scholarly journals Surviving Covid‐19: The Role of Human Resource Managers in Shaping Organizational Responses to Societal Paradox

2021 ◽  
Author(s):  
Layla Branicki ◽  
Senia Kalfa ◽  
Stephen Brammer
Keyword(s):  
Human Resource ◽  
Human Resource Managers ◽  
Organizational Responses ◽  
Resource Managers

scholarly journals The views of HR practitioners on ethical issues within organisations: A South African perspective

2014 ◽  
Vol 9 (4) ◽  
pp. 413-428
Author(s):  
R Wordsworth ◽  
BJ Erasmus
Keyword(s):  
South African ◽  
Human Resource ◽  
Ethical Issues ◽  
Ethical Behaviour ◽  
Human Resource Managers ◽  
Human Resource Professionals ◽  
Human Resource Department ◽  
Resource Managers ◽  
African Perspective

This article reports on the results of a survey conducted among human resource practitioners in South Africa regarding their involvement in and experience of business ethics and unethical behaviour in their organisations. The results of the study concur with the theoretical perception that human resource managers have an important role to play in the institutionalisation of good ethical behaviour in the organisation, with the majority of respondents reporting that the human resource department is a primary resource for ethical initiatives and that human resource professionals are involved in the formulation of ethics policies. The article provides some insights in terms of the role of the human resource managers in the management of ethics. In so doing, an attempt is made to address the question of whether human resource managers should be the drivers of ethics initiatives in the organisation.

Professional roles of hr manager: Modern look

2016 ◽  
Vol 10 (1) ◽  
pp. 155-164 ◽  
Author(s):  
Татьяна Богачева ◽  
Tatyana Bogacheva
Keyword(s):  
Human Resource ◽  
Business Strategy ◽  
Professional Role ◽  
Main Task ◽  
Human Resource Managers ◽  
Management Skills ◽  
Management Tools ◽  
Resource Managers ◽  
Management Processes

The necessity for specialists in the field of human relations arises when management companies and their personnel need for an intermediary regulation of social and labor issues. Appointments that are similar in function to the duties of the modern HR-specialists emerged in the early twentieth century. At that time the main task of human resource managers included the rapid accumulation of experience and knowledge, the mastering of management tools. Later, many companies felt the need to form a comprehensive human resource management systems: motivation, adaptation, evaluation, effectiveness of staff and others. Professional role of HR manager in modern conditions increases significantly and includes everything that is connected with the activities of personnel at the enterprises. This places HR-specialists before challenges to adapt to rapid changes in the external environment of the organization, to adapt the management skills to the aims and objectives of the rapidly developing business. Currently, at the enterprises with established management processes came to the fore "soft factors", so-called virtual reality business, when main attention is paid to the climate in the team, staff loyalty, values and motivational settings of employees. The use of these factors demands from the НR manager the acquisition and expansion of professional competences. Modern HR-specialist should be able to make decisions and take responsibility, to convince and lead the team. HR manager has moved to the rank of equitable manager, which may affect a business strategy of company. His professional role in tourism enterprise has increased, and it forces HR-manager to work on his image, improve his professional skills and develop personal qualities.

A Study of the Perceptions of the Labour Market by Human Resource Managers in the UK Hotel Industry: A Cognitive Approach

2000 ◽  
Vol 2 (3) ◽  
pp. 232-241 ◽  
Author(s):  
Julie Gore ◽  
Michael Riley
Keyword(s):  
Labour Market ◽  
Human Resource ◽  
Cognitive Task ◽  
Human Resource Managers ◽  
Cognitive Approach ◽  
Human Resource Manager ◽  
Resource Managers ◽  
Hr Managers ◽  
The Uk

It is reasonable to assume that if the labour market is the dominant force in labour management then the significance of the role of the human resource manager lies in the position it holds at the intersection between the external and the internal market, with recruitment as the joining process. This paper describes a qualitative investigation of hotel human resource managers' perceptions of their labour market environment using the process of recruitment as a vehicle to explore cognitive processes. A cognitive task analysis was completed which utilised four interview methods: task diagram; knowledge audit; simulation interview; and repertory grid. The findings show that the HR managers conform to the appellation of ‘expert’ in that they would use few and simple rules in making decisions. They also assume that the labour market will always provide and that perceptions of what goes on inside the organisation are quite separate. In other words there is both an industry and in organisational perspective at work.

Benefit flexibility and benefit satisfaction: does employee’s personality matter?

2017 ◽  
Vol 46 (1) ◽  
pp. 2-16 ◽  
Author(s):  
José Manuel de la Torre-Ruiz ◽  
Maria Dolores Vidal-Salazar ◽  
Eulogio Cordón-Pozo
Keyword(s):  
Personality Traits ◽  
Human Resource ◽  
Moderating Effect ◽  
Human Resource Practices ◽  
Human Resource Managers ◽  
Content Type ◽  
Internal Locus Of Control ◽  
Resource Managers ◽  
The Relationship

Purpose Although previous studies have analyzed the affective reaction of employees toward benefits, results remain inconclusive. The purpose of this paper is to pay specific attention to the flexibility of benefit systems and analyze whether the effect of this flexibility on employee’s benefit satisfaction is moderated by employees’ personality traits. Design/methodology/approach The data of this study have been collected from a sample of 874 employees working in Spanish firms, through survey. The data were analyzed using partial least squares modeling. Findings The results of this study show how self-efficacy has a negative moderating effect on the relation between benefit flexibility and benefit-level satisfaction. Similarly, the authors find a negative moderating effect of internal locus of control on the relationship between benefit flexibility and benefit determination satisfaction. Research limitations/implications Future studies should consider other personality traits that have an even stronger moderating effect. Practical implications This paper sheds some light on how the flexibility of benefit systems can be an effective source of satisfaction and what kind of employees can be more satisfied with them. For human resource managers, it is necessary to know how differently employees react to human resource practices in order to be able to effectively adjust these practices to the appropriate employees. Originality/value This work contributes to human resource literature by analyzing some personality traits that may condition the effectiveness of benefit systems. In this sense, it responds to recent calls asking for more studies aimed at analyzing the role of the employees on the effectiveness of human resource practices.

scholarly journals The impact of organizational culture on the employee intention to stay and the mediating role of remuneration

2020 ◽  
Vol 3 (4) ◽  
pp. 367-378
Author(s):  
Tran Thi Ai Cam
Keyword(s):  
Organizational Culture ◽  
Human Resource ◽  
Structural Model ◽  
Future Research ◽  
Human Resource Managers ◽  
Intention To Stay ◽  
Mediating Role ◽  
Resource Managers ◽  
The Impact

This study investigates the mediating role of remuneration in the impact of organizational culture (i.e. clan, adhocracy, hierarchy and market) on the intention to stay of employees in the information technology (IT) sector. The research model in this paper is developed from previous studies on organizational culture and human resource management. A survey was conducted between May and July 2017 on employees of 25 IT companies in Vietnam, yielding 600 valid responses. On this sample we use confirmative factor analysis and structural model for quantitative analysis. The results indicate that adhocracy culture and market culture have a significant and direct impact on employees’ intention to stay. Meanwhile, remuneration plays a mediating role in these relationships. On the contrary, the relationships between clan culture and hierarchy culture with intention to stay are not statistically significant. These results offer theoretical and practical contributions to human resource managers and references for future research.  

scholarly journals Saving Employee Engagement: Emergent Strategies in Response to Externally Mandated Change

2021 ◽  
Vol 9 (2) ◽  
pp. 214-223
Author(s):  
Matthew Vanschenkhof ◽  
Matthew Houseworth ◽  
Lorin Walker ◽  
Scott Smith
Keyword(s):  
Employee Engagement ◽  
Human Resource ◽  
Large Scale ◽  
Employee Morale ◽  
Human Resource Managers ◽  
Organizational Responses ◽  
Mandated Change ◽  
Resource Managers ◽  
Fair Labor Standards Act ◽  
Strategic Factors

This study discusses critical strategic factors associated with concerns over implementation of the Fair Labor Standards Act (FLSA) mandate of December 2016. Emergent Human Resources (HR) strategies developed by human resource managers were investigated, as well as how these managers influenced issues directly linked with employee engagement, communication, employee status, and organizational responses. Interviews were facilitated less than four months prior to the mandate’s implementation. Investigators found the FLSA mandate created concerns for human resource managers based on current organizational practices, compensation, and bonus structures, as well as employee morale challenges. Specific findings included a desire for organizational communication concerning changes due to the mandate, but a universal lack of strategic planning or implementation of a process to preserve employee engagement. Further, HR management concerns regarding employee morale and consequent action were investigated, as a change in status from exempt to non-exempt would be perceived as a demotion by most employees. This research finds that the ability to communicate changes with constituents, help manage implementation for HR employees, care for morale and cultural repercussions, and demonstrate fairness in compensation are critical factors to consider for a large-scale change and implementation in HR policy due to sweeping regulatory changes.

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