Visualizing the hierarchical sustainable human resource management under qualitative information and complex interrelationships

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yuh-Jiuan Parng ◽  
Taufik Kurrahman ◽  
Chih-Cheng Chen ◽  
Ming Lang Tseng ◽  
Hiền Minh Hà ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Resource Planning ◽  
Environmental Communication ◽  
Fuzzy Decision Making ◽  
Qualitative Information ◽  
Content Type ◽  
Fuzzy Delphi

PurposeThis study aims to construct a valid hierarchical sustainable human resource management (SHRM) model with interrelationships among its attributes in terms of qualitative information.Design/methodology/approachThis study applies the fuzzy Delphi method to validate SHRM attributes and visualize the causal interrelationships among these attributes using a fuzzy decision-making trial and evaluation laboratory method.FindingsThis study finds that green performance management and compensation lead to human resource benefits and economic sustainability in the HRM model.Practical implicationsOpen environmental communication, green human resource planning, green training and development, employee eco-friendly behavior and organizational culture are the top five criteria supporting practical improvement in the healthcare industry.Originality/valueThe emergence of new, unprepared, and inexperienced health care entities with inadequate human resource management (HRM) potentially causing social problems within the industry, SHRM is necessary to balance the social, environment, and economic performance and must be studied by both academicians and practitioners. However, the HRM application field is still in its infancy, which limits the understanding of its potential.

Application of Statistics in HR Research

2017 ◽  
pp. 74-107
Author(s):  
Dipak Kumar Bhattacharyya
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Resource Planning ◽  
Statistical Tools ◽  
Specific Research ◽  
Critical Areas ◽  
And Performance

Application of statistics in HR research has been briefly explained in our introductory chapter. It is now acknowledged, with statistics, we can ensure our HR research is more effective. Such research results can also help to take critical HR decisions at organization level. In this chapter, we have discussed on application of statistics in HR research in two critical areas, i.e., human resource planning (HRP) and performance management. Both in HRP and performance management, we can make extensive use of various mathematical, econometric, and statistical tools. Also, we have many established models. However, here our focus is restricted to only some of the simple statistical tools that can help in research in this two-critical human resource management areas. As the purpose of this chapter is to explain use of statistics in two major areas of HR research, it will cover only some selected areas of application. At the outset focus is on the specific research nitty-gritty, as these may help prospective researchers to get their basics clear, before they proceed for research in HRP and performance management areas.

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.

scholarly journals Indian Railways: rail ways for Indians

2016 ◽  
Vol 6 (1) ◽  
pp. 1-30
Author(s):  
Gopalakrishnan Narayanamurthy ◽  
Vijay Pereira
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Resource Planning ◽  
Maximum Efficiency ◽  
Erp Implementation ◽  
Change Initiatives ◽  
Content Type ◽  
Hr Practices

Subject area Human Resource Management and Public Sector Management. Study level/applicability The target audiences for the case study are BSc, MSc and MBA students and management trainees and executives who are interested in learning the human resource (HR) practices, policies and strategies adopted by the world’s largest commercial employer to ensure complete satisfaction and contentment of their employees and their employee’s family which, in turn, motivates them to contribute more efficiently and effectively for the organisation. Even senior management teams could be targeted in executive education programmes as this case discusses time-tested HR practices, policies and strategies which have been sparsely discussed so far and hence can be expected to provide insights to senior corporate managers. Case overview India has and is undergoing sweeping economic changes lately. There are several organisations that have supported this positive change. Of these, one such organisation, which shouldered the infrastructural burden of the transportation sector in India’s growth story, was the 160-year-old Indian Railways (IR), the world’s largest commercial employer. IR’s profit over the past few years was a far cry from its loss-making days, which tempted the government of India to consider privatisation in 2001. The transformational turnaround would not have been possible but for IR’s employees. After celebrating IR’s 160th anniversary in 2013, the case organisation wished to revisit its HR practices to understand its recent economic transformations and to strategise how they can improve and sustain maximum efficiency in future. The objective of this case study is to understand the “people side” of IR by explaining its current HR practices and to investigate and identify changes over the years so that changes then can be implemented in the context of HR practices for the future. Hence, the case attempts to explain the role of HR management in IR’s turnaround strategies. Resistance exhibited by IR staff towards its recent initiative of enterprise resource planning (ERP) implementation across India due to fear of job losses and insecurity is also discussed in the case. Teaching note for this case study explains existing people management frameworks published in the research literature to class participants by applying it to the case company. In addition, the teaching note also discusses how chief personnel officers (CPOs) of IR can pursue the change initiatives among the employees with least resistance. Changes/initiatives that can be imbibed by the CPOs in the existing HR practices to overcome the resistance exerted by the employees and to improve the existing system are also discussed. Expected learning outcomes This case study’s primary objective is to provide a comprehensive understanding of the HR practices being followed in IR, the world’s largest commercial employer. The case also attempts to assess the ERP system initiative by IR and analyse how it can be imbibed into the existing IR’s HR system. In short, the case study attempts to answer the following assignment questions which form the learning objectives of this case study: What are the HR practices that are being followed in the world’s largest commercial employer? How are the HR practices followed helpful in the retention of employees? How can IR pursue the change initiatives, especially ERP implementation, among the employees without any resistance? What are the changes/initiatives that can be imbibed in the HR practices to improve the existing system? Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 6: Human Resource Management.

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.”

Talent management at Steelcase Manufacturing, Malaysia: managing high performance

2014 ◽  
Vol 4 (6) ◽  
pp. 1-10
Author(s):  
Rozhan Bin Othman ◽  
Wardah Azimah Sumardi
Keyword(s):  
Leadership Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
High Performance ◽  
Management Practice ◽  
Talent Management ◽  
Policy Options ◽  
Content Type

Subject area Human resource management and leadership development. Study level/applicability MBA course on Human Resource Management. Case overview This case present the talent management practice at Steelcase. It highlights the approach taken by the company in managing its high performers. The approach taken by Steelcase links leadership development with performance management and succession planning. It also describes the distinct characteristics that make the approach taken by Steelcase different from other companies that implement talent management. This case presents policy options that companies can consider in developing a talent management program. Expected learning outcomes Understand and describe the interconnection between various talent development activities. Compare and assess policy options in developing talent management programs. Analyze how Steelcase nurture a high performance culture among its employees. Describe the leadership behaviors Steelcase is seeking to develop among its leaders. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Green human resource management in Indian automobile industry

2019 ◽  
Vol 10 (2) ◽  
pp. 161-175 ◽  
Author(s):  
Richa Chaudhary
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Automobile Industry ◽  
Employee Involvement ◽  
Training And Development ◽  
Content Type ◽  
Green Performance ◽  
Green Human Resource Management

Purpose This paper aimed to examine the status of implementation of green human resource management (GHRM) practices in Indian automobile Industry. Specifically, the level of implementation of five GHRM practices: green recruitment and selection, green training and development, green performance management, green compensation and rewards and green employee involvement was assessed. In addition, an attempt was made to understand how various GHRM practices influence the task-related and voluntary green performance behaviors of employees. Design/methodology/approach Data were collected from employees working in automobile industries in India. In all, 91 employees working at various hierarchical levels in the organizations responded to the survey. SPSS 24 was used for the purpose of data analysis. Findings The results indicate very low level of implementation of various GHRM practices in the sampled automobile organizations. Among the five GHRM practices, the average score for only green training and development and green employee involvement could reach 3. The lowest scores were found for green performance management and green compensation and rewards. Further, all five GHRM practices were found to significantly predict the task-related and voluntary employee green behaviors. Practical implications The findings by providing empirical evidence on the positive association of GHRM practices with employee green behaviors carry significant implications for practicing managers in automobile industry in terms of providing incentives for integrating HRM practices with the environment management systems in the organization. Originality/value This paper is one of the pioneer attempts to assess and report the extent of implementation of GHRM practices in Indian automobile industry. This paper also contributes to the limited theoretical literature available on GHRM by empirically investigating its linkage with green performance behaviors of employees.

scholarly journals The study of knowledge employee voice among the knowledge-based companies: the case of an emerging economy

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elahe Hosseini ◽  
Saeid Saeida Ardekani ◽  
Mehdi Sabokro ◽  
Aidin Salamzadeh
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Knowledge Workers ◽  
Resource Planning ◽  
Employee Voice ◽  
Content Type ◽  
Knowledge Based ◽  
Knowledge Staff ◽  
The Voice

PurposeA review of previous studies on the voices of employees and knowledge workers clarifies that paying attention to employees' voice is critical in human resource management. However, limited studies have been conducted on it, and much less emphasis has been placed compared to other human resource management activities such as human resource planning. Therefore, the voice of knowledge employees has been one of the critical issues that have attracted a great deal of attention recently. Nonetheless, there is no evidence of various comprehensive and integrated voice mechanisms. As a result, this study aims to design knowledge workers' voice patterns in knowledge-based companies specialising in information and communication technology (ICT) in Iran in May and June 2020.Design/methodology/approachThis study is a qualitative grounded theory research. We collected the data from a target sample of 15 experts in knowledge-based ICT companies using in-depth semi-structured interviews. Since all the participants had practised the employee voice process, they were regarded as useful data sources. Data analysis was also performed using three-step coding (open, axial and selective) by Atlas T8, which eventually led to identifying 14 components and 38 selected codes. We placed identified components in a paradigm model, including Personality Characteristics, Job Factors, Economic Factors, Cultural Factors, Organisational Policies, Organisational Structure, Climate Of Voice in the Organisation, Management Factors, Emotional Events, Communications and Networking, Contrast and Conflict and, etc. Then, the voice pattern of the knowledge staff was drawn.FindingsThe results showed that constructive knowledge voice influences the recognition of environmental opportunities and, additionally, it helps the competitive advantages among the employees. By forming the concept of knowledge staff voice, it can be concluded that paying attention to knowledge staff voice leads to presenting creative solutions to do affairs in critical situations. The presentation of these solutions by knowledge workers results in the acceptance of environmental changes, recognition and exploitation of new chances and ideas, and sharing experiences in Iranian knowledge-based companies.Practical implicationsStrengthening and expanding the voice of employees in knowledge-oriented companies can pave the way to growth and development towards a higher future that prevents the waste of tangible and intangible assets.Originality/valueCompanies' ability to engage in knowledge workers is a vital factor in human resource management and strategic management. However, the employee voice has not been involved integrally in the context of corporate.

A review of machine learning applications in human resource management

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Swati Garg ◽  
Shuchi Sinha ◽  
Arpan Kumar Kar ◽  
Mauricio Mani
Keyword(s):  
Machine Learning ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Systematic Approach ◽  
Early Stage ◽  
Theoretical Frameworks ◽  
Content Type ◽  
And Performance

PurposeThis paper reviews 105 Scopus-indexed articles to identify the degree, scope and purposes of machine learning (ML) adoption in the core functions of human resource management (HRM).Design/methodology/approachA semi-systematic approach has been used in this review. It allows for a more detailed analysis of the literature which emerges from multiple disciplines and uses different methods and theoretical frameworks. Since ML research comes from multiple disciplines and consists of several methods, a semi-systematic approach to literature review was considered appropriate.FindingsThe review suggests that HRM has embraced ML, albeit it is at a nascent stage and is receiving attention largely from technology-oriented researchers. ML applications are strongest in the areas of recruitment and performance management and the use of decision trees and text-mining algorithms for classification dominate all functions of HRM. For complex processes, ML applications are still at an early stage; requiring HR experts and ML specialists to work together.Originality/valueGiven the current focus of organizations on digitalization, this review contributes significantly to the understanding of the current state of ML integration in HRM. Along with increasing efficiency and effectiveness of HRM functions, ML applications improve employees' experience and facilitate performance in the organizations.

scholarly journals An integrated supply chain – human resource management approach for improved supply chain performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sarat Kumar Jena ◽  
Abhijeet Ghadge
Keyword(s):  
Supply Chain ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Empirical Relationship ◽  
Equation Modeling ◽  
Management Approach ◽  
Supply Chain Performance ◽  
Content Type

PurposeHuman resource management (HRM) is struggling to cope with the increasingly volatile demand for skilled resources in the logistics and supply chain sector. Thus, this study discovers the possible integration of HRM and supply chain management (SCM) practices for improved supply chain performance. The purpose of this study is to explore the effect of intra HRM–SCM and joint HRM–SCM decisions on the performance of the supply chain.Design/methodology/approachAn intra HRM–SCM and joint HRM–SCM model is developed following an empirical study. Survey data collected from 109 supply chain managers from Indian logistics firms are used to test the developed hypotheses. Structural equation modeling is used to analyze and validate the model.FindingsThe results suggest that supply chain performance is significantly influenced by joint HRM–SCM, compared to intra HRM–SCM practices, especially under volatile demand environments. Training and development, recruitment and selection, and performance management affect joint HRM–SCM significantly compared to the other three factors identified. Moreover, HRM and SCM show strong correlation and mutual support in identifying and fulfilling the demand of the logistics and supply chain sector.Practical implicationsWith a growing trend toward globalization and digitalization, a joint HRM–SCM model will help businesses make robust and informed decisions for improved supply chain performance.Originality/valueAn empirical relationship between joint HRM–SCM, intra HRM–SCM, supply chain inhibitors and supply chain performance is established in this study. Although some part of this relationship may already exist, the study provides robust evidence to support this complex, collaborative relationship.

WINFORT Services: the way forward

2021 ◽  
Vol 11 (1) ◽  
pp. 1-20
Author(s):  
Mohammad Faraz Naim ◽  
Sumbul Fatima ◽  
Mohd Suhail
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Development Program ◽  
Building Blocks ◽  
Incentive Structure ◽  
Recruitment Process ◽  
Content Type ◽  
Link Type

Learning outcomes After a thorough analysis of the case, students will be able to do the following: understand the building blocks of incentive structure in an organizational setting. Review the existing incentive structure at WINFORT. Develop effective incentive approaches to motivate employees at workplace. Illustrate the importance of performance management review to motivate employees. Case overview/synopsis The case explores the motivational state of a talent acquisition executive or talent scout working for a staffing firm, WINFORT Services in New Delhi, India. The two main characters in the cast are Helena Stacy, the Lead Talent Scout at WINFORT and Sofia Williams, the Talent scout. There was a meeting conducted between Helena and Sofia regarding the latter’s performance review held annually. However, to Sofia’s surprise, she could to get any salary hike this time as she failed to achieve her given targets. This led to a serious altercation between the two and resulted in Sofia started thinking of looking for alternate job opportunities. Complexity academic level The case is suitable for any postgraduate course, in particular MBA or MBA executive development program on human resource management, talent management, compensation and benefits, and as a module on motivation in organizational behavior. Subject code CSS 6: Human Resource Management. Supplementary materials In addition, there are more resources available to augment the understanding of the business operations of staffing firms in India. Interested instructors and students are advised to go through these resources to better understand the routine operations of a staffing organization. https://talentcorner.in/how-recruitment-industry-generates-wealth/ https://wowidea.in/how-recruitment-agencies-in-india-works/ https://www.michaelpage.be/about-us/our-recruitment-process?fbclid=iwar0ftzztbzm5afvdwv_oyvp1f1p8zgpuflrbt8z6yg9zakm5c0kaoaom6ha

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