◽  
pp. 626-643 ◽  
Author(s):  
Fathi Mohamed Al Damoe ◽  
Kamal Hamid ◽  
Mohmad Sharif
Keyword(s):  
Organizational Climate ◽  
Organizational Performance ◽  
Performance Appraisal ◽  
Training And Development ◽  
Mediating Effect ◽  
Content Type ◽  
Hrm Practices ◽  
Recruitment And Selection ◽  
The Relationship ◽  
And Training

Purpose Despite the fact that previous studies have identified a possible mediator (organizational climate) in the HRM practices-HR outcomes link, the role of organizational climate as a mediator has, however, not been accorded the respect it deserves in the HRM practices-HR outcomes relationship. Moreover, studies on organizational climate are still scarce and have often focused on western organizations. The purpose of this paper, among others, is to examine the direct effect of HRM practices on the HR outcomes within the context of Libyan organizations. It further investigates whether organizational climate mediates the influence of HRM practices on the HR outcomes within the context of Libyan organizations. Design/methodology/approach This paper uses multiple regression analysis on a sample of Libyan organizations. Findings Regarding the findings, first, the paper finds that organizations that adopt HRM practices, such as performance appraisal, compensation and rewards and HR planning achieve significant HR outcomes. The finding also indicates that recruitment and selection and training and development are not good predictors of HR outcomes in the organization. Finally, the study reveals that the influence of HRM practice dimensions such as performance appraisal, compensation and reward and HRP on organizational performance is mediated by the presence of organizational climate; on the other hand, organizational climate fails to mediate the influence of both recruitment and selection and training and development on the HR outcomes. This study suggests that not all HRM practices are influenced by organizational climate of the organizations in Libya, and this may be due to the present environmental situation in Libya. Originality/value The study is deemed as an initial attempt to investigate the mediating effect of organizational climate on the relationship between HRM practices and HR outcomes in the Libyan public organizations. This finding acts as a springboard for further research and a wake-up call to the organizations in Libya to evaluate the importance of organizational climate in achieving HR outcomes in a volatile environment.

Ethnocentric HRM practices: evidence from Western MNEs in Ghana

2020 ◽  
Vol 15 (5) ◽  
pp. 829-848 ◽  
Author(s):  
Theophilus Azungah ◽  
Kate Hutchings ◽  
Snejina Michailova
Keyword(s):  
Performance Management ◽  
Multinational Enterprises ◽  
Developing Economies ◽  
Training And Development ◽  
Local Context ◽  
Content Type ◽  
Hrm Practices ◽  
Weak Institutions ◽  
Documentary Analysis ◽  
Recruitment And Selection

PurposeThis paper examines Western multinational enterprises’ (MNEs) application of ethnocentrism in human resource management (HRM) practices utilised in their subsidiaries in Ghana. The practices examined include recruitment and selection, training and development, performance management and rewards management.Design/methodologyThe paper draws on interviews with 13 managers and 24 employees as well as documentary analysis in 8 British, European and US MNEs in Ghana.FindingsThe findings indicate that weak institutions in the local context, coupled with the technologically and economically advanced nature of Western countries compared to Ghana, account for ethnocentric HRM practices in MNEs’ Ghanaian subsidiaries.Practical implicationsThe paper highlights that Ghanaian companies might learn from, and adapt, selected Western HRM practices to improve their competitiveness.Originality/valueUtilising institutional theory, the paper extends extant research on ethnocentrism in HRM practices of Western MNE subsidiaries in other developing economies to Ghana; one of the fastest growing African economies.

scholarly journals HRM practices that support the employment and social inclusion of workers with an intellectual disability

2017 ◽  
Vol 46 (8) ◽  
pp. 1475-1492 ◽  
Author(s):  
Hannah Meacham ◽  
Jillian Cavanagh ◽  
Amie Shaw ◽  
Timothy Bartram
Keyword(s):  
Intellectual Disability ◽  
Intellectual Disabilities ◽  
Social Inclusion ◽  
Well Being ◽  
Case Study Methodology ◽  
Content Type ◽  
Hrm Practices ◽  
Employment Participation ◽  
Recruitment And Selection ◽  
Hr Managers

Purpose The purpose of this paper is to examine how HRM practices enhance and/or impede the employment, participation, and well-being of workers with intellectual disabilities in three hotels located in Australia. Design/methodology/approach The research employs a case study methodology, including interviews with three HR managers, three department managers, 17 workers with intellectual disabilities, and focus groups of 16 supervisors and 24 work colleagues. Findings The research found that the opportunities to participate in work are driven primarily by developing a social climate that enables social cohesion through the altruistic motives of managers/supervisors and reciprocal relationships. Originality/value The findings lend support for the importance of both formal and informal HR practices, such as inclusive recruitment and selection, mentoring, and training and development, as well as individualised day-to-day support provided by supervisors and colleagues, to improve the participation and well-being of workers with an intellectual disability.

scholarly journals DEVELOPMENT STRATEGY OF HUMAN CAPITAL OF PT KIMIA FARMA (PERSERO) TBK

2017 ◽  
Vol 1 (02) ◽  
pp. 153-162
Author(s):  
Antoni Ludfi Arifin
Keyword(s):  
Human Capital ◽  
Development Strategy ◽  
Selection Process ◽  
Theory Building ◽  
Primary Data ◽  
Secondary Sources ◽  
Recruitment And Selection ◽  
The Right ◽  
Capital Development

This research is a qualitative research with case study at PT Kimia Farma (Persero) Tbk. The purpose of this research is to understand the overall development strategy of human capital of the Company. Data were collected from primary data through interview, observation, and recording; while secodary data were obtained from PT Kimia Farma (Persero) Tbk or from the externals that are used by the researcher to strengthen the premise, theory building, or data from previous researchers.  The data collected from primary and secondary sources are then processed. The validity of data is checked though data accuracy checking process (triangulation). This research found that the Company has conducted human reseource development strategy through 1) Integrated HR Development with the Company’s visions and missions; 2) open recruitment and selection process will decide and find the candidates who meet the qualifications; 3) preparing assessement center to select the right candidate for the right position; 4) employees training can improve the employees’ competence; and 5) the right development of human capital to prepare for the competitiveness in the future.. Keywords: Human Capital, Development, Strategy, HR Planning

Implementation and normalization process of asynchronous video interviewing practices in the hospitality industry

2018 ◽  
Vol 30 (2) ◽  
pp. 685-701 ◽  
Author(s):  
Cynthia Mejia ◽  
Edwin N. Torres
Keyword(s):  
Hospitality Industry ◽  
Selection Process ◽  
New Technology ◽  
Implementation Process ◽  
Structured Interviews ◽  
Research Attention ◽  
Content Type ◽  
Recruitment And Selection ◽  
The Impact ◽  
Normalization Process

Purpose Asynchronous video interviews (AVIs) enable recruiters and job candidates to conduct and review employment interviews at different points in time, promising improved cost and time efficiencies for all users. This research aims to investigate the implementation and normalization process of AVI in the hospitality industry with the unified theory of acceptance and use of technology (UTAUT) and the normalization process theory (NPT) providing theoretical support. Design/methodology/approach Semi-structured interviews have been conducted with hiring managers from three different hospitality companies, which were in different stages of the implementation process. The data have been recorded, transcribed and coded according to the UTAUT and NPT constructs, revealing emergent themes. Findings Five overarching themes emerged: AVI effort and efficiency expectation; augmentation to the interview process; challenges for the applicant; challenges for the recruiter; and issues with applicant interviewing aesthetics. Additional coding and analysis with NPT identified the following in terms of evaluation of the implementation process: participants’ implementation activities showed a tendency to emanate from cognitive participation (relationship work), leading to coherence (sense-making work), followed by collective action (enactment of work/operational work) and finally reflexive monitoring (appraisal work). Practical implications Findings from this research include recommendations for the best practices integrating AVI into the hospitality employee selection process. Originality/value Given the increased demands on the recruitment and selection of talent in the hospitality industry, several organizations have turned to mechanized HR software platforms. The impact of interview modalities and particularly AVI has received limited research attention, thus this study expanded this new stream of literature. Furthermore, this research is among a nascent stream using NPT to evaluate the implementation and normalization of this new technology.

The interaction between leadership styles and their followers' human capital: a correspondence analysis approach applied to micro-sized businesses

2021 ◽  
Vol 40 (1) ◽  
pp. 74-93
Author(s):  
Mohammed Ali Al-Awlaqi ◽  
Ammar Mohamed Aamer ◽  
Maged Mohammed Barahma ◽  
Mohamed Battour
Keyword(s):  
Human Capital ◽  
Leadership Styles ◽  
Leadership Style ◽  
Correspondence Analysis ◽  
Selection Process ◽  
Middle Level ◽  
Content Type ◽  
Transformational Leadership Style ◽  
And Training ◽  
Selection Of

PurposeThe purpose of this paper is to investigate the tendency of leaders to select their followers depending on their human capital factors such as age, education level, previous working experience and training.Design/methodology/approachThe participants were 1,388 employees working in a randomly selected sample of 289 small-sized businesses operating in Yemen. A self-reported questionnaire was used to collect the data. The correspondence analysis method was used to explore the tendency of leaders to select their followers depending on their human capital factors.FindingsWe found significant corresponding relationships between leadership styles and the selection of the followers' human capital factors. The passive avoidant style was found to select middle-age, long-experience and fully-trained followers. Transactional style on the other hand was found to select young, middle-level experience and non-trained followers. The transformational leadership style was found to have no selection preferences towards any of the human capital factors except for working experience.Originality/valueAlthough, some previous studies tried to understand the leaders–followers relationships, no one investigated the tendency of leaders to select their followers according to their preferences. This study contributes significantly to the leaders–followers theory by studying the selection process of the leadership style of their followers' human capital factors. Understanding this phenomenon could help explain why some leadership styles are more effective than others, especially in very limited resources contexts such as micro-sized businesses.

scholarly journals HRM and innovative work behaviour: a systematic literature review

2017 ◽  
Vol 46 (7) ◽  
pp. 1228-1253 ◽  
Author(s):  
Anna Bos-Nehles ◽  
Maarten Renkema ◽  
Maike Janssen
Keyword(s):  
Training And Development ◽  
Journal Articles ◽  
Content Type ◽  
Hrm Practices ◽  
Innovative Climate ◽  
Huge Impact ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Difference ◽  
The Relationship

Purpose Although we know that HRM practices can have a huge impact on employees’ innovative work behaviour (IWB), we do not know exactly which practices make the difference and how they affect IWB. Thus, the purpose of this paper is to determine the best HRM practices for boosting IWB, to understand the theoretical reasons for this, and to discover mediators and moderators in the relationship between HRM practices and IWB. Design/methodology/approach Based on a systematic review of the literature, the authors carried out a content analysis on 27 peer-reviewed journal articles. Findings Working with the definitions and items provided in the articles, the authors were able to cluster HRM practices according to the ability-motivation-opportunity framework. The best HRM practices for enhancing IWB are training and development, reward, job security, autonomy, task composition, job demand, and feedback. Practical implications The results of this study provide practical information for HRM professionals aiming to develop an HRM system that generates innovative employee behaviours that might help build an innovative climate. Originality/value A framework is presented that aggregates the findings and clarifies which HRM practices influence IWB and how these relationships can be explained.

A competency framework for contractual workers of manufacturing sector

2019 ◽  
Vol 51 (3) ◽  
pp. 152-164 ◽  
Author(s):  
Musarrat Shaheen ◽  
MD Sikandar Azam ◽  
Mahesh Kumar Soma ◽  
T. Jagan Mohan Kumar
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Manufacturing Sector ◽  
Empirical Studies ◽  
Training And Development ◽  
Content Type ◽  
Competency Based ◽  
And Performance ◽  
Recruitment And Selection ◽  
Depth Interviews

PurposeThe purpose of this paper is to develop a competency dictionary and model for contractual workers of the steel manufacturing sector of India.Design/methodology/approachIn-depth interviews with 30 supervisors and behavioral events interviews (BEIs) with 40 contractual workers were conducted to identify and validate the competencies of the contractual workers.FindingsThe competencies identified are arranged according to the similarity and dissimilarity between it under three broad categories of competencies, i.e., knowledge, skills and attitudes. These categories are used to develop a competency dictionary which has behavioral indicators, and a framework that can be used to map and evaluate the competencies.Practical implicationsThe competency dictionary and the framework developed in the present study will assist human resource practitioners in implementing competency-based human resource processes such as recruitment and selection, training and development and performance management for the contractual workers in the manufacturing sector.Originality/valueThe present study is among the few empirical studies that provide a competency dictionary and a framework of contractual workers in the manufacturing sector of India.

Human resource development practices, managers and multinational enterprises in Australia

2017 ◽  
Vol 59 (5) ◽  
pp. 483-501 ◽  
Author(s):  
Gitika Sablok ◽  
Pauline Stanton ◽  
Timothy Bartram ◽  
John Burgess ◽  
Brendan Boyle
Keyword(s):  
Human Capital ◽  
Human Resource Development ◽  
Succession Planning ◽  
Multinational Enterprises ◽  
Management Development ◽  
Talent Management ◽  
Training And Development ◽  
Integrative Approach ◽  
Future Research ◽  
Content Type

Purpose The purpose of this paper is to examine the HRD practices of multinational enterprises (MNEs) operating in Australia to understand the value that MNEs place on investment in their human capital, particularly managerial talent. Design/methodology/approach Drawing on a representative sample of 211 MNEs operating in Australia, this paper investigates the extent (using frequencies) and determinants (using logistic regression analysis) of training and development expenditure, management development strategies, talent management and succession planning policies. Findings The findings suggest that less than 20 per cent of MNEs operating in Australia are investing over 4 per cent of their annual pay bill on training and development. Furthermore, almost a quarter of firms invest less than 1 per cent in training and development. However, most MNEs invest in their managers and those with high potential through the use of management development programmes, talent management strategies and succession planning. Interestingly, in comparison to US MNEs, Australian MNEs were less likely to use management development or talent management programmes for senior management or high performing staff. Research limitations/implications The current study is cross-sectional and represents a snapshot of MNEs’ HRD practices at one point in time. The study measured the perceptions of the most senior HR manager and did not include the views of other organisational participants. The authors suggest the need for future research studies that incorporate longitudinal research designs and the views of different organisational actors. Practical implications HR managers or HRD specialists need to develop a strong understanding of the Australian institutional context, as well as demonstrate the importance/business case for an integrative approach to HRD. Originality/value This paper fulfils an identified need to study the HRD practices of MNEs operating in Australia, particularly focusing on the value that MNEs place on their human capital.

scholarly journals The Effect of Selected Human Resource Management Practices on Employees' Job Satisfaction in Ethiopian Public Banks

2015 ◽  
Vol 5 (1) ◽  
pp. 1-16 ◽  
Author(s):  
Amare Werku Ijigu
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Training And Development ◽  
Strong Positive Correlation ◽  
Positive Correlation ◽  
Hrm Practices ◽  
Compensation Package ◽  
Employees Satisfaction ◽  
Public Banks ◽  
Recruitment And Selection

Most of the research has been conducted in the job satisfaction of employees’ on employees job related outcomes but there is little well comprehensive research done that shows  the influence of HRM practices on the satisfaction of employees towards a job.This study is correlational type of research design which is aimed to describe or ascertain if there are significant associations between selected HRM practices and employees’ job satisfaction.In addition to Correlation and Regression, Descriptive statistics, frequencies and percentages were utilized to analyze the data. Interpretation is made on the mean, frequency, and percentage of the data and summarized by bar graphs and pie charts.The study result has implied that recruitment and selection is found to have moderate but positive correlation with employees’ job satisfaction and the remaining, training and development, performance appraisal and compensation package found to have strong positive correlation with employees’ job satisfaction. Moreover, the regression result shows that recruitment and selection, training and development, performance appraisal and compensation package have a significant positive impact on job satisfaction.Each HRM practices in the banks should be a source for employees’ satisfaction and then employees will be loyal and willing to stay in those organizations (Banks) because, employees’ satisfaction on the job will reduce absenteeism and turn over intentions in public banks.

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