scholarly journals Influence of Human Resource Management Policy on Customer Loyalty

2021 ◽  
pp. 76-83
Author(s):  
Kamilė Mitašiūnaitė
Keyword(s):  
Resource Management ◽  
Customer Satisfaction ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Loyalty ◽  
Employee Motivation ◽  
Business Environment ◽  
Management Policy ◽  
Loyal Customer ◽  
The Impact

The business would not be able to achieve the set goals without qualified specialists. Therefore human resource management is one of the most important processes to an organisation. HRM policy aspects – employee motivation and job satisfaction – directly contribute to customer satisfaction and loyalty. The problem is that in today’s business environment, where there is a big rivalry, maintaining customer loyalty becomes a huge task for the business. The aim of this article is to evaluate the impact of human resource management policy on customer loyalty. The article analyses concept of human resource management, evaluates the development of loyal customer behaviour, distinguishes traditional and innovative concepts of human resource management. Also, the article notices a relationship between employee satisfaction and customer satisfaction. Analysis of empirical research level shows the impact of human resource management policy on customer loyalty and provides a research model.

scholarly journals The impact of human resources management on achieving organizational uniqueness: An applied study of Shendi University-Sudan

2021 ◽  
Vol 8 (6) ◽  
pp. 16-25
Author(s):  
Malak Salih Saeed Hussein ◽  
Keyword(s):  
Resource Management ◽  
Customer Satisfaction ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Significant Relationship ◽  
Human Resources Management ◽  
Resources Management ◽  
Institutional Excellence ◽  
The Impact

The main objective of this study is to answer the following questions: Is there an impact of human resources management in achieving institutional excellence? If yes, then to what extent is the ability of human resources management to raise the efficiency of the organization, customer satisfaction, and increase effectiveness within the organization? To answer these questions that revolve around the problem, the following scientific hypotheses have been put forward: There is a statistically significant relationship between human resource management and achieving organizational uniqueness. This main hypothesis has branched into several hypotheses, including that there is a statistically significant relationship between human resources management and achieving efficiency, effectiveness, and customer satisfaction within the organization. To reach the most important results, a descriptive and analytical approach was used to identify the impact of human resources management in achieving institutional uniqueness and analyzing hypotheses and testing them through the Statistical Program for Social Sciences (SPSS) through a questionnaire that was distributed to the random sample. From the study community at Shendi University, where the results were obtained, the most important of which are: The institution is working to simplify the management of its processes, procedures, and working methods, and improve the level of services provided to the client. The management must commit to implementing and completing tasks within plan and time. The institution shall maintain the security and confidentiality of the information exchanged. The study reached a set of recommendations, the most important of which are: Ensuring the creation of a sustainable future within the organization by effectively addressing the problems that exist within the organization and attention to developing institutional capabilities through managing change effectively inside and outside the organization's borders. Comparison has been made with some previous studies in human resource management, and the difference between them and this study was that this study dealt with the aspect of institutional excellence.

scholarly journals Assessing the Impact of Electronic Human Resource Management on Creation of Organizational Agility: A Study in the Bushehr Banks, Iran

2016 ◽  
Vol 12 (7) ◽  
pp. 105
Author(s):  
Fakhriyeh Hamidianpour ◽  
Majid Esmaeilpour ◽  
Habibeh Firoozi
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Conceptual Model ◽  
Human Resource ◽  
Business Environment ◽  
Equation Modeling ◽  
Survey Method ◽  
Organizational Agility ◽  
The Impact

<p>Agility is a series of capabilities and competencies, which can cause survival and growth of the organization in business environment. One of the approaches that help organizations to enhance agility is electronic human resource management (E-HRM) approach. The main objective of the present study is finding an answer for this issue that how one can use E-HRM approach to develop organizational agility. In this study that has been conducted using survey method, after review of foreign and domestic research literature and construction of conceptual model, a questionnaire would be provided and distributed among employees of bank branches of Bushehr City in Iran and finally, collected data from 315 questionnaires would be analyzed using structural equation modeling method. Obtained results from the study confirm the presented conceptual model and indicate that using electronic learning of human resources, electronic payment of human resources, human resources maintenance and electronic performance appraisal of human resources and also electronic human resource management (E-HRM) can affect organizational agility significantly in confidence level of 99%. In addition, effect of variables of Electronic employment of human resources and human resource communications on organizational agility has not been confirmed. </p>

scholarly journals THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON THE ACTIVITIES OF NON-GOVERNMENTAL ORGANIZATIONS USING STATISTICAL APPROACHES

2020 ◽  
Vol 8 (3) ◽  
pp. 472-479
Author(s):  
Alexander Vasyaev ◽  
Yulia Ryzhova ◽  
Nadiya Stovolos ◽  
Lyudmila Belova
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Policy ◽  
Personnel Policy ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Important Relationship ◽  
Chi Squared ◽  
The Impact

Purpose of the study: The purpose of the study is to detect and track the possible correlation between the activities of non-governmental organizations and human resource management. This study also goal to investigate the role of the manager in fulfilling the prerequisites to reach the prosperity and flourishment within a group that works on a certain end. Methodology: To achieve the objectives of the study, a survey of the management and employees of six non-governmental organizations operating in various fields (educational, sports, charitable, scientific) was conducted. A total of 150 people were interviewed. The Pearson chi-squared test was used to calculate preliminary approaches that are recently using and final findings. Main Findings: The pilot analysis using the Pearson chi-squared method revealed that the personnel policy can have a positive effect on the organization, as it allows hiring qualified employees and promotes employee motivation. According to Pearson's chi-square criterion, it was found out that there is no statistically important relationship between human resource management and the operation of non-governmental organizations. Applications of this study: This may be explained by the fact that there are other significant factors affecting the operation of the company and being involved in the human resource management policy. However, a competent personnel policy is one of the components of the successful development of the company. Novelty/Originality of this study: The originality of this study is that this revealed that organizations should have clear requirements for their employees in order to hire them in accordance with the company criteria. In addition, it is necessary to create a favorable working environment, as well as to consider human resource management when setting the development priorities of the organization.

scholarly journals The relationship between employee well-being and organizational trust in the context of sustainable human resource management

2021 ◽  
Vol 19 (2) ◽  
pp. 118-131
Author(s):  
Vaida Jaskeviciute ◽  
Asta Stankeviciene ◽  
Danuta Diskiene ◽  
Julija Savicke
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Organizational Trust ◽  
Well Being ◽  
Business Environment ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

As the impact of the COVID-19 pandemic continues to grow, new challenges in the organizational and business environment emerge, causing the human resource management (HRM) to develop a flexible yet strategic and sustainable response in the face of instability and uncertainty. HRM practices that focus on employees’ emotional, psychological, and cognitive states are becoming crucial. The aim of this paper is to disclose the relationship between employee well-being and organizational trust in the context of sustainable HRM. The literature analysis revealed that sustainable HRM practices focused on meeting the needs of employees are particularly significant as they positively influence employee well-being. Furthermore, ensuring employee well-being based on sustainable HRM principles leads to increased organizational trust. The results of the analysis proved direct and indirect relationships between employee well-being and organizational trust; however, further research is needed to distinguish the relationship between sustainable human resource management practices and employee well-being, with a mediating role and moderating role of organizational trust.

scholarly journals Ways and characteristics of employee motivation in modern conditions

2020 ◽  
Vol 10 (1) ◽  
pp. 25-32
Author(s):  
Badri Gechbaia ◽  
Nino Tchilaia ◽  
Ketevan Goletiani ◽  
Zurab Muskudiani
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Motivation ◽  
Management Policy ◽  
Employee Productivity ◽  
Organizational Goals ◽  
Human Resource Management System ◽  
Modern Development ◽  
Operational Activity

An effective human resource management system is a crucial factor for all organizations and institutions. In the light of modern development, it is obvious that improving the quality of service and gaining public trust is impossible without motivating employees, evaluating their performance, clearly defining duties and building an organizational culture. It should bo noted that Georgian companies lack well-defined human resource management policy. Moreover, in most cases it is limited to administrative procedures and is considered as an operational activity, despite the fact that everyone understands the importance of each employee in achieving organizational success. Among the various ways to achieve organizational goals, one of the most important is to increase employee motivation. Increasing employee productivity depends on proper choice of the form of motivation and its wise use. If a manager meets the expectations of all employees, in this case, employee motivation increases. which means that the level of employee satisfaction is high and the organizational goal will be fully achieved. All of the above and other important issues are researched and scientifically analyzed in this paper.

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.

scholarly journals Sensitive Men and Hardy Women: How Do Millennials, Xennials and Gen X Manage to Work from Home?

2021 ◽  
Vol 7 (2) ◽  
pp. 106
Author(s):  
Agota Giedrė Raišienė ◽  
Violeta Rapuano ◽  
Kristina Varkulevičiūtė
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Older Workers ◽  
Open Innovation ◽  
New Technologies ◽  
Practical Implication ◽  
Management Strategies ◽  
Employee Motivation ◽  
Work From Home

Despite the huge number of studies on telework in 2020, the influence of socio-demographic characteristics of workers on their attitudes towards telework continues to raise questions. Researchers agree on some aspects, such as younger individuals being better at absorbing new technologies. However, given that not only those who wanted to but also those who were obliged to switched to teleworking, it appears that younger people may not be as effective at working remotely as previously thought. The relevance of our study is based on the contradictory findings of research conducted during the pandemic. With this article, we contribute to the accumulation of knowledge about the change that takes place in telework. The paper aims to examine the relationship between socio-demographic indicators and the evaluation of telework. Our study confirms that the gender and age of employees are important factors in an employee’s attitude to telecommuting. Mostly, the attitudes vary in terms of gender. At least in the case of Lithuania where the research was conducted, Millennial men, unlike other generations and significantly more than Millennial women, see personal career development problems working remotely. Meanwhile, older generations do not declare greater dissatisfaction working remotely, although they do not express much favour for this approach. The results of the study indicate that in the circumstances created by the pandemic, organizations should update their human resource management strategies to achieve employee work efficiency and maintain employee motivation. The practical implication of our study in terms of open innovation is that in the future, the development of virtual working relationships will need to focus not on the technological training of older workers but on the specific provision of feedback to younger workers. In this regard, our insights may be useful for leaders in human resource management and open innovation teams.

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