Accountant’s Writing Skills: A Needs Analysis

2017 ◽  
Vol 1 (1) ◽  
Author(s):  
Noraziah Azizan ◽  
Nora Harun
Keyword(s):  
Human Resource ◽  
Writing Skills ◽  
Accounting Students ◽  
Human Resource Managers ◽  
Kuala Lumpur ◽  
Resource Managers ◽  
Bank Staff ◽  
Points Of View ◽  
Hr Managers ◽  
English Subject

The purpose of the present study is to examine the importance of key writing skills needed by accounting executives at the workplace. The results may benefit the syllabus designer to plan and to specify the syllabus content for English subject to enable accounting students to function well in their potential workplaces later. The study investigates from two different points of view; the opinions and expectations of HR managers and the opinions of employees/ staff (their experiences). Questionnaires were distributed to Human Resource Managers at 37 bank headquarters in Kuala Lumpur and 38 bank staff from selected banks. The findings show significant differences in the opinions of HR managers and employees regarding the writing needs of accountants at the workplace.

scholarly journals Human Resource Managers Views on Implementing Work-Life Balance

1970 ◽  
Author(s):  
Lisa Mohn
Keyword(s):  
Human Resource ◽  
Work Life ◽  
Work Life Balance ◽  
Human Resource Managers ◽  
Structured Interviews ◽  
Life Balance ◽  
Tertiary Institutions ◽  
Resource Managers ◽  
Hr Managers ◽  
Stable Categories

This paper focuses on the views of Human Resource (HR) managers about the implementation of work life balance (WLB) initiatives. Increasingly, WLB has become an important part of employment relations discussion and knowledge. The literature presents two key themes in terms of how this is implemented in practice. Firstly there was a corporate theme, where WLB is developed and applied from within the organisation. In the second theme WLB is developed and applied in tripartite partnership. The literature showed the New Zealand (NZ) experience is confused as to which path it is following. Thus, the purpose of this study was to explore the views of HR managers in NZ government funded tertiary institutions about the implementation of WLB practices. The research involved 3 in-depth, semi-structured interviews, which were then transcribed, analysed and compared until stable categories emerged. The findings reflected the confusion found in the literature. Approaches and knowledge of WLB were standardised and essentially uniform; there was much pride and satisfaction in achievements, both individual and corporately: and despite being government funded, the organisations reflected a corporatist theme in their approach to WLB. In summary, regardless of the rhetoric of WLB as positive to workers regaining balance in their lives, the research showed in practice it was 'a wolf in sheep's clothing' -- more beneficial for the organisations in terms of increasing worker productivity, than for the workers.

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.

Human Resource Managers’ Attitudes Toward Utility Analysis

2013 ◽  
Vol 12 (3) ◽  
pp. 152-156 ◽  
Author(s):  
Cornelius J. König ◽  
Flurin Bösch ◽  
Amir Reshef ◽  
Silvan Winkler
Keyword(s):  
Human Resource ◽  
Human Resource Managers ◽  
Utility Analysis ◽  
Resource Managers ◽  
Utility Information ◽  
Hr Managers

Although utility analysis (UA) could be an important tool to show the utility of human resource (HR) activities, little is known about its usage. Only Macan and Highhouse (1994) showed that it is used by nearly half of the surveyed US industrial/organizational psychologists and HR professionals. As an extended and refined update of this study, we surveyed Swiss HR managers about their UA usage. Furthermore, we tried to replicate the predictors of the attitude toward UA indicated by Macan and Highhouse’s exploratory results, and used previous theorizing to add predictors. The results revealed that only 8% HR managers used UA. The demand for utility information, the plausibility of UA, and the nonuse of other utility approaches were significant predictors.

Schematic analysis of job application letters by Malaysian graduates

2021 ◽  
Vol 30 (1) ◽  
pp. 72-79
Author(s):  
Geraldine De Mello ◽  
Isai Amutan Krishnan ◽  
Nalini Arumugam ◽  
Mohammad Nor Afandi bin Ibrahim ◽  
Misyana Susanti Husin @ Ma’mor ◽  
...  
Keyword(s):  
Human Resource ◽  
Analysis Approach ◽  
Human Resource Managers ◽  
Kuala Lumpur ◽  
Resource Managers ◽  
Job Application

This study applied a “moves analysis” approach to examine job application letters written by 25 Malaysian graduates obtained from an outsourcing organisation in Kuala Lumpur, Malaysia. The letters were analysed as to whether they adhered to the seven aspects of the “moves structure” used to analyse job applications (i.e. establishing credentials, introducing candidate, detailing advantages, enclosing relevant documents, ending appropriately, offering incentives, and using pressure tactics). Additionally, interviews were held with five human resource managers from five different organisations. From the interviews, the managers emphasised that it was important that job application letters should contain at least five of the seven moves from the framework. The findings obtained revealed that Malaysian graduates employed five out of the seven strategies from the moves structure and had covered the basic format of the job application letter. Most applicants omitted Move 5 (using pressure tactics), but the findings suggest that this variation did not hinder the communicative purpose of the letters.

scholarly journals Human Resource Management and Nudging: An Experimental Analysis on Goal Settings in German Companies

2017 ◽  
Vol 9 (9) ◽  
pp. 147 ◽  
Author(s):  
Mara Grunewald ◽  
Andrea Hammermann ◽  
Beate Placke
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Control Group ◽  
Human Resource Managers ◽  
Potential Productivity ◽  
Resource Managers ◽  
Performance Based Pay ◽  
And Performance ◽  
One Year ◽  
Hr Managers

We analyse how human resource managers and directors in German companies can become aware of the application of incentive systems like goalsetting and performance-based pay. In particular, we analyse to what extent a nudge can increase the interest of experts in goalsetting and performance-based pay. The nudge consists of giving information concerning the diffusion rate of goalsetting and performance-based pay, as well as the potential productivity increase. In fact, surveyed HR managers who received the information reported a higher interest in goalsetting and performance-based pay compared to the control group of HR managers without such information. Furthermore, the study showed a consistent answering behaviour between statements about intended activities with the performance management and statements about the actual implementation one year later.

scholarly journals How Green the Human Resource Managers Are?: Perspectives of HR Managers From a Climate Change Victim Region

2020 ◽  
Vol 2 (4) ◽  
Author(s):  
MAEEN UDDIN
Keyword(s):  
Climate Change ◽  
Human Resource ◽  
Manufacturing Industry ◽  
Extensive Study ◽  
Management Support ◽  
Human Resource Managers ◽  
Hrm Practices ◽  
Resource Managers ◽  
To Come ◽  
Hr Managers

Current environmental crises make us vulnerable to disasters and tragedies. With environmental problems mounting up, unless immediately addressed with care, we are surely to be doomed. The objective of this qualitative study is to figure out the level of concern as well as understanding that the organizations have on green aspect of Human Resource Management (Green HRM) and also to get an idea about the real implications of green HRM practices. The aim is to interview HR managers from different organizations, manufacturing in nature as Green concept mostly affect this particular area the most and to get a clear picture about their perspectives on Green HRM practices. HR managers from 10 organizations were interviewed, where the respondents were asked questions for 45-60 minutes by a team of 4-5 members. The questions asked during the interview were probed and found that most of the organizations although seemed well informed about the importance of going green concept, but only a few practice it through their actions in day to day HRM functions. The prime limitation is the size of the sample, an extensive study could be carried out in future. The signal from this study is very evident that organizations are familiar with green concepts, but they lack the motivation and top management support as well as monitoring to put this green concept into action for passing on a sustainable, and healthier environment for the generations to come. This study provides an extensive review of literature where the Green HRM practicality examination was needed to be applied into a climate change victim region and the paper successfully finds out the extent of HR managers perspectives and their actions and also provides guidelines to the manufacturing industry and policy makers. 

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.

Automobile industry managers' views on their roles in environmental sustainability: a qualitative study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kavitha Sathasivam ◽  
Rosmawani Che Hashim ◽  
Raida Abu Bakar
Keyword(s):  
Human Resource ◽  
Automobile Industry ◽  
Environmental Sustainability ◽  
Negative Impact ◽  
Human Resource Managers ◽  
Content Type ◽  
Hrm Practices ◽  
Resource Managers ◽  
Hr Managers ◽  
Practical Implications

PurposeThis paper focusses on the roles and experiences of the human resource managers and safety, health and environment managers in promoting environmental sustainability in automobile industry.Design/methodology/approachThe exploration uses the data generated from ten in-depth interviews with human resource managers as well as safety, health and environment (SHE) managers from three automobile companies.FindingsThree main themes were derived from the inductive analysis in support of environmental sustainability. They comprised environment-oriented perspectives, green human resource management (HRM) practices and supportive mechanisms. These findings served as insights for the HR managers who played a supportive role in environment sustainability. This study also found that Green HRM practices within the automobile industry were confined to green training and development, green rewards, green employee involvement and green orientation.Research limitations/implicationsThe outcome of this study carries implications for managers and businesses in designing a more sophisticated framework for Green HRM practices for their companies so as to achieve a more progressive sustainable goal. For instance, HR managers who are environment-oriented can play a more active role in environmental sustainability. They can participate directly in developing policies by co-partnering with their SHE colleagues. They can encourage and motivate their employees to apply green practices both at work and in their homes. This integration would eventually create a cascading effect that could reduce the industry's negative impact on environment, thereby developing a more environmentally-friendly society.Practical implicationsThis study provided practical implications for both the HR and SHE managers in taking up responsibilities in environmental sustainability. This study also indicated the practical implications for the top management in the automobile industry, especially in the designing of the environmental sustainability framework.Originality/valueThis study contributes to the Green HRM area by understanding and comparing the roles of the HR managers and their counterpart, the SHE managers, in support of environmental sustainability. The comparison would provide a clearer picture on how the implementation of Green HRM can be implemented within the automobile industry.

Challenges HR Managers Facing due to COVID-19 and Overcoming Strategies: Perspectives from Georgia

2020 ◽  
Vol 8 (11) ◽  
pp. 1-18
Author(s):  
Iza Gigauri
Keyword(s):  
Human Resource ◽  
Quantitative Research ◽  
Organizational Response ◽  
Human Resource Managers ◽  
Organizational Responses ◽  
Employee Wellbeing ◽  
Resource Managers ◽  
Supportive Behavior ◽  
Flexible Schedule ◽  
Hr Managers

Purpose - The paper aims to clarify the implications of COVID-19 on organizations and Human Resource Management. The study proposes organizational responses to the pandemic, and outlines how to adapt HRM practices to the new normal. It aims to explore how human resource managers support employees and whether top management has a strategic focus on employee wellbeing during the crisis. Design/methodology/approach - The paper opted for quantitative research method using descriptive research design. The data was collected with the survey. Questionnaires were distributed to the HR managers through the Internet. The response rate is 32%. The gathered data was analyzed through SPSS. Findings - The research provides empirical insights on the challenges organizations are facing due to the pandemic. It sheds light on the decisions Georgian managers took in times of Covid-19. The paper suggests that changes in HR policies will lead to successfully overcome emerged difficulties with remote working, flexible schedule, and employee wellbeing. Research limitations/implications - The research results may lack generalizability due to the small amount of participants in the survey. Therefore, researchers are encouraged to conduct future larger-scale research. Practical implications - The paper includes implications for the development of HRM strategy to adapt to the new reality shaped by the pandemic, and for managing remote working systems considering the employee perspectives. Social implications - The paper contributes to decisions of policymakers and governments regarding the workforce, and to the society for responding the changes.  Originality/value - This paper studied the role of HR managers in employee adaptation to the pandemic state, their perceptions towards organizational response to the crisis, and supportive behavior. 

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