واقع إدارة الموارد البشرية في وزارة التربية والتعليم العالي الفلسطينية وعلاقتها بمستوى الرضا الوظيفي لدى القيادات التربوية = The Reality of the Human Resources Management in the Palestinian Ministry of Education and Higher Education and Its Relation to the Level of Job Satisfaction in the Educational Leadership

2018 ◽  
Vol 26 (6) ◽  
pp. 339-366
Author(s):  
أبو حشيش ، بسام محمد ◽  
الحديدي ، عماد أمين
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Educational Leadership ◽  
Human Resources ◽  
Human Resources Management ◽  
Ministry Of Education ◽  
Resources Management

Occupational pension scheme: an innovative tool in HRM

2016 ◽  
Vol 14 (2) ◽  
pp. 106-129
Author(s):  
Lucia Garcés-Galdeano ◽  
Carmen García-Olaverri ◽  
Emilio Huerta
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Human Resources Management ◽  
Social Benefits ◽  
Pension Scheme ◽  
Occupational Pension ◽  
Content Type ◽  
Resources Management ◽  
Levene Test ◽  
The Relationship

Purpose This paper aims to recognize whether occupational pension scheme (OPS) is offered in a varied set of measures intended to design a coherent human resources management of people. Second, the authors will study the relationship of these OPS with job satisfaction and job change. The interest of this ultimate goal lies in the relationship between job satisfaction and employee motivation, commitment and loyalty. Design/methodology/approach Statistical methodology is carried out from three approaches. First, a descriptive analysis to define what type of companies are offering these OPS and what positions are occupying the OPS beneficiaries. Second, an exploratory analysis is conducted to establish associations between variables. The authors use the X2 tests with contingency tables and ANOVA of one and two factors. In all cases, the requirement of homoscedasticities is checked through Levene test. Third, the authors conduct a joint analysis between the studied variables. Multiple correspondence analysis is used to analyze the association between certain characteristics of the firm and the fact to offer OPS and other social benefits. Finally, to assess the potential impact of OPS on the decision to change the job, the authors conduct a binary logistic regression analysis, in which the authors used control variables of certain characteristics of the individual and the company. Findings Companies who develop the most innovative human resources management policies offering more training, more social benefits and incentives, are also most likely to implement OPS. The OPS beneficiaries have higher levels of satisfaction and are less likely to change the job, regardless of the position held and salary. Originality/value To the extent that the future is perceived as more uncertain, the savings will be more oriented toward prevision. OPS can be a saving instrument with broad appeal for business and workers. And of course, it can be a tool of differentiation in the recruitment policy, which attract workers to the company over other competitors which do not offer this kind of benefits.

scholarly journals Human Resources Management in Higher Education Institutions in Poland

Management ◽  
2018 ◽  
Vol 22 (1) ◽  
pp. 208-225 ◽  
Author(s):  
Katarzyna Szelągowska-Rudzka
Keyword(s):  
Higher Education ◽  
Human Resources ◽  
Management System ◽  
Higher Education Institutions ◽  
Human Resources Management ◽  
Teaching Staff ◽  
University Management ◽  
Resources Management ◽  
The University ◽  
Polish Higher Education

Abstract Human Resources Management in Higher Education Institutions in Poland The paper presents the diagnosis of the human resources management in Polish higher education institutions. The analysis of source literature was applied as a research method. The essence and components of HRM in connection with the university management system were discussed, the theoretical solutions, including those resulting from the provisions of the Law, and their practical implementations, were given a broad outline. The directions of changes concerning HRM that have recently taken place in HEIs were indicated. In conclusion it was stated that the human resources management in Polish higher education institutions still requires improvement, primarily in the areas of motivation and remuneration, evaluation and development of employees. It requires the improvement of the university management system, a reliable development of its mission, vision and strategy, and on the basis of those - the development of personnel strategy, and HRM processes, procedures and tools. It has been suggested that the inclusion of university employees, particularly the research and teaching staff, in the management process (through the participatory management style), can contribute to both improving the process and developing and improving the personnel function.

scholarly journals Human resources management practice, job satisfaction and affective organisational commitment relationships: The effects of ethnic similarity and difference

2019 ◽  
Vol 45 ◽  
Author(s):  
Okechukwu E. Amah ◽  
Kabiru Oyetunde
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Ethnic Diversity ◽  
Management Practice ◽  
Human Resources Management ◽  
Organisational Commitment ◽  
Cross Sectional ◽  
Resources Management ◽  
Ethnic Similarity ◽  
Attribution Process

Orientation: The study explored how ethnicity affects the expected relationships among human resources management practice (HRMP), job satisfaction and affective organisational commitment.Research purpose: To establish how ethnicity affects the interpretation of organisationally provided HRMP, and how this interpretation affects the relationships among the study variables.Motivation for the study: Interest has moved from HRMP outcomes to how employees attribute meaning to existing HRMP. Hence, there is a need to study the variables that affect the attribution process and their effects on the effectiveness of HRMP.Research approach/design and method: The study was quantitative and utilised cross-sectional research design. Participants consisted of 450 employees from eight organisations in Nigeria.Main findings: Results indicated that HRMP is positively related to job satisfaction and organisational commitment, and ethnicity is negatively related to job satisfaction and organisational commitment. Ethnicity moderated the relationships among HRMP, job satisfaction and organisational commitment.Practical/managerial implications: Ethnicity affected the relationships among HRMP, job satisfaction and affective organisational commitment; hence, organisations may not be deriving the full anticipated benefits of HRMP. It was suggested that organisations should train managers to adopt positive behaviours that would enhance the management of ethnic diversity and reduce the negative effects of ethnicity.Contribution/value-add: Ethnic similarity has cultural significance in Nigeria and is known to affect managers’ and employees’ behaviour and the sharing of organisational benefits in the workplace. However, studies involving its role in HRMP attribution process are lacking. Hence, this study makes a valuable contribution to how ethnicity affects attribution in HRMP studies.

El régimen de dotación y cobertura de plazas de profesorado universitario tras la legislatura 2011-2015

2016 ◽  
pp. 23-65
Author(s):  
Carlos-Alberto AMOEDO-SOUTO
Keyword(s):  
Higher Education ◽  
Human Resources ◽  
Human Resources Management ◽  
Legal Framework ◽  
Academic Environment ◽  
Replacement Rate ◽  
Border Line ◽  
Resources Management ◽  
Spanish Universities ◽  
Spanish Higher Education

LABURPENA : 2013an, Alba Nogueira López irakaslearekin batera, lehen une haietan (2012 urtea) unibertsitateko irakasleei oinarrizko berriztapen-tasa aplikatzeak sortzen zituen arazo juridikoak gai hartuta argitaratutako lan bati jarraipena emanez, artikulu honetan, lanpostuak kudeatzeko esparru berri honetan 2012-2015 legegintzaldi osoan zehar izandako bilakaera aztertzen da. Ondorioztatu da a) unibertsitateko irakasleei dagokienez, erreforma langileen arloko gastuaren murrizketa soila baino harago joan dela, bai ordainsari-murrizketen bitartez eta bai sarrera berriko lanpostuak debekatzearen bidez, argi eta garbi barneratuz hornikuntza- edo estaldura-araubidean; b) unibertsitateko lanpostuetako gastu publikoa kontrolatzeko aparteko neurriei amaiera eman ordez, legegintzaldiak, azkenean, neurri horiek unibertsitateko araudi estrukturalean txertatu dituela. Ondorio horietatik abiatuta, zalantzan jartzen da langile arloko politika honen eta Espainiako unibertsitatea erreformatzeko helburu estrategikoen arteko koherentzia, eta hurrengo urteotan gure ekosistema akademiko partikularraren bilakaerak izango dituen gakoak identifikatzen saiatzen da. RESUMEN: Continuando un trabajo previamente publicado en 2013 con la profesora Alba Nogueira Ló pez sobre los problemas jurídicos que suscitaba en aquellos primeros momentos (año 2012), la aplicación de la tasa de reposición básica al profesorado universitario, el presente artículo analiza la evolución experimentada por este nuevo marco de gestión de plazas a lo largo de toda la legislatura 2012-2015. Se concluye así que a) en materia de profesorado universitario la reforma ha ido más allá de la simple reducción del gasto en personal, bien a través de recortes retributivos, bien a través de la prohibición de plazas de nuevo ingreso, adentrándose claramente en su régimen sustantivo de provisión o cobertura; b) lejos de constituir el punto final de las medidas extraordinarias de control del gasto público de las plazas universitarias, la legislatura ha concluído con su consagración normativa estructural. A partir de estas conclusiones, se discute la coherencia de esta política de personal con los objetivos estratégicos de reforma de la universidad española, intentando desentrañar las claves de probable evolución de nuestro particular ecosistema académico durante los próximos años. ABSTRACT : Retaking a paper previously issued in 2013 with professor Alba Nogueira López about the legal problems raised at the time (2012) by professor´s replacement rate in spanish higher education sector due to staff cuts policies, the present paper reviews the evolution of this new legal framework in the provision of new academic positions, both non tenured and tenured, in Spanish universities, during the term of X legislature (2012-2015). We conclude that a) in this subject, the reform has been gone further than a simple budget cut, crossing the border line of covering job positions; b) far from being the end point of excepcional package of budget cut measures, this legislature has concluded with its permanent setting throughout Universities Law. Drawing from this conclusions, we discuss the consistency of that human resources management with reform politics of spanish higher education, triyng to highlighting the keys of upcoming changes in our particular academic environment.

scholarly journals The mediating effect of psychological ownership on human resources management bundle and job satisfaction ownership On Human Resources Management Bundle And Job Satisfaction Ownership

2019 ◽  
Vol 22 (2) ◽  
Author(s):  
Yolanda Masnita
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Human Resources Management ◽  
Mediating Effect ◽  
Psychological Ownership ◽  
Company Performance ◽  
Resources Management ◽  
Bank Employees ◽  
The Right

AMO (ability, motivation, and opportunity) is one of the measurements used in Human Resource Management and for explaining the Innovation of Human Resources Management Bundle (IHRMB) that can affect job satisfaction and welfare. It explained that if a skilled, motivated employees will have the opportunity to contribute by using their knowledge and competencies. They  will feel having a maximum job satisfaction. This study tries to examine the role of psychological ownership for organizations (PO-O) in mediating the effect of IHRMB on the Job Satisfaction of bank employees (bankers) who work in BUKU Banks 1-4 categories. With a purposive sampling of inclusion criteria, a questionnaire was given to 100 bankers, testing the hypothesis with SEM. The results show that IHRMB affects PO-O and Job Satisfaction. The IHRMB is prepared at the end of the year to be able to have the right strategy for employees the following  year, in addition to being a connector between the owner of the company to employees through a collection of innovations summarized in the IHRMB as well as providing opportunities for employees to be able to provide ideas that will support the company's progress. PO-O does not mediate the effect of IHRMB on Job Satisfaction, because IHRMB is a control tool for Management and company owners to review overall company performance.

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