Diversity: A Principie of Human Resource Management

1998 ◽  
Vol 27 (2) ◽  
pp. 175-185 ◽  
Author(s):  
Audrey Mathews
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Workforce Planning ◽  
Human Resource Managers ◽  
Resource Managers ◽  
Strategic Plans ◽  
Management Function ◽  
Human Resources Managers

As more and more organizations implement diversity initiatives, personnel and human resource managers play increasingly significant roles. This arriele explores some of the challenges personnel and human resources managers face implementing diversity. It discusses strategies personnel and human resources managers are employing to address the need for diversity and suggests methods to implement diversity as a principie of human resource management (HRM). These strategies include processes such as diversity audits to identify organizational problems, aligning workforce planning with strategic plans, benchmarking personnel/human resources practices and positioning diversity as a top-level management function. The arricie also examines the benefits of flex management, partnering with management, and educating and training managers/line supervisors to effectively manage diversity.

scholarly journals Human Resource Reforms in Public Administration: The Importance of the Reward System

2017 ◽  
Vol 8 (2) ◽  
pp. 49-58
Author(s):  
Christopher De Freitas Bradley
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Public Administration ◽  
Human Resource ◽  
Reward System ◽  
Employee Motivation ◽  
Monetary Incentives ◽  
Human Resource Managers ◽  
Resource Managers

Abstract Human resource management encompasses administrating and managing human resources or otherwise known as employees. The HR or Human Resources department of any company, whether it be public or private, deals with the day to aspects pertaining to employees, from the recruitment process to probably the most important aspect for any employee; remuneration and benefits. The importance of finding a perfect equilibrium between monetary and non-monetary incentives is crucial in obtaining an efficient work environment, as well as increasing productivity and employee motivation. Having an administrative background or knowledge is essential for any HR manager, in order to detect and implement the most beneficial reward system for both implicated parties. This paper aims to examine human resource reforms in public administration, primarily in reference to the remunerations of civil servants and employees by giving examples of the importance of salary within the structure of human resource management, looking at new laws involving the increase of salaries within the near future, concluding with suggestions on improving the reward system implemented by human resource managers in Romania’s system of public administration.

The [Human Resource Management] Revolution Will Not Be Televised: The Rise and Feminization of Human Resource Management and Labor Force Equity

2017 ◽  
Vol 4 (5) ◽  
pp. 448-461 ◽  
Author(s):  
William J. Scarborough
Keyword(s):  
Black Women ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Gender Equity ◽  
Human Resource ◽  
Human Resource Managers ◽  
Representation Of Women ◽  
Resource Managers ◽  
Analyze Data

Since the late 1970s, the profession of human resource management has grown in both size and influence. The number of human resource managers in 2010 is almost twice the number that existed in 1980. Furthermore, this profession has become increasingly feminized since the 1970s—today, around 60 percent of human resource managers are women. While previous research has found that women’s presence in certain occupations can improve gender equity, there has yet to be an examination of whether the increased representation of women in human resource management has affected gender equity more broadly. In this article, I analyze data from the U.S. Census from 1980 to 2000 and from the American Community Survey for 2010 to explore whether the rise and feminization of human resources has affected women’s representation in management. The findings reveal that the increased presence of both white and black women in human resources has been accompanied by greater representation of women in management, although the effects are much larger for white women’s presence in human resources.

scholarly journals Human Resource Management and Business Adaptability and Adjustability in Business Development

2017 ◽  
Vol 3 (2) ◽  
pp. 213
Author(s):  
Fanny YF Young
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Development ◽  
The Internet ◽  
Human Resource Managers ◽  
Continuity Planning ◽  
Human Resource Department ◽  
Resource Managers ◽  
Business Resilience

Business adaptability and adjustability is highly important for the business development. It was suggested human resource managers and executives could pay an important contribution to this area. The aim of this study was to search the literature to see how the human resource managers and executives can improve the business adaptability and change of the companies. The internet was searched using various search engines like Google Scholars, Proquest and Google using keywords like human resource management, business adaptability and adjustability and business resilience. All selected papers were individually studied and any relevant materials were identified. Result showed that there were roles of human resource managers and executives in building business adaptability and adjustability such as acting as strategic partners, employee sponsors or advocates, change mentors and there were contributions which include transition the human resource department to a profitability factor; making profit to the company and engaging in people-focused approach to business continuity planning for crisis.

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.

Global Issues in Human Resource Management and Their Significance to Information Organizations and Information Professionals

2010 ◽  
pp. 157-169
Author(s):  
Gail Munde
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resource Managers ◽  
Library Management ◽  
Entry Level ◽  
Global Issues ◽  
Resource Managers ◽  
Information Professionals ◽  
Types Of Information

This chapter examines global challenges identified in contemporary human resource management literature, and discusses selected challenges as they relate to information organizations and information professionals. The challenges include skills shortages, talent management, shifting demographics, work/life balance, and managing intergenerational and intercultural work groups. Approaches to these challenges are discussed as reported in the literature of human resource management, library management, and information technology, as well as those suggested by the author. The chapter may be of interest to employers, managers and supervisors of information professionals; emerging, entry-level and senior information professionals at all career levels and in all types of information organizations; human resource managers in all types of information organizations.

Moves to Restructure the Work of Principals, of Teaching, and Human Resource Management

1997 ◽  
Vol 7 (1) ◽  
pp. 69-91 ◽  
Author(s):  
Michael Garbutcheon Singh ◽  
Leo Bartlett ◽  
Leonie Rowan ◽  
Trevor Gale ◽  
Philippa Roylance
Keyword(s):  
Public Schools ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Western World ◽  
Specific Reference ◽  
Human Resource Managers ◽  
Education Policies ◽  
Resource Managers ◽  
Teacher Aides

This paper argues that efforts to reform and to restructure education systems in Australia, and indeed many school systems throughout the Western world, are not only changing the nature of principals’ work, but in turn are changing the nature of teaching. In particular, the changes require principals to have a sound knowledge-base in the area of human resource management (HRM). Based on research into system expectations concerning principals’ work, the paper examines the implications this has for principals and the knowledge they now need to be successful human resource managers. The paper provides an account of current Department of Education policies intended to change public schools throughout Queensland (Australia). These policies are then linked to micro-reform and restructuring at local and regional levels through the idea of competence related to functions of HRM. Specific reference is made to restructuring strategies for changing the configuration of school staffing, job redesign for teacher aides, and the creation of cluster schools. Resistances to these initiatives are noted. The key political features of delegation, managerialism, reduced public sector expenditure, and school-industry links are discussed in the context of these initiatives. The practical implications for the work of principals are raised briefly in the conclusion. In addition, attention is given to the need for educators to investigate further the knowledge and skills that professional development programs might offer principals concerning human resource management so as to give them some power to respond effectively to these changing circumstances.

scholarly journals PERCEPTIONS OF HUMAN RESOURCES MANAGERS ON TELECOMMUTING CONCEPT: Implementation in Malaysian Firms

2003 ◽  
Vol 5 (1) ◽  
pp. 97
Author(s):  
Noorliza Karia ◽  
Yuserrie Zainuddin ◽  
Muhammad Hasmi Abu Hassan Asaari
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Prime Minister ◽  
Paradigm Change ◽  
Human Resource Managers ◽  
Vision 2020 ◽  
Resource Managers ◽  
Human Resources Managers

Telecommuting concept has been a new phenomenon for most ofMalaysian firms, especially for human resource managers. Further, the drive towards promoting the telecommuting concept need to be done as part of paradigm change as Malaysia is becoming an industrialized nation–Vision 2020 of the Prime Minister. This study was conducted on the Malaysian human resource managers in representing their firm’s stand on the telecommuting concept. The purpose of this paper is to explore the level of acceptance of the telecommuting concept by the human resource managers. It was discovered that high percentage of the human resource managers shown their concern on the acceptance of the telecommutingconcept.

HUMAN RESOURCE MANAGEMENT AS A MANAGEMENT FUNCTION

2020 ◽  
Vol 2 (3) ◽  
pp. 82-84
Author(s):  
A. G. SHAROV ◽  
◽  
Z. A. IVANOVA ◽  
M. G. PIKALKINA ◽  
◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Integrated Approach ◽  
Resources Management ◽  
Strategic Human Resources ◽  
Management Function ◽  
Strategic Human Resources Management

This article discusses and analyzes the issues of strategic human resources management. This term means an integrated approach to developing strategies that enable enterprises to achieve their global goals.

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).

scholarly journals An Objective-Based Entropy Approach for Interpretable Decision Tree Models in Support of Human Resource Management: The Case of Absenteeism at Work

Entropy ◽  
2020 ◽  
Vol 22 (8) ◽  
pp. 821 ◽  
Author(s):  
Gonen Singer ◽  
Izack Cohen
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Information Gain ◽  
Negative Impact ◽  
Management Decision ◽  
Human Resource Managers ◽  
Resource Managers ◽  
Management Decision Making ◽  
Cart Model

The negative impact of absenteeism on organizations’ productivity and profitability is well established. To decrease absenteeism, it is imperative to understand its underlying causes and to identify susceptible employee subgroups. Most research studies apply hypotheses testing and regression models to identify features that are correlated with absenteeism—typically, these models are limited to finding simple correlations. We illustrate the use of interpretable classification algorithms for uncovering subgroups of employees with common characteristics and a similar level of absenteeism. This process may assist human resource managers in understanding the underlying reasons for absenteeism, which, in turn, could stimulate measures to decrease it. Our proposed methodology makes use of an objective-based information gain measure in conjunction with an ordinal CART model. Our results indicate that the ordinal CART model outperforms conventional classifiers and, more importantly, identifies patterns in the data that have not been revealed by other models. We demonstrate the importance of interpretability for human resource management through three examples. The main contributions of this research are (1) the development of an information-based ordinal classifier for a published absenteeism dataset and (2) the illustration of an interpretable approach that could be of considerable value in supporting human resource management decision-making.

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