scholarly journals Development of Human Resource Management Program for Protected Horticulture

2021 ◽  
Vol 30 (4) ◽  
pp. 356-366
Author(s):  
Dong-Ju Myung ◽  
Gyung-Ho Shin ◽  
Jeong-Hyun Lee ◽  
Eun Ji Kim ◽  
Beom-Seon Lee
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Program

Talent management at Telekom Malaysia Berhad

2011 ◽  
Vol 1 (1) ◽  
pp. 1-6 ◽  
Author(s):  
Wardah Azimah Sumardi ◽  
Rozhan Othman
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Talent Management ◽  
Management Program ◽  
Individual Development ◽  
Successful Implementation ◽  
Line Managers ◽  
Content Type

Subject area Human resource management. Study level/applicability Undergraduate and graduate level Human Resource Management programmes; Leadership modules. Case overview This case accounts the experience of a Malaysian company, Telekom Malaysia Berhad, in implementing talent management practices in its organization. There were several developments that prompted Telekom Malaysia Berhad to initiate a talent management program. The emergence of competitors had forced the company to introduce initiatives to sustain the business. One of the key initiatives involved the need to better manage its talent. The talent management process at Telekom Malaysia Bhd is divided into four key stages. These are first, talent spotting; second, talent assessment and endorsement; third, formulation of individual development plan; and the fourth, readiness level assessment. Each of these stages is implemented using a well-defined set of standards and activities. Expected learning outcomes This case examines how commitment and support from line management is crucial in the successful implementation of a talent management program and HR-related initiatives generally. Line managers are identified as the missing linchpin between HRM and organizational performance. The case will also identify how the role of line managers is now shifting to support the HR in a strategic sense. Thus, we find a shift in the HR profession from personnel management to strategic human resource management. The case examines the importance of a positive leader-member relationship, creating a culture which is receptive to change. This can be achieved by transformational leader who fosters closer relationships with subordinates. Finally, the case pinpoints how development can occurs in three main ways – on the job experiences, relationships, networking and feedback and formal training opportunities. Supplementary materials Teaching note.

Experience of health-system pharmacy administration residents in a longitudinal human resource management program

2014 ◽  
Vol 71 (24) ◽  
pp. 2143-2148
Author(s):  
Lindsey B. (Poppe) Amerine ◽  
Robert P. Granko ◽  
Scott W. Savage ◽  
Rowell Daniels ◽  
Stephen F. Eckel
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Health System ◽  
Human Resource ◽  
Management Program ◽  
Pharmacy Administration

Addressing strategic human resource management practices for TQM: the case of an Indian tire manufacturing company

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pratima Verma ◽  
Vimal Kumar ◽  
Ankesh Mittal ◽  
Pardeep Gupta ◽  
Sung Chi Hsu
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Management Program ◽  
Strategic Human Resource Management ◽  
Semistructured Interview ◽  
Total Quality ◽  
Content Type ◽  
Manufacturing Company

PurposeThis study aims to identify SHRM (strategic human resource management) essential practices for the TQM (total quality management) program regarding an Indian tire manufacturing company and formulate an inclusive interrelationship to prioritize them.Design/methodology/approachSemistructured interview with ten experts from the company was made to give SHRM practices scores. The SLR (systematic literature review) and TOPSIS (technique for order of preference by similarity to ideal solution) techniques are used to establish the model for 12 key practices and rank them afterward.FindingsThe findings clearly show that strategic planning and staffing, teamwork and leadership development have appeared as the top three essential practices. Simultaneously, performance measurement and evaluation, work design and analysis and promotion are identified as the bottom three practices. These essential practices are identified as contributing attributes.Practical implicationsThe findings prioritize the SHRM practices as contributing attributes that help other tire manufacturing industries identify their key practices. Moreover, it provides the necessary inputs comprised of ten experts' decisions to become more active and well prepared.Originality/valueThe novelty of this study is to identify the key practices by using SLR and measured by the TOPSIS method to rank and consider a tire manufacturing company as a case-based approach to gain high productivity and competitive advantage.

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