Human resource policy and teacher appraisal in Ontario in the era of professional accountability

This article suggests that the implementation of human resource policies such as teacher performance appraisal (TPA) is a disturbance to the school organizational climate. Based on my cross-examination of both school managers’ and teachers’ discourse, I suggest that a new leadership approach needs to be developed at the school level to effectively coordinate TPA implementation in such a way that it can enhance teacher professional growth.

Download Full-text

Economic Development Strategies and Macro-and Micro-Level Human Resource Policies: The Case of India's “Outsourcing” Industry

ILR Review ◽

10.1177/001979390806200103 ◽

2008 ◽

Vol 62 (1) ◽

pp. 39-72 ◽

Cited By ~ 42

Author(s):

Sarosh Kuruvilla ◽

Aruna Ranganathan

Keyword(s):

Economic Development ◽

Human Resource ◽

Development Strategy ◽

Field Research ◽

Rapid Expansion ◽

Human Resource Policies ◽

Human Resource Policy ◽

Extensive Field ◽

Resource Policy ◽

Economic Development Strategies

This detailed case study of India's “outsourcing” industry illustrates the challenges in linking macro and micro human resource policies with an economic development strategy based on export-oriented services. The rapid expansion in the outsourcing of services to India has raised the possibility that this sector will be a key engine of India's economic growth. Based on extensive field research carried out over a four-year period, the authors of this study argue that four interrelated human resource policy challenges threaten the outsourcing industry's growth: two “macro” problems (current skill shortages and the inability of the country to produce higher levels of skills for the long-term growth and sustainability of the industry), and two micro problems (very high levels of employee turnover and rapidly increasing employee costs). The authors evaluate current policy responses and suggest options.

Download Full-text

Implementation of Full Time Equivalent Method in Determining the Workload Analysis of Logistics Admin Employees of PT X in Jakarta, Indonesia

European Journal of Business Management and Research ◽

10.24018/ejbmr.2021.6.5.1076 ◽

2021 ◽

Vol 6 (5) ◽

pp. 159-162

Author(s):

Satrio Wicaksono ◽

Alnisa Min Fadlillah

Keyword(s):

Human Resource ◽

Full Time ◽

Full Time Equivalent ◽

Workload Analysis ◽

Human Resource Policies ◽

Human Resource Policy ◽

Great Responsibility ◽

Resource Policy ◽

Equivalent Method ◽

A Company

PT X is a company engaged in distribution and trading as its business activities. The logistics division, especially the logistics admin as a supply chain, certainly, has a big responsibility. In order to carry out this great responsibility, an appropriate number of workers is needed so that the work carried out can be executed properly. In this study, the main objective is to analyze the workload that exists in the current logistics admin employees and later from the results of the workload analysis, a human resource policy can be drawn concerning workloads setting. The method used in this study was the Full-Time Equivalent (FTE) method where this method could show how much workload is proportional to each employee. As a result, the workload received by each logistics admin employee has a different workload from one employee to another. Of the three existing logistics admin employees, 2 were overloaded and one was inloaded. Human resource policies related to workload arrangements for PT X logistics admin employees can be said to have not been maximized due to differences in workloads for each employee even though each of them does the same job.

Download Full-text

Transparency of Human Resource Policy

The Oxford Handbook of Economic and Institutional Transparency ◽

10.1093/oxfordhb/9780199917693.013.0009 ◽

2014 ◽

pp. 197-218

Author(s):

Erik Mellander

Keyword(s):

Learning Outcomes ◽

Human Resource ◽

Age Distribution ◽

Market Failures ◽

Human Resource Policies ◽

Human Resource Policy ◽

Input Use ◽

Equity And Efficiency ◽

Resource Policy ◽

Benefit Cost

Public human resource policies are motivated by market failures that prevent equal access to education and training and lead to too low investments in skills. The market failures also limit the supply of information about human resources—and, thus, transparency. At the same time, the dynamics of learning impose strong requirements on information, for planning and evaluation purposes. Five aspects of human resource policy relevant for transparency are considered: efficiency and equity, input utilization, learning outcomes, the dimensioning of education, and benefits and costs. The chapter shows that there need not be a tradeoff between equity and efficiency and argued that input use transparency should focus on the teachers. Regarding learning outcomes, needs for better information are identified in the tails of the age distribution. Suggestions for enhanced transparency concern, inter alia, improved benefit–cost analyses through better estimates of educational externalities and extended policy accountability through initial commitment to effect evaluations.

Download Full-text