Human Resource Management Practices to Support Emotional Labor in Emergency Response

2015 ◽  
Vol 12 (4) ◽  
pp. 875-889 ◽  
Author(s):  
Sharon Mastracci
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Emotional Labor ◽  
Management Practices ◽  
Organizational Outcomes ◽  
Future Research ◽  
Self Awareness ◽  
Care Plans ◽  
Human Resource Management Practices

Abstract Based on a continuing program of research, this paper reveals several organizational measures needed if emotional labor is to be supported, including self-care plans, recruiting for self-awareness, and performance evaluations that capture more than a standard set of knowledge, skills, and abilities. The paper focuses on the experience of emergency responders, who work in extreme conditions that demand extensive emotional labor. Propositions are presented to link human resource management practices and individual and organizational outcomes; propositions that can inform future research and hypothesis testing in this area.

Local isomorphism and multinational enterprises’ human resource management practices: Extending the research agenda

2018 ◽  
pp. 1-16 ◽  
Author(s):  
Desmond Tutu Ayentimi ◽  
John Burgess ◽  
Kantha Dayaram
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Trade Unions ◽  
Multinational Enterprises ◽  
Management Practices ◽  
Institutional Setting ◽  
Future Research ◽  
Local Isomorphism ◽  
Human Resource Management Practices

AbstractLocal isomorphism constitutes the regulatory, cognitive and normative profile of a host country. The regulatory institutional setting reflects the rules and legislation governing collective bargaining agreements, trade unions, local content laws and employment relationships. The cultural or cognitive dimension supports the widely held cultural and social knowledge and the normative profile acknowledges the influences of social groups and organizations on acceptable normative behaviour. Earlier literature lends support to the importance of institutional profile and its influence on the design and implementation of multinational enterprises’ human resource management policies and practices. This paper seeks to advance the concept of local isomorphism and highlight the implications of local isomorphism for future research on the transfer of multinational enterprises’ human resource management practices across and between subsidiaries.

scholarly journals Creating service excellence through Human Resource Management practices

1998 ◽  
Vol 29 (4) ◽  
pp. 135-141 ◽  
Author(s):  
Victoria Browning
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Service ◽  
Management Practices ◽  
Future Research ◽  
Business Managers ◽  
Service Excellence ◽  
Human Resource Management Practices ◽  
External Relationships

Service excellence has become a critical source of competitive advantage for organisations. This article focuses on the interaction between the frontline employee and the customer and the role of Human Resource Management (HRM) in sustaining service-orientated behaviour. The nature of the relationship between HRM and service behaviour is also explored, focusing on three possible intervening variables - commitment to customer service, job competence and organisational identification. The implications of this relationship for business managers are highlighted and it is suggested that to achieve service excellence, managers need to focus as much on their internal relationships with employees as they do on their external relationships with customers, as their contribution to organisational performance is inter-linked. Directions for future research in redefining HRM practices and determining the nature of the link between HRM and service-orientated behaviour are discussed.

The Cultural Lens

2021 ◽  
pp. 23-52
Author(s):  
Hilla Peretz ◽  
Lena Knappert
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Performance Appraisal ◽  
Multinational Corporations ◽  
Human Resource ◽  
Management Practices ◽  
Diversity Management ◽  
Future Research ◽  
Human Resource Management Practices

This chapter reviews the literature on the intersection of culture and human resource management. More specifically, the chapter discusses why and how culture accounts for variance in human resource management practices and their outcomes between organizations operating in diverse cultural contexts. To that end, the chapter first provides a summary of how culture is defined and measured and reviews seven established frameworks of culture. Next, the chapter reviews related studies conducted by members of the Cranfield Network on International Human Resource Management and other established scholars in the literature of cultural variance in human resource management practices (i.e., recruitment and selection, performance management and performance appraisal, training and development, compensation and benefits, flexible work arrangement, diversity management, and high-performance work systems) and their outcomes. The chapter concludes with practical implications for multinational corporations and domestic organizations and provides an overview of future research avenues in the field.

Reducing service agents' emotional labor by emotion-focused human resource management practices

2009 ◽  
Vol 37 (3) ◽  
pp. 335-341 ◽  
Author(s):  
Ling-Hsiu Chen ◽  
Shang-Ping Lin
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Emotional Labor ◽  
Management Practices ◽  
Service Industry ◽  
Personal Accomplishment ◽  
Human Resource Strategy ◽  
Human Resource Management Practices

To uncover the effectiveness of human resource strategy for emotional labor, this study was designed to explore the relationships between human resource management practices and the consequences of emotional labor of service agents in Taiwan's service industry. Results indicated that all human resource practices (recruitment, selection, socialization and training, performance appraisal, and reward systems) can reduce emotional exhaustion and enhance the feelings of personal accomplishment for service agents.

scholarly journals Impact of Human Resource Management Practices on Employee Retention: A Case of Banking Sector in Quetta Baluchistan

2017 ◽  
Vol 4 (3) ◽  
pp. 5-11 ◽  
Author(s):  
Palwasha Kakar ◽  
Abdul Raziq ◽  
Faisal Khan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Retention ◽  
Management Practices ◽  
Banking Sector ◽  
Future Research ◽  
Appraisal System ◽  
Human Resource Management Practices ◽  
The Right

The main objective of every organization is not only to select the right person for the right job, but also to fascinate and retain them within the organization. Employee retention has considerable importance these days. This research has conducted to investigate how human resource management practices (employee compensation, employee training, appraisal system and employee empowerment) affect retention of banks employees. The data of the research was quantitative survey, where questionnaires were distributed among 180 bank employees of different banks in Quetta city, out of which 150 were returned back. Data was analyzed using SPSS version 18.0. The results of the current examined that there is significant positive relationship exists between human recourse management practices (empowerment, compensation, training and appraisal system) with employee retention. The study also discusses the limitations and recommendation for future research.

scholarly journals A Conceptual Framework for Antecedents and Consequence of Organizational Learning Capability

2013 ◽  
Vol 5 (12) ◽  
pp. 577-583 ◽  
Author(s):  
Azharuddin Hashim
Keyword(s):  
Organizational Commitment ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Conceptual Framework ◽  
Human Resource ◽  
Management Practices ◽  
Future Research ◽  
Learning Capability ◽  
Human Resource Management Practices

In extension of organizational learning study, the concept of organizational learning capability had emerged which stress on the importance of the facilitating factors for organizational learning or the organizational propensity to learn. Despite its recognized importance in the literature, little research has been devoted to the research centered on the related factors that could contribute to its development. Factors such as human resource management practices and leadership are identified as the strong predictor of organizational learning. There are also little attention has been given to relate organizational learning with organizational commitment, thus more research is required to analyze the relationships between organizational learning and issues concerning employees, such as organizational commitment. Thus this paper proposed the integration of human resource management practices, servant leadership, organizational learning capability and organizational commitment in a conceptual framework for future research.

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