scholarly journals Impact of Islamic Values on the Leadership Style of Muslim Women Academics in Malaysia

2016 ◽  
Vol 18 (2) ◽  
pp. 187-203 ◽  
Author(s):  
Siti Raba’ah Hamzah ◽  
Azimi Hamzah ◽  
Jamilah Othman ◽  
Sharmila Devi
Keyword(s):  
Higher Education ◽  
Human Resource Development ◽  
Human Resource ◽  
Leadership Style ◽  
Muslim Women ◽  
Leadership Roles ◽  
Academic Leaders ◽  
Women Academics ◽  
The Impact ◽  
Islamic Values

The Problem The religious background of Muslim women academic leaders in Malaysia guides them in performing demanding roles in managing multiple responsibilities. To date, little is known about the impact of Islamic values on Muslim women leaders in institutions of higher learning, even though Islam is the official religion in Malaysia. In addition, the field of human resource development has done little to explore the leadership style of Muslim women. The Solution This paper presents findings and recommendations of a research conducted for the purpose of exploring, understanding, and presenting the impact of Islamic values on the leadership style of Muslim women academics in Malaysia. This inquiry is significant because it’s open the new sight for HRD scholar and practitioners to explore HRD in a leadership, women leadership, religious, and the role of Muslim faith in women academic leaders. It is hoped that the findings of this research will encourage HRD scholars and practitioners to consider integrated dimension to their scholarly thought and practice related to leadership style. The Stakeholders The outcomes of this research will be of interest to those women who are currently in leadership roles in academia, as well as those women interested in moving into these roles. It should also be of interest to higher education administrators and, particularly, those within higher education charged with developing leaders. Human resource development scholars and practitioners will also benefit from the contributions of this article to our general understanding of women in leadership roles.

scholarly journals “Reclaiming My Time” Amid Organizational Change: A Dialectical Approach to Support the Thriving and Career Development for Faculty at the Margins

2020 ◽  
Vol 22 (1) ◽  
pp. 23-40 ◽  
Author(s):  
Tiffany J. Davis ◽  
Tomika W. Greer ◽  
Stephanie Sisco ◽  
Joshua C. Collins
Keyword(s):  
Higher Education ◽  
Human Resource Development ◽  
Human Resource ◽  
Department Chairs ◽  
People Of Color ◽  
Academic Rank ◽  
Institutions Of Higher Education ◽  
Academic Leaders ◽  
Dialectical Approach ◽  
New Space

The Problem The faculty in academia is slowly diversifying, yet individuals who identify as women, people of Color, and/or LGBTQ (lesbian, gay, bisexual, transgender, and queer/questioning) remain underrepresented. Racism, sexism, and heterosexism in the workplace, and intersections of identity and academic rank frequently marginalize women, people of Color, and LGBTQ faculty in the academy. The Solution Critical Human Resource Development (CHRD) offers the conceptual tools necessary for institutions of higher education to engage in meaningful disruption to benefit faculty on the margins. In this article, the authors provide recommendations for organizational and systemic changes that can create new space and opportunities for marginalized faculty. The Stakeholders The recommendations offered herein can aid academic leaders including department chairs, centers for faculty development, and faculty that have the potential to transform institutional cultures and climates.

scholarly journals Technology Intervention: Rethinking the Role of Education and Faculty in the Transformative Digital Environment

2020 ◽  
Vol 22 (1) ◽  
pp. 87-101 ◽  
Author(s):  
Katherine Rosenbusch
Keyword(s):  
Higher Education ◽  
Human Resource Development ◽  
Human Resource ◽  
Physical Space ◽  
Learning Approaches ◽  
University Administrators ◽  
Challenges And Opportunities ◽  
Impact Of Technology ◽  
Talent Acquisition ◽  
The Impact

The Problem Technology has affected almost every aspect of our lives, including education. Higher education is shifting the dynamics of delivery methods from traditional face-to-face to online to blended modes. Many universities are reaching a physical space capacity and therefore are attempting to increase online enrollment and geographical footprint. These changes are shifting the nature of higher education and how faculty are being viewed, evaluated, and, to some degree, hired. This article will focus on highlighting the challenges and opportunities of utilizing technology within universities, especially human resource development (HRD) programs. The Solution Technology is transforming higher education. Institutions can serve as an incubator to reimagine and redesign education altogether for the good of society. Online, mobile, and blended learning have become a part of our future. An important step is tracking how these models are actively enriching learning outcomes. Universities must be at the forefront of advancing progressive learning approaches and understanding the impact of technology on faculty and students. The Stakeholders The key stakeholders for this article include faculty, students, and university administrators. It will also affect businesses and human resource professionals for talent acquisition.

An Analysis on Human Resource Development Culture and Climate of Chemical Based Public Sector Enterprises in Kerala, India

2021 ◽  
Vol 2021 (6) ◽  
pp. 132-135
Author(s):  
Balakrishnan A ◽  
Dr. KVM Varambally
Keyword(s):  
Public Sector ◽  
Human Resource Development ◽  
Human Resource ◽  
Deep Structure ◽  
Positive Culture ◽  
Resource Development ◽  
The Individual ◽  
The Impact ◽  
Culture And Climate

The impact of Globalization creates a competitive horizon with new markets, new products, new mindsets, new competencies, and new ways of thinking about business. As an outcome of this, the market places become more complex, uncertain, competitive, and transformational. In this era, the major challenge faced by any organization is to maintain a peaceful as well positive culture and climate inside the organization. The human resource development climate of an organization plays a significant role in ensuring the competency, motivation, and development of its employees. Here the term climate denotes the quality of the internal environment. It influences morale and the attitudes of the individual toward his work and his environment. Culture refers to the deep structure of organizations, which is rooted in the values, beliefs, and assumptions held by organizational members. The study was aimed to analyze the Human Resource Development culture and climate of chemical-based public sector enterprises in Kerala. The results indicated that the Human Resource Development climate in an organization is average and the perception of employees regarding Human Resource Development culture and climate does not differs significantly based on age, job approval status, and qualification. But it differs significantly based on gender and experiences.

scholarly journals Teacher Fellow accreditation – a madrigal of voices! But is it the right tune? Tensions of standardisation, engagement and neoliberalism

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hazel Kershaw-Solomon ◽  
Nick Beech ◽  
Jeff Gold ◽  
Julia Claxton ◽  
Tricia Auty ◽  
...  
Keyword(s):  
Higher Education ◽  
Human Resource Development ◽  
Employee Engagement ◽  
Peer Relationships ◽  
Academic Staff ◽  
Professional Status ◽  
Critical Approach ◽  
Content Type ◽  
Competency Frameworks ◽  
The Impact

Purpose The purpose of this paper is to explore the impact competency frameworks as standardisation can have on the employee engagement of academic staff within higher education (HE) through their employment as managerial tools. Design/methodology/approach A literature review is conducted from which the conditions for effective competency frameworks are evaluated and the influence of changes in the HE environment in the form of political agendas and tight resources are explored. Findings This paper provides insights into the dynamics of public service modernisation and the tensions between the dominant discourse of managerialism and the degree of agency afforded to professional academics. It highlights the relevance of informal peer relationships in setting the climate to generate collegial bonding and professional engagement that underpin successful teacher fellowship accreditations. It further highlights the key role managers play in this process and provides a conceptual framework highlighting the dynamics and combined effect of employee engagement and competency frameworks set within complex HE environment. Practical implications This paper brings together the prerequisites for effective implementation of competency frameworks to implement successful employee engagement strategies set within the complexities of the HE context, which has not been studied to date. Armed with such insights, Human Resource Development (HRD) departments and universities can implement competency assessments that generate greater staff engagement. Originality/value The paper provides a critical approach in reviewing the impact of Continued Professional Development and its link to professional status and thus helps British Universities and others to understand how the mechanisms at work affect engagement levels of academic staff. Armed with this depth of understanding of how the change initiative works, with whom and under what circumstances, universities will be better able to meet target UK Professional Standards Framework membership levels required by the higher education academy (HEA) and, subsequently, the HEA to meet their targets for the government.

scholarly journals The effect of ethical leadership on employees’ empowerment: Field study at Al- Azhar University in Assuit - Arab Republic of Egypt: أثر القيادة الأخلاقية على تمكين العاملين: دراسة ميدانية على العاملين في جامعة الأزهر بأسيوط - جمهورية مصر العربية

2020 ◽  
Vol 4 (11) ◽  
Author(s):  
Abeer Mokhtar Sewify
Keyword(s):  
Human Resource Development ◽  
Leadership Style ◽  
Ethical Leadership ◽  
Leadership Behaviors ◽  
Pearson Correlation ◽  
Research Problem ◽  
Average Value ◽  
Effective System ◽  
Simple Regression Analysis ◽  
The Impact

Empowering employees is one of the recent administrative trends in human resource development, which is responsible for increasing productivity and improving quality and profitability in organizations. In order to permit the organization to achieve this, it needs to adopt an ethical leadership style that provides the appropriate climate to support the empowerment of workers. The study aimed to investigate the impact of ethical leadership on employees’ empowerment at Al- Azhar University in Assuit. The research problem of the current study was represented in the following inquiry: Does ethical leadership affects employees’ empowerment at Al- Azhar University in Assuit branch? The study relied on the descriptive-analytical approach. The researcher used Pearson correlation to measure the strength of association between the two variables of this study (ethical leadership and employees’ empowerment) and their dimensions and direction of the association. The researcher used simple regression analysis to test the hypotheses and relationships of the independent and dependent variables. The study sample included (317) people from Al- Azhar University where data was collected using a survey list prepared for the purpose of the study and only 255 questionnaires were received, rates about 80%. And the study reached several results; the most important of which is that the degree of exercise for the two study variables came with an average degree for each of them, where the average value for ethical leadership reached (3.57) and for employee empowerment the average was (3.53). Furthermore, it was found that there was a significant effect of ethical leadership behaviors on employees’ empowerment, as the value of (T) was (1.98), which is significant at the level of (0.01). The study recommended the need to support the values ​​of ethical leadership ​​and their basic dimensions through holding training courses and workshops to spread the tenet ​​of ethical leadership in the organization and its values as well. Last but not least, we recommend the organizations to adopt an effective system that permit them to monitor the application of the concept of employees’ empowerment.

scholarly journals Pengaruh Human Resource Management Practices and Policies, Transformational Leadership Style Terhadap Job Satisfaction

2021 ◽  
Vol 5 (1) ◽  
pp. 41-55
Author(s):  
Ruri Hudi Astuti Dewi Subroto
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Leadership Style ◽  
Management Practices ◽  
Human Resource Management Practices ◽  
Transformational Leadership Style

Human resource development programs need to be created systematically and sustainably to produce future-ready talents. As part of the efforts to optimize human resources management within the company, one of the ways the company takes is by increasing employee satisfaction in carrying out its duties. The purpose of this study was to determine the effect of human resource management practices and policies, transformational leadership style on job satisfaction. This research method uses a quantitative approach. The sample in this study were 235 employees of PT. X. The type of data used is primary data using a questionnaire. The analysis technique used is Structural Equation Modeling with AMOS 22 program tools. The results of this study are expected to be used as an evaluation material for human resource management practices and policies that have been implemented by the company, in order to make improvements to aspects that are still complaints and make employees feel dissatisfied when working such as job placements that aren’t according to capacity, the balance of the weight of the work given, the assessment system to the problem of the compensation system or its achievement which aims to create job satisfaction and employee comfort at work.

scholarly journals Sustainable Development of Human Resources in Globalization Period

2020 ◽  
Vol 12 (18) ◽  
pp. 7681
Author(s):  
Zuzana Stofkova ◽  
Viera Sukalova
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Questionnaire Survey ◽  
Employee Performance ◽  
Human Resources Management ◽  
Employer Branding ◽  
The Impact

The article deals with human resource management, its theoretical principles, and its use in practice in the era of globalization. The main goal of this paper is to analyze and describe human resource management focused on the process of human resource development and education. The article shows how the principles are applied in a selected Information-Communication Technologies (ICT) company in Slovakia as an attractive employer who is interested in satisfaction, education, and growth of its employees, thus employer branding. The data was collected through a questionnaire survey with employees in the selected company. Secondary data from corporate sources were used, too. The aim of the survey was to point out the human resources management in a selected company and to examine the perception of the impact of employees development on their performance and to design effective approaches to personnel development in a selected company with an impact on employee performance. The aim of the survey was to find out whether there was a dependence between the subjectively perceived performance of the employees and individual aspects, which are the completion of technical training programs, individual evaluation of the employee, relocation of the employee, and the number of completed training activities. A questionnaire survey was used to achieve this goal.

Impact of Asian cultural values upon leadership roles and styles

2020 ◽  
pp. 002085232093598
Author(s):  
Korhan Arun ◽  
Nesli Kahraman Gedik
Keyword(s):  
Leadership Styles ◽  
Cultural Values ◽  
Leadership Style ◽  
Role Theory ◽  
Leadership Roles ◽  
Individual Values ◽  
Western Turkey ◽  
Asian Cultural Values ◽  
The Everyday ◽  
The Impact

In light of an increasingly integrated society, in-depth research is needed to explore how particular perceived values may guide leadership behaviour by measuring the everyday actions of employees. As Asian individual values become collective, there is an increased likelihood that they will be perceived as cultural values that translate into expectations of leadership roles. This article considers the impact of changes in leadership roles from a role theory perspective, based on Asian values leading to changes in leadership styles. The sample is taken from an organised industrial zone which consists of a high immigrant workforce that continues to grow. The research was conducted in western Turkey but has appeared in leading survey results on Asian cultural values. This study found significant symbolic interactionism between values and leadership roles. There were also correlations between roles and leadership styles, since leaders also influence the interpersonal roles of their employees. Among managers involved in decision-making and information processing, an autocratic participative leadership style has emerged. Points for practitioners In every organisation, leaders should be aware of values in their organisations by measuring the everyday actions of employees. To become proficient leaders, they should learn to act in a manner suitable to the roles expected by their subordinates. Furthermore, to be efficient, leaders should adopt what is considered a ‘proper' style through comparison to the indicated roles. In a nutshell, leadership, values and leadership styles are interference acts that affect all processes, from recruitment to strategic management.

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