scholarly journals Employers' perceptions of the Labour Contract Law: regulatory responses in the small and medium-sized enterprise sector in China

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shaoheng Li ◽  
Christopher J. Rees
Keyword(s):  
Human Resource ◽  
Management Practices ◽  
Contract Law ◽  
Qualitative Approach ◽  
Western China ◽  
Human Resource Managers ◽  
High Turnover ◽  
Employment Practices ◽  
Content Type ◽  
Resource Managers

PurposeThe purpose of this paper is to explore employers' perceptions of China's Labour Contract Law (LCL) and its influence on employment relations and human resource management practices in small and medium-sized enterprises (SMEs).Design/methodology/approachThis paper adopts a qualitative approach based on 24 interviews with owners and human resource managers of 23 privately owned SMEs in eastern and western China.FindingsMixed levels of reported compliance with the provisions of the LCL legislation indicate that the regulatory adoptive behaviours of SME employers are partially explained by the coercive mechanism. Various strategies adopted by employers suggest that when under the pressure of law, SMEs are formalising their employment practices while simultaneously seeking to maintain a degree of informality in respect these practices.Research limitations/implicationsThe adopted qualitative approach may limit the findings to be explorative within broader national contexts.Practical implicationsThe move towards more formalised practices helps to address issues such as high turnover and widespread labour shortage in SMEs. The paper is likely to be of interest to policymakers seeking to gain insights into employers' perceptions as a means to develop more effective labour regulations.Originality/valueUnlike most of existing literature examining the general compliance to the LCL and workers' perspectives, this paper reports the views of SME employers; as such, it offers an original contribution to understanding of the role and behaviours of SME employers in regulatory responses in the studied context.

A comparative analysis of best human resource management practices in the hotel sector of Samoa and Tonga

2014 ◽  
Vol 43 (5) ◽  
pp. 798-815 ◽  
Author(s):  
Suwastika Naidu ◽  
Anand Chand
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Response Rate ◽  
Strategic Human Resource Management ◽  
Human Resource Managers ◽  
Content Type ◽  
Hrm Practices ◽  
Hotel Sector

Purpose – The purpose of this paper is to comparatively analyse the best human resource management (HRM) practices in the hotel sector of Samoa and Tonga. Design/methodology/approach – This study examined best HRM practices used by the hotel sector of Samoa and Tonga by using self-administered questionnaires. Self-administered questionnaires were distributed to 73 hotels in Samoa and 66 hotels in Tonga. Out of the 73 self-administered questionnaires that were distributed in Samoa, 58 usable questionnaires were returned resulting in a response rate of 79 per cent. In the case of Tonga, out of the 66 self-administered questionnaires were distributed, 51 usable questionnaires were returned resulting in a response rate of 77 per cent. Findings – The findings of this study show that there are 28 best HRM practices in Samoa and 15 best HRM practices in Tonga. This study also found that best HRM practices differ based on differences in internal and external environmental factors present in different geographical areas. The findings of this paper support the assumptions of the Contextual Paradigm of HRM and strategic human resource management. Research limitations/implications – This study is based on a single sector of Samoa and Tonga. A single sector study limits the generalisations that can be made across different sectors in Samoa and Tonga. Practical implications – Human resource managers should incorporate cultural, political, legal, economic and social factors in HRM practices. Originality/value – None of the existing studies have examined best HRM practices used by the hotel sector of Samoa and Tonga. This study is a pioneering study that comparatively analyses the best HRM practices used by the hotel sector of Samoa and Tonga.

Managing employees with chronic illness

2018 ◽  
Vol 26 (1) ◽  
pp. 7-10 ◽  
Author(s):  
Maninder Singh ◽  
P.S. James ◽  
Shirshendu Ganguli
Keyword(s):  
Chronic Illness ◽  
Human Resource ◽  
Design Methodology ◽  
Empirical Studies ◽  
Chronically Ill ◽  
Human Resource Managers ◽  
Future Directions ◽  
Content Type ◽  
Resource Managers ◽  
Practical Implications

Purpose The purpose of this paper is to identify future directions for human resource managers to provide work accommodations to chronically ill employees. Design/methodology/approach The authors researched empirical studies in management, occupational health journals, and reports on chronically ill employees. Findings The paper provides research-based practical insights for human resource practitioners to deal with the growing number of chronically ill employees. Practical implications The paper highlights solutions for human resource managers to create an inclusive workplace for employees with chronic illness. Originality/value The authors identified effective human resource and health practices for chronically ill employees, which would help to increase their productivity.

scholarly journals Impacts of supportive HR practices and organisational climate on the attitudes of HR managers towards gender diversity – a mediated model approach

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kumar Biswas ◽  
Brendan Boyle ◽  
Sneh Bhardwaj
Keyword(s):  
Survey Data ◽  
Human Resource ◽  
Leadership Roles ◽  
Human Resource Managers ◽  
Content Type ◽  
Organisational Climate ◽  
Affective Attitudes ◽  
Resource Managers ◽  
Hr Managers ◽  
Organisational Factors

PurposeUsing the theoretical lens of the behavioural perspective on HRM, this study examined a mediated model to understand the extent to which organisational factors such as supportive human resource management policies and practices (SHRPP) and organisational climate (OC) can influence the affective attitudes of HR managers towards promoting women into organisational leadership roles. Survey data collected from 182 human resource managers in Bangladesh were analysed using partial least squares–based structural equation modelling (PLS-SEM) and the PROCESS macro to test mediating effects. The results reveal that the adoption of SHRPP is positively associated with OC, which in turn shapes the attitudes of HR managers leading to implementing unbiased promotional practices for organisational leadership roles.Design/methodology/approachQuantitative survey data collected from 182 human resource managers in Bangladesh were analysed using PLS-SEM and PROCESS macro.FindingsThe results reveal that the adoption of SHRPP is positively associated with OC which in turn shapes the attitudes of HR managers leading to implementing unbiased promotional practices for organisational leadership roles.Research limitations/implicationsSelf-report, cross-sectional survey data may contribute to the methodological bias such as common method bias (CMB). Harman's single-factor test revealed that no single component explained a major portion of the total variance. Furthermore, partial correlational analysis using a marker variable coupled with an assessment of social desirability indicates that common method variance is unlikely to have any CMB risks to the validity of the study results.Practical implicationsFrom a practical point of view, the findings of this study suggest that supportive HR practices may create a positive organisational climate that leads to creating a healthy work environment ensuring an equal opportunity for everyone to grow and excel irrespective of their socio-cultural backgrounds and gender identity; thus, facilitating the organisation to take advantage of creativity and innovation offered by their talents, a critical factor for the organisation to survive and flourish in the dynamic market.Social implicationsThe study findings provide insights into why organisations should adopt fair and transparent HR policies to create a congenial work climate impacting on positive social attitudes towards acceptance of a gender-balanced empowered society.Originality/valueTo the best of author's knowledge, this is the first study that examined a mediated model to understand how organisational factors such as SHRPP and OC can impact on the affective attitudes of HR managers towards promoting women in the organisational leadership roles.

A multiple-criteria approach to human resource management assessment in organizations with respect to industry

Kybernetes ◽  
2017 ◽  
Vol 46 (3) ◽  
pp. 419-432 ◽  
Author(s):  
Vesna Čančer ◽  
Simona Šarotar Žižek
Keyword(s):  
Factor Analysis ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Multiple Criteria Decision Making ◽  
Multiple Criteria ◽  
Human Resource Managers ◽  
Holistic Model ◽  
Content Type ◽  
Resource Managers

Purpose This paper aims to develop a multiple-criteria model for the assessment of human resource management (HRM), focusing on groups of organizations with respect to industry. Design/methodology/approach The approach presented in this paper follows the framework procedure for multiple-criteria decision-making based on the Quantified Dialectical Systems Theory. It considers the factor analysis results in structuring the problem. By considering several experts’ judgments already when measuring the importance of criteria, it enables respondents to omit those sets of criteria for which they are neither experts nor responsible. Findings The paper shows that the factor analysis results can also be used in structuring the multi-dimensional concept in multiple-criteria model for assessing HRM – a step forward to multi-methodology. The obtained aggregate values show human resource managers the key success and failure factors to adopt an integrated/requisitely holistic and innovated strategy related to HRM in organizations. Research limitations/implications The approach presented in this paper helps managers in developing and implementing a requisitely holistic model of HRM, adapted to several groups of organizations, such as with respect to their industry, in any country. Practical implications This paper provides recommendations for HRM in organizations. Originality/value This paper fills the gap in the research on multiple-criteria HRM assessment in organizations with respect to their industry by developing a multiple-criteria model for the assessment of HRM in groups of organizations, with application based on their industries.

Effects of Green HRM and CEO ethical leadership on organizations' environmental performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shuang Ren ◽  
Guiyao Tang ◽  
Susan E. Jackson
Keyword(s):  
Human Resource ◽  
Ethical Leadership ◽  
Environmental Performance ◽  
Chief Financial Officers ◽  
Human Resource Managers ◽  
Upper Echelon ◽  
Content Type ◽  
Resource Managers ◽  
Organizational Condition ◽  
Green Human Resource Management

PurposeThis study proposes and tests a model grounded in resource-based theory to describe how the formal rules embedded in an organization's green human resource management (GHRM) combine with informal cues communicated by members of the firm's upper echelon, including the CEO and members of the top management team (TMT), to affect a firm's environmental performance.Design/methodology/approachMulti-source data were collected from 240 human resource managers, chief financial officers and CEOs in 80 firms.FindingsThe results show that CEO ethical leadership moderates the positive relationship between GHRM and TMT green commitment, which in turn mediates the relationship between GHRM and firms' environmental performance.Originality/valueThe tested importance of CEO ethical leadership as an organizational condition that amplifies the effectiveness of strategically aligned HRM systems offers new theoretical insights to advance HRM scholarship.

How effective are disability sensitization workshops?

2018 ◽  
Vol 40 (1) ◽  
pp. 58-74 ◽  
Author(s):  
Mukta Kulkarni ◽  
K.V. Gopakumar ◽  
Shivani Patel
Keyword(s):  
Human Resource ◽  
Design Methodology ◽  
Prior Experience ◽  
Behavioral Changes ◽  
Organizational Level ◽  
Human Resource Managers ◽  
Negative Attitudes ◽  
Content Type ◽  
Group Boundaries ◽  
Resource Managers

Purpose Organizations are increasingly investing in disability-specific sensitization workshops. Yet, there is limited understanding about their hoped outcomes, that is, increased knowledge about disability-related issues and behavioral changes with respect to those with a disability. The purpose of this paper is to examine the effectiveness and boundaries of disability-specific sensitization training in organizations. Design/methodology/approach This is an interview-based study where 33 employees from five industries across India were interviewed over the span of a year. Findings The findings suggest that sensitization workshops are successful with regard to awareness generation. Paradoxically, the same awareness also reinforced group boundaries through “othering.” Further, workshops resonated more so with individuals who already had some prior experience with disability, implying that voluntary sensitization is likely attracting those who have the least need of such sensitization. The findings also suggest that non-mandated interventions may not necessarily influence organizational level outcomes, especially if workshops are conducted in isolation from a broader organizational culture of inclusion. Originality/value The present study helps outline effects of sensitization training initiatives and enhances our understanding about how negative attitudes toward persons with a disability can be overcome. The study also indicates how such training initiatives may inadvertently lead to “othering.” Finally, this study offers suggestions to human resource managers for designing impactful disability sensitization workshops.

Conflict resolution styles and personality

2016 ◽  
Vol 65 (6) ◽  
pp. 792-810 ◽  
Author(s):  
Leila Canaan Messarra ◽  
Silva Karkoulian ◽  
Abdul-Nasser El-Kassar
Keyword(s):  
Conflict Resolution ◽  
Personality Traits ◽  
Human Resource ◽  
Moderating Effect ◽  
Human Resource Managers ◽  
Content Type ◽  
Conflict Resolution Styles ◽  
Resource Managers ◽  
Conflict Handling ◽  
The Relationship

Purpose – Conflict in the workplace creates a challenge for many of present day managers. The purpose of this paper is to explore the moderating effect of generations X and Y on the relationship between personality and conflict handling styles. Design/methodology/approach – The study is conducted using a sample of 199 employees working in the electronic retail sector in a non-Western culture. The five-factor model of personality traits is used to measure personality, while conflict styles are measured using Rahim’s Organizational Conflict Inventory II. Findings – Results indicate that generations X and Y moderate the relationship between specific personality traits and conflict handling styles. Research limitations/implications – This study investigated the moderating effect of generations X and Y on a sample of employees within the electronic retail service sector in Lebanon. It is recommended that future research examine such a relationship in other sectors and cultures for generalizability. Since generation Z (born in the late 1990s) will soon be entering the job market, further studies should include this cohort when investigating the relationships. Finally, for a deeper understanding of the relationship, it is advisable to use both qualitative and quantitative data collection methods. Practical implications – The understanding of what influences an individual’s choice regarding his/her choice of conflict resolution styles is of great use to supervisors in general and human resource managers in particular. This will assist in developing training programs that help employees acquire the appropriate skills necessary to control their impulses in a conflict situation. Training should comprise conflict resolution and communication skills that could help bridge the gap between generations. Effectively managing generational conflict in the workplace can positively contribute to the level and frequency of future conflicts, which in turn, can lead to favorable organizational outcomes. Originality/value – Earlier research that examined the relationship between personality and conflict management styles have found varying results ranging from weak to strong relationships. The understanding of what influences an individual’s choice of which management style he/she chooses is of great use for managers in general and human resource managers in particular. This study showed that the inconsistency could be the result of some factors that moderate this relationship. The age of individuals contributes to the strength or the weakness of the various relationships between personality and conflict handling styles. Findings suggest that generations X and Y do not moderate the relationships among the personality traits and the dominating and obliging conflict styles. They do, however, have varying moderating effects on the relationships between specific personality traits and the integrating, avoiding, and compromising styles.

Getting nowhere, going elsewhere: the impact of perceived career compromises on turnover intentions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dirk De Clercq
Keyword(s):  
Human Resource ◽  
Turnover Intentions ◽  
Human Resource Managers ◽  
Personal Factors ◽  
Content Type ◽  
Career Compromise ◽  
Resource Managers ◽  
Conditional Effects ◽  
The Individual ◽  
The Impact

PurposeThe purpose of this article is to investigate the unexplored relationship between employees' perceptions that they have made compromises in their careers (i.e. perceived career compromise) and their turnover intentions, as well as how it might be moderated by two personal factors (materialism and idealism) and two contextual factors (abusive supervision and decision autonomy).Design/methodology/approachSurvey data were collected among employees who work in the education sector in Canada.FindingsEmployees' frustrations about unwanted career adjustments lead to an enhanced desire to leave their organization. This process is more likely among employees who are materialistic and suffer from verbally abusive leaders, but it is less likely among those who are idealistic and have more decision autonomy.Practical implicationsFor human resource managers, these results provide novel insights into the individual and contextual circumstances in which frustrations about having to compromise career goals may escalate into the risk that valuable employees quit.Originality/valueThis study contributes to human resource management research by detailing the conditional effects of a hitherto overlooked determinant of employees' turnover intentions, namely, their beliefs about a discrepancy between their current career situation and their personal aspirations.

scholarly journals Why minimum wage order implementation is a challenge to human resource managers in Langkawi hotels

2016 ◽  
Vol 10 (2) ◽  
pp. 191-204 ◽  
Author(s):  
Rozila Ahmad ◽  
Noel Scott ◽  
Rohana Abdul-Rahman
Keyword(s):  
Minimum Wage ◽  
Human Resource ◽  
Wage Rate ◽  
Structured Interview ◽  
Employee Productivity ◽  
Human Resource Managers ◽  
Content Type ◽  
Resource Managers ◽  
The Government ◽  
Hotel Managers

Purpose This paper aims to explore the human resource (HR) challenges faced by hotel managers in Langkawi due to the implementation of the minimum wage order (MWO). Design/methodology/approach This study collected qualitative data from 18 managers and two owners from 19 hotels of various sizes and levels of service, including budget and boutique resorts on Langkawi Island, Malaysia. A semi-structured interview was used to ask the question “What are the challenges faced by hotel managers due to the implementation of an MWO?” Findings The challenges faced by the managers are: low employee productivity levels, many employees with a salary below the minimum wage rate, difficulty paying staff because of low revenue and conflicting laws and guidelines relating to the issues related to the service charge. Research limitations/implications This study provides an initial qualitative exploration of an important current legal development bearing on hotel managers in Malaysia. It provides some initial findings from Langkawi, but the findings may not represent the attitudes of hotel managers in other parts of Malaysia. Practical implications This study contributes to HR management literature by providing an insight into challenges faced by hotel managers in a developing country. To the managers, the MWO guideline is a serious challenge, as some of their employees are not productive enough to be paid at the minimum wage rate. To address the increasing labour cost, some have turned to the employment of foreign workers, whereas others have increased their casual employee numbers. These insights may serve to guide policy-makers and hotel managers in other developing countries that are planning to introduce an MWO. Social implications For the MWO to be effective, it is crucial for the government to develop effective guidelines for its implementation and for hotel employees amongst the Langkawi community to increase their level of productivity. Originality/value The Malaysian MWO policy was introduced in 2012. The policy affects employees’ remuneration and provides a challenge in implementation for the Malaysian hotel industry, especially in Langkawi. Although many studies on MWO implementation have focused on unemployment, this study provides the managers’ perspective on the challenges faced due to the implementation of this policy and identifies reasons why the unemployment rate for local workers may increase after the implementation of an MWO.

An Emergent Taxonomy of Public Personnel Management: Exploring the Task Environment of Human Resource Managers in Spanish Local Government

2018 ◽  
Vol 47 (4) ◽  
pp. 445-471 ◽  
Author(s):  
Justo Herrera ◽  
Daniel M. Miller
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Strategic Human Resource Management ◽  
Human Resource Managers ◽  
Policy Integration ◽  
Resource Managers

This study presents a taxonomy for public personnel management based on emergent profiles of local human resource managers in Spain. The analysis focuses on the task environments of managers defined by three salient constructs from strategic human resources management research. Specifically, this study looks at the level of participation of human resource managers in strategic-level policy-making processes, vertical and horizontal policy integration, and the flexibility of human resource managers in interpreting and implementing key functions of personnel management (i.e., recruitment, hiring, and remuneration). The results yield five distinct profiles that describe different approaches of human resource management. The five profiles include Technical Administrative (TA); Technical Functional (TF); Managerial Administrative (MA); Managerial Functional (MF); and Strategic Executive (SE). The profiles are not a linear typology of human resource management practices. However, they do fit within a larger theoretical framework that captures central constructs of strategic human resource management (SHRM).

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