scholarly journals Žmogiškųjų išteklių tarnybos žinių ekonomikos iššūkių kontekste

2014 ◽  
Vol 67 ◽  
pp. 26-42
Author(s):  
Rima Česynienė ◽  
Albinas Marčinskas ◽  
Asta Stankevičienė
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource ◽  
Value Creation ◽  
Knowledge Economy ◽  
Personal Characteristics ◽  
Questionnaire Method ◽  
Recruitment And Selection ◽  
Hr Managers ◽  
The Impact

Pastaraisiais metais vis labiau domimasi žinių ekonomikos ir žmogiškųjų išteklių1 valdymo sąsajomis, nes viena iš žinių ekonomikos kūrimo prielaidų yra unikalūs organizacijos žmogiškieji ištekliai, jų žinios, gebėjimai, praktinė patirtis ir kt. Tai reikalauja ženklių pokyčių ir kelia iššūkius žmogiškųjų išteklių tarnyboms: formuoti naują požiūrį į žmogiškųjų išteklių valdymą, transformuoti žmogiškųjų išteklių tarnybų vaidmenis ir funkcijas, ugdyti lyderystės gebėjimus, daugiau investuoti į žmogiškąjį kapitalą. Straipsnio tikslas – atskleisti, kaip Lietuvos įmonių žmogiškųjų išteklių tarnybos reaguoja į žinių ekonomikos iššūkius. Straipsnio autoriai analizuoja 92-iejų Lietuvos įmonių žmogiškųjų išteklių tarnybų 160 vadovų ir specialistų 2012 metų apklausos rezultatus. Tyrimas parodė, jog kuriant žiniomis grįstą ekonomiką žmogiškųjų išteklių tarnybų funkcijos darosi kiek įvairesnės. Deja, poslinkis nuo biurokratinių administracinių funkcijų prie lankstesnių, strateginių yra akivaizdžiai lėtas; tarnybos siekia, kad būtų pripažintas jų dalyvavimas vertės kūrimo grandinėje, o tam būtinas kompleksinis požiūris į lyderystės ir žmogiškojo kapitalo ugdymą.Pagrindiniai žodžiai: žinių ekonomika, žmogiškųjų išteklių valdymas, žmogiškųjų išteklių tarnybos, vaidmenys, funkcijos.Human resource management departments in the context of the knowledge economy challengesRima Česynienė, Albinas Marčinskas, Asta Stankevičienė The interest to the relationship between knowledge economy and human resource management (HRM) has increased over the recent years. In terms of the HRM functions, the rise of knowledge economy has had a major impact, with a considerable shift from HRM as a bureaucratic “personnel management” operation to the development of discrete HRM functions and roles. HR managers have a real possibility to become the highly valued business partners they always wanted to be. Knowledge economy has an impact on all traditional HR department functions (for example, traditional recruitment and selection practices can block knowledge sharing among the groups or departments in firms organised according to the functional principle) and leads to completely new activities (strategic HRM, change and transformation management, knowledge management, development of leadership skills, etc.). According to experts, in the knowledge economy the role of the HRM department needs to be expanded both within and outside the organisation. The purpose of the study was to explore which specific areas of HRM require major changes. The authors have modified the Gloet model and applied it in the research. The model consits of four areas which are crucial in supporting knowledge creation and dissamination: roles, participation in value creation, leadership competence, and learning. In order to find out the impact of the knowledge economy on these four areas, a quantative analysis based on the questionnaire method was conducted in 2012. The research embraced 92 companies and included 160 respondents. The companies were selected randomly, and the study was based on the snowball principle. The objective of the study was to find out the respondents’ approach to the impact of knowledge economy on the HRM department functions, roles, leadership, and the development of human capital. Therefore, the respondents consisted of the heads of human resource departments, HR managers, etc. The research demonstrated that: 1) the shift of roles and functions from bureaucratic to strategic is slow; 2) the HR department should focus on value-adding activities through the company’s workforce. However, understanding and managing value creation is a challenging task; 3) concerning leadership, there is a shortage of effective HR leaders in Lithuanian companies. The respondents ranged the personal characteristics of a leader according to the current “portfolio” of their administrative, bureaucratic functions; 4) despite the fact that learning is a pivotal aspect in the knowledge economy, the research has indicated a gap between the actual and the required investments in human capital development. The HR departments are facing these four challenges now and will face them in the near future.

scholarly journals The impact of human resource management activities on job satisfaction

2021 ◽  
Vol 57 (45) ◽  
pp. 117-131
Author(s):  
Dragana Došenović ◽  
Branka Zolak-Poljašević
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resources Management ◽  
The Republic ◽  
Basic Hypothesis ◽  
Recruitment And Selection ◽  
The Impact ◽  
The Relationship

Although there are numerous and various factors that can affect job satisfaction, human resource management has been identified as one of the most important causes of job satisfaction. For this reason, this paper analyses the impact of human resource management and its activities on job satisfaction in various organizations in the Republic of Srpska, with the main goal to investigate and determine the existence and nature of the relationship between human resource management activities, as an independent variable, and job satisfaction, as a dependent variable. In order to analyse the observed relationship, an empirical research was conducted on a sample of 738 employees from 283 organizations from the Republic of Srpska. The research was conducted using a specially created survey questionnaire, and the reliability of the created instrument was calculated using the Cronbach's Alpha coefficient. Based on the results of the research, which were obtained by correlation analysis, the basic hypothesis was confirmed, which proved that human resource management activities have a statistically significant effect on job satisfaction. Also, all additional hypotheses, claiming that individual human resources management activities (recruitment and selection, training, development and rewarding) have a positive effect on job satisfaction, were confirmed.

Winning the HRM Evidence-Based Impact Award—Lessons Learned: A Conversation With Key Stakeholders to the Process

2017 ◽  
Vol 10 (2) ◽  
pp. 314-326
Author(s):  
William A. Schiemann ◽  
Jerry H. Seibert
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Lessons Learned ◽  
Evidence Based ◽  
Business Outcomes ◽  
The Right ◽  
The Impact

The Society for Industrial and Organizational Psychology (SIOP) and its Foundation have increasingly focused on linking science to practice, and to that end have partnered with Society of Human Resource Management (SHRM) and its Foundation to create the Human Resource Management (HRM) Impact Award for firms demonstrating great practices in evidence-based human capital and management practices. Jack in the Box, the 2016 winner of this award, was so honored because of its integration of surveys and analytic models with leadership practices to understand, predict, and manage the right people drivers of important business outcomes. Instead of a research paper, we have chosen to share their story through conversational interview questions with the various stakeholders who contributed to the journey leading to the award and, in so doing, provide key lessons for others wishing to increase the impact of human capital in their organizations.

scholarly journals Principles in selecting human capital measurements and metrics

2014 ◽  
Vol 14 (1) ◽  
Author(s):  
Pharny D. Chrysler-Fox ◽  
Gert Roodt
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Value Creation ◽  
Business Strategy ◽  
Strategic Change ◽  
Wealth Creation ◽  
Managerial Implications ◽  
Human Capital Measurement

Orientation: Physical and natural resources have been surpassed by human capital as aresource of wealth creation. As a result, senior management relies increasingly on appropriatepeople information to drive strategic change. Yet, measurement within the human resourcefunction predominantly informs decisions in support of efficiency and effectiveness. Consequently, dissimilar understanding of measurement expectations between these partieslargely continues.Research purpose: The study explored principles in selecting human capital measurements,drawing on the views and recommendations of human resource management professionals,all experts in human capital measurement.Motivation for the study: The motivation was to advance the understanding of selectingappropriate and strategic valid measurements, in order for human resource practitioners tocontribute to creating value and driving strategic change.Research design, approach and method: A qualitative approach, with purposively selectedcases from a selected panel of human capital measurement experts, generated a datasetthrough unstructured interviews, which were analysed thematically.Main findings: Nineteen themes were found. They represent a process that considers thecentrality of the business strategy and a systemic integration across multiple value chains inthe organisation through business partnering, in order to select measurements and generatemanagement level-appropriate information.Practical/managerial implications: Measurement practitioners, in partnership withmanagement from other functions, should integrate the business strategy across multiplevalue chains in order to select measurements. Analytics becomes critical in discoveringrelationships and formulating hypotheses to understand value creation. Higher educationinstitutions should produce graduates able to deal with systems thinking and to operatewithin complexity.Contribution: This study identified principles to select measurements and metrics. Noticeableis the move away from the interrelated scorecard perspectives to a systemic view of theorganisation in order to understand value creation. In addition, the findings may help toposition the human resource management function as a strategic asset.

scholarly journals Human Resource Management in the Nigerian Construction Firms: Practices and Challenges

2017 ◽  
Vol 1 (2) ◽  
pp. 47-54
Author(s):  
Oko John Ameh ◽  
Emmanuel Itodo Daniel
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Sampling Technique ◽  
Human Resource Managers ◽  
Resource Managers ◽  
Recruitment And Selection ◽  
The Right ◽  
The Impact

Improvement of human resource management is critical to overall productivity and cost effectiveness in the construction industry. This study assesses the current human resource management practices in the Nigeria construction organisation and the challenges confronting it. Questionnaire survey was adopted using purposive sampling technique. Ninety eight human resource managers and construction professionals in two categories of construction organisations (client organisations involved in real estate development and contractor organisations) were sampled. The results reveal that prevailing recruitment practices are placement of the right staff in the right department for the achievement of company general goals, and screening of candidates for vacant positions. Most common training and development practices involve inducting, orienting and training newly recruited employee on software and use of tools, and assigning staff based on their skill and expertise.Provision of appropriate/modern working tools and equipment and provision of incentives and benefits to staff are prevailing motivation and labour union practices. The study further identified:competition for global mobile talents, labour turnover, recruiting the right person for a specific position, wages and compensation as some of the challenges facing HRM practice in Nigeria.The study concludes that recruitment and selection practices in the construction organisation are distinctly different from those of the manufacturing and banking industry and it centres on selection of skilled and technically competent personnel for organisation’s general goal.   The study recommends that future study should  assess the impact of the identified human resource practices on productivity and project performance.

scholarly journals Re-vision of Future Trends in Human Resource Management (HRM) after COVID-19

2020 ◽  
Vol 12 (4) ◽  
pp. 70-90
Author(s):  
Sylwia Przytuła ◽  
Gabriela Strzelec ◽  
Katarzyna Krysińska-Kościańska
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Value Added ◽  
Well Being ◽  
Advanced Technology ◽  
Future Trends ◽  
Hr Practices ◽  
Recruitment And Selection ◽  
The Impact

AbstractObjective: The article is an attempt to make a diagnosis about the impact of the Covid-19 pandemic on HR practices including recruitment and selection, remote working, motivating employees, re-skilling and communicating. This theoretical study is a kind of revision and discussion with the “future trends in HR” predicted a few years ago before pandemic.Methodology: The research method was a review of the most recent research findings from business practice and from scientific literature concerning the impact of the pandemic on various fields of human resource management. Due to the growing flood of media information, the authors wanted to select the most updated HR practices implemented in organizations from the reliable and acknowledgeable sources.Findings: The biggest challenges for HR after COVID-19 will be: restructuring the place of work and the content of work, applying more advanced technology to recruitment, selection and performance; more interests, appreciation and motivation from managers will be needed as well as building trust, a sense of belonging among team members. The list of benefits will be revised towards enhancing mental health and well-being. The reality after the pandemic will require new competencies from managers and employees so re-skilling and re-training are the most expected approaches.Value Added: This article is becoming an important voice on the impact of a pandemic on the HR practices. The emerging and current results of research on HR trends will allow targeting education systems and equipping employees with the most predictable competences which will be useful in the era after the pandemic.Recommendations: The COVID-19 turmoil has changed the prepared strategic plans for development of many organizations. This external factor hardened all continents and built new reality where some tips and recommendation are highly welcome. Thus, we proposed few revisited personnel solutions which HR professionals may implement. We also invite other scholars to research the pandemic impact on many multidimensional levels: economic, political, social, technological, ethical ones.

Combination of human resource management methods during in times of change

2020 ◽  
pp. 144-150
Author(s):  
V.A. Morozov
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Management Strategies ◽  
Strategic Human Resource Management ◽  
Crisis Period

This article focuses on the aspects of human resource management strategies in crisis management, as well as the comparison of classical and modern ways to overcome the consequences of crises for human capital. The possible consequences of ongoing and possible crises, as well as ways to prevent and overcome them, are investigated. Personnel strategies in human resource management are disclosed. The presentation of strategic human resource management in a crisis period is given.

PENGELOLAAN MODAL MANUSIA DALAM KAITANNYA DENGAN MANAJEMEN KINERJA

2018 ◽  
Vol 6 (1) ◽  
Author(s):  
Amanda Setiorini,MM.
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Performance Management ◽  
Human Resource ◽  
Business Environment ◽  
Business Organization

Globalization changes the business environment, which demands change from every business organization involved, to succeed in the new environment. For that purpose, human resource management needs to be directed to the development of human capital, which assumes employees as assets, not costs, for the company. The implication is that management needs to recognize each of its employees in order to maximize their potential and manage it to be a competitive advantage. This is where performance management plays a very important role.

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