scholarly journals A New Model for Assessing Human Resources with Using the Business Excellence Model

2016 ◽  
Vol 64 (4) ◽  
pp. 1295-1301
Author(s):  
Davood Barzegari
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Data Gathering ◽  
The Other ◽  
The People ◽  
Business Excellence ◽  
Improvement Programs ◽  
The Subject

The main objective of this research is to present a model to assess the situation of human resource management.To do this, the Organizational Excellence Model of performance appraisal has been selected among the other models. Thus, based on the criteria of the model, we will present a model to assess the performance of the human resource. Moreover, equipped with the mentioned model, the research will evaluate the existing gap in the human resource management of the studied organization and will offer some suggestions to improve the situations. In current era, the organizations will survive who can be responsible for the needs and wants of their customers and beneficiaries. Using such models the organizations can evaluate the rate of their success in administering the improvement programs at different periods of times at one hand, and compare their performance with other (and best) organizations at the other hand. This research is an applied research in its objective, and it is a descriptive‑analytic one in its data gathering. Since the subject of the research has been available for the researchers and the study has being done at the place of the research, so it is a field study. According to the findings of the research, the deepest gap is observable in the results of the customers and “human resource management customer results” and the “people results”.

scholarly journals Human Resource Management: A Critical Analysis

1970 ◽  
Author(s):  
Joanna Cullinane
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Critical Analysis ◽  
Industrial Relations ◽  
The Other ◽  
Management Theory ◽  
Western World ◽  
Employment Relationships ◽  
The Subject

Since the 1970-BOs, employment relationships in the western world have been influenced by the emergence of human resource management (HRM) which has, to some degree, challenged the existing order- industrial relations (IR). The debate resulting from the emergence of HRM has kept the academic presses churning. At one Level, there is a 'co-existence' debate which explores the likelihood that HRM will supplant IR. At another Level, debate focuses on the 'distinctiveness' of HRM from IR and/or personnel management theory. However, the debates between the HRM and IR fields have only been intra-discourse; HRM literature has been almost silent on the subject of IR, while IR has had little to say about HRM. This, despite the fact that it could be argued that IR and HRM are simply different views of the same set of phenomena. Neither the HRM nor IR fields seem able to incorporate the strengths of the other. By mapping the underlying paradigms of these two fields, this paper explores the question: 'What makes the fields of HRM and IR unable to articulate?'

scholarly journals PERSONNEL AUDIT PROCESS

2012 ◽  
Vol 10 (1) ◽  
pp. 25-37
Author(s):  
Wojciech Pająk
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Subject Matter ◽  
Research Methodology ◽  
Internal Audit ◽  
The Other ◽  
Audit Process ◽  
Other Hand ◽  
The Subject

Audit is one of the basic issues in organisation and management. It consists of a number of constituent problems. One of them is the problem of research methodology. On the other hand, internal audit plays an increasingly important role in improvement of the functioning of an organisation . An attempt to apply the concept of internal audit for the purposes of diagnosing human resource management is the subject matter of this paper. Apart from the problems strictly related to the essence of methodology of personnel audit, an attempt was made to determine the problem range determined by this audit.

The relationships between Human Resource Practices on Employee Retention in Malaysian Industrial Settings

2013 ◽  
Vol 1 (2) ◽  
pp. 09-20
Author(s):  
Kim Lian Lee ◽  
Sarvanan Singram ◽  
Christopher Luke Felix
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Employee Retention ◽  
Management Practices ◽  
Human Resource Practices ◽  
Manufacturing Companies ◽  
Hrm Practices ◽  
Human Resource Management Practices

Objective - The study explores the relationships between human r esource management practices on employee retention in Malaysian industrial setting s . The human resource management practices such as selection, training and development, performance appraisal and reward were considered in this study as the main factors that impact the employee retention in an organization Methodology/Technique - All d ata used in th is study consist s of respondents of executives and managers in manufacturing companies located in Klang Valley, Malaysia. Data processing and statistical analyses were mainly carried out using SPSS. Reliability test was used to check the con sistency and dimensionality of the scale items. P e a rson Intercorrelation was used to measure the associations among the human resource practices and employee retention and Multiple Regression Analysis to check the criterion - related validity of the scale i tems and to complement the correlation results. Findings - Data from 151 respondents from various industries show ed that the reward was most correlated with employee retention. This is followed by performance appraisal, in which fair and inclusive appraisa l leads to better retention. On the contrary, selection was found to have least significance relationship with employee retention. Novelty - The contribution of the study is in asserting some findings for human resource manager to understand the importanc e of an effective HRM practices on employee retention in the manufacturing industry. Apart from that, this research provides an understanding of some important elements in human resource management practices that are more effective in employee retention. Type of Paper - Empirical Type of Paper - HRM Practices; Employee Retention; Relationship; Significance .

Student leadership programme: igniting the young minds

2022 ◽  
Vol 12 (1) ◽  
pp. 1-20
Author(s):  
Mihir Ajgaonkar
Keyword(s):  
Leadership Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Urban Poor ◽  
Career Guidance ◽  
Ground Level ◽  
The Other ◽  
Ethical Behaviour ◽  
Content Type

Learning outcomes This case will help students to understand the following: Develop a basic understanding of competency building processes. Learn about the mentoring process and its application in leadership development. Develop awareness about the methodology for assessment of the effectiveness of training. Case overview/synopsis Dr A. R. K. Pillai founded the Indian Leprosy Foundation in 1970 in response to the national call by late Mrs Indira Gandhi, prime minister of India, to the public-spirited people to take up leprosy eradication. It collaborated with international agencies to reduce leprosy drastically in India from four million, in 1982 to around a hundred thousand cases in 2006. In 2006, the Indian Leprosy Foundation was renamed as Indian Development Foundation (IDF) as the trustees decided to expand the work of IDF in the areas of health, children’s education and women’s empowerment. Dr Narayan Iyer, Chief Executive Officer (CEO) of IDF initiated a leadership development intervention called the Students’ leadership programme (SLP) for children in the age group of 12 to 14, from the urban poor households in 2014. It was a structured mentoring programme spanning over three months in collaboration with the schools. It aimed at incubating skills in the areas of leadership, teamwork, personality, behavioural traits and provided career guidance. It had a humble beginning in 2014 with a coverage of 50 students. Initially, IDF welcomed executives from the corporate sector as mentors. As there was a need to rapidly expand the scope of SLP to the other cities of India, IDF tied up with the graduate colleges and invited the students to be the mentors. The other objective behind this move was to create social awareness among the students from more affluent strata of society. IDF was able to dramatically increase the participation of the students through SLP by approximately up to 100,000 by 2020. However, rapid progress threw up multiple challenges. The teachers complained about the non-availability of the students for regular classes to teach the syllabus as the students were busy with SLP. The schools forced IDF to shorten the duration of SLP to two months. Also, many undergraduate mentors were unable to coach the participants due to lack of maturity and found wanting to strike a rapport with them. There was a shortage of corporate executives who volunteered for the mentoring, due to work pressures. Dr Narayan, CEO & National Coordinator and Ms Mallika Ramchandran, the project head of SLP at IDF, were worried about the desired impact of SLP on the participants and its sustainability due to these challenges. So, with the support of Dr Narayan, she initiated a detailed survey to assess the ground-level impact of SLP. The objective was to get clarity about what was working for SLP and what aspects needed to improve, to make the programme more effective. Overall feedback from the survey was very positive. The mothers had seen very positive changes in the participants’ behaviour post-SLP. The teachers had specific concerns about the effectiveness of undergraduate mentors. The need for a refresher course to inculcate ethical behaviour and the inadequacy of the two-month duration of the SLP to reinforce values were highlighted. Respondents also voiced the requirement to build responsible citizenship behaviours among the participants. Mallika was all for preparing a model to further enhance the effectiveness of SLP. Dr Narayan and Mallika embraced the challenge and they were raring to go to develop SLP as a cutting-edge leadership programme and to take it to new heights. Complexity academic level This case can be used in courses on human resource management in postgraduate and graduate management programmes. It can also be used in the general and development management courses and during executive education programmes to teach methodologies for evaluating the effectiveness of the training interventions, with emphasis on the voluntary sector. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

scholarly journals Concept Paper on The Efficacies and Twist of Human Resource Management future with the New Era of Coronavirus Pandemic (Covid-19) for Organisational and Institutional Action

2021 ◽  
Vol 2 (4) ◽  
pp. 288-321
Author(s):  
Abdul-Kahar Adam ◽  
Isaac Yaw Manu
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
New Era ◽  
The People ◽  
Human Resource Management Practices ◽  
New Directions ◽  
International Hrm ◽  
Institutional Challenges

The essence of this paper is eminent to advance the study of Human Resource Management (HRM) in the profound new directions that has been introduced due to the covid-19 pandemic. This particular review elaborates on the following such as: Challenges Caused by Covid-19 to HRM Principles and Practice, HRM Outlook within Continents in this Coronavirus Pandemic, How Information Technology can still grow HRM in new Practices, The Case of HRM Practice in Developing World with Covid-19, How Both National and International HRM Practice is portrayed with Covid-19, Moving Forward with HRM Practice and Covid-19, and Organisational and Institutional Challenges and Demands in HRM Policies and Law. The general conclusion with this new Human Resource Management is associated with massive application of technology that Human Resource Management practices in various organisational operations and ways of doing things in the traditional HRM way has changed. Many of the roles are been performed remotely using internet and relevant HRM laws, applications and policies to deliver in managing work and the people. This is eminent for HRM practitioners and professionals to further educate and train themselves in this covid-19 era to avert themselves with the new principles instituted by organisations and governments in the area of HRM of activities and people. In this review the HRM is been twisted and thereby its efficacies are challenged which is why this new study is important to the practitioners and professionals to adapt and/or adopt.

Six Sigma in Human Resources

2017 ◽  
pp. 242-269
Author(s):  
Sushree Lekha Padhi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Six Sigma ◽  
Management Practices ◽  
Full Potential ◽  
Support Functions ◽  
Business Excellence ◽  
Customer Delight ◽  
Voice Of Customer

HR business partner, Business Excellence are some buzzwords in the industry nowadays. Profitability and efficiency are being driven through various strategic initiatives aligned to the vision of the organization. Customer satisfaction is now being replaced by customer delight. Organizations are taking steps ahead of voice of customer. The consumer insights are thoroughly analyzed and interpreted. Data analytics is not restricted to only finance and operation functions but are widely used across the support functions along with line functions. Human resource is now considered as an asset. Organizations are also trying to find out ways to capitalize the full potential of human asset. Various tools and methodologies are paving its way to bring efficient human resource management practices. Six Sigma is one of the tools, which is booming into the application space of Human Resource Management. Six Sigma is being considered as a business process and is helping the in shaping and improving their bottom line by designing and monitoring various activities to reduce the defects.

Six Sigma in Human Resources

2022 ◽  
pp. 867-890
Author(s):  
Sushree Lekha Padhi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Six Sigma ◽  
Management Practices ◽  
Full Potential ◽  
Support Functions ◽  
Business Excellence ◽  
Customer Delight ◽  
Voice Of Customer

HR business partner, Business Excellence are some buzzwords in the industry nowadays. Profitability and efficiency are being driven through various strategic initiatives aligned to the vision of the organization. Customer satisfaction is now being replaced by customer delight. Organizations are taking steps ahead of voice of customer. The consumer insights are thoroughly analyzed and interpreted. Data analytics is not restricted to only finance and operation functions but are widely used across the support functions along with line functions. Human resource is now considered as an asset. Organizations are also trying to find out ways to capitalize the full potential of human asset. Various tools and methodologies are paving its way to bring efficient human resource management practices. Six Sigma is one of the tools, which is booming into the application space of Human Resource Management. Six Sigma is being considered as a business process and is helping the in shaping and improving their bottom line by designing and monitoring various activities to reduce the defects.

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