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 COVID-19 and People Management: The View of Human Resource Managers

2021 ◽  
Vol 11 (3) ◽  
pp. 69
Author(s):  
Sónia P. Gonçalves ◽  
Joana Vieira dos Santos ◽  
Isabel S. Silva ◽  
Ana Veloso ◽  
Catarina Brandão ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Work Organization ◽  
Human Resource Managers ◽  
Use Of Technology ◽  
Resource Managers ◽  
The Future ◽  
Recruitment And Selection

COVID-19 has brought an unexpected need for change within organizations, particularly regarding human resource management. The nature of this global crisis has meant that these processes remain under-systematized. The aim of this study, which uses an exploratory design and mixed-methods analysis, is to contribute to describing the changes in human resource management practices and processes that resulted from this pandemic and to present the outlook of human resource managers for the future. One hundred and thirty-six Portuguese companies participated in the study, with the answers provided by their human resource managers. Results show that the main changes have occurred in the processes of work and safety, training, work organization, recruitment and selection, induction and onboarding, and communication. The profiles that emerged showed an association between the level of change and size of the organization. There was an increase in the use of teleworking and layoffs, and a positive assessment of the organizations’ level of preparation and adaptation to this crisis. Human resource managers reported that the most evident changes in the future will be associated with the use of technology, teleworking, and work organization. These findings are of the upmost importance, as human resource managers are essential pillars in the adjustment of the organizations to this pandemic situation.

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.

An Emergent Taxonomy of Public Personnel Management: Exploring the Task Environment of Human Resource Managers in Spanish Local Government

2018 ◽  
Vol 47 (4) ◽  
pp. 445-471 ◽  
Author(s):  
Justo Herrera ◽  
Daniel M. Miller
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Strategic Human Resource Management ◽  
Human Resource Managers ◽  
Policy Integration ◽  
Resource Managers

This study presents a taxonomy for public personnel management based on emergent profiles of local human resource managers in Spain. The analysis focuses on the task environments of managers defined by three salient constructs from strategic human resources management research. Specifically, this study looks at the level of participation of human resource managers in strategic-level policy-making processes, vertical and horizontal policy integration, and the flexibility of human resource managers in interpreting and implementing key functions of personnel management (i.e., recruitment, hiring, and remuneration). The results yield five distinct profiles that describe different approaches of human resource management. The five profiles include Technical Administrative (TA); Technical Functional (TF); Managerial Administrative (MA); Managerial Functional (MF); and Strategic Executive (SE). The profiles are not a linear typology of human resource management practices. However, they do fit within a larger theoretical framework that captures central constructs of strategic human resource management (SHRM).

Putting the “Management” Back in Human Resource Management: A Review and Agenda for Future Research

2019 ◽  
Vol 45 (6) ◽  
pp. 2387-2418 ◽  
Author(s):  
David S. Steffensen ◽  
B. Parker Ellen ◽  
Gang Wang ◽  
Gerald R. Ferris
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Boards Of Directors ◽  
Top Management Teams ◽  
Empirical Literature ◽  
Future Research ◽  
Human Resource Managers ◽  
Resource Managers ◽  
The Impact

Although much research has examined human resource management (HRM), managers’ roles in HRM seem to have been ancillary to this area of research. That is, HRM theory and research largely has advanced with a focus on policies, practices, systems, and their implementation and effectiveness, with less attention focused on the managers responsible for the design, adoption, enactment, and implementation of HRM strategy and practice. The purpose of this review is to examine extant research to determine the state of knowledge of the role of managers across organizational hierarchy in HRM. Thus, we review empirical literature for studies that include aspects of the impact lower-to-middle managers, human resource managers, top management teams, CEOs, and boards of directors have on HRM content, process, and outcomes. On the basis of the findings of this systematic, multilevel review, we discuss avenues for future research at each specific manager’s level, as well as general opportunities and challenges for research on managers’ roles in HRM across all hierarchical levels.

scholarly journals Human Resource Management and Business Adaptability and Adjustability in Business Development

2017 ◽  
Vol 3 (2) ◽  
pp. 213
Author(s):  
Fanny YF Young
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Development ◽  
The Internet ◽  
Human Resource Managers ◽  
Continuity Planning ◽  
Human Resource Department ◽  
Resource Managers ◽  
Business Resilience

Business adaptability and adjustability is highly important for the business development. It was suggested human resource managers and executives could pay an important contribution to this area. The aim of this study was to search the literature to see how the human resource managers and executives can improve the business adaptability and change of the companies. The internet was searched using various search engines like Google Scholars, Proquest and Google using keywords like human resource management, business adaptability and adjustability and business resilience. All selected papers were individually studied and any relevant materials were identified. Result showed that there were roles of human resource managers and executives in building business adaptability and adjustability such as acting as strategic partners, employee sponsors or advocates, change mentors and there were contributions which include transition the human resource department to a profitability factor; making profit to the company and engaging in people-focused approach to business continuity planning for crisis.

scholarly journals THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE CASE STUDY: MANUFACTURING ENTERPRISES IN KOSOVO

2020 ◽  
Vol 21 (1) ◽  
pp. 222-229
Author(s):  
Arta Jashari ◽  
Enver Kutllovci
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Positive Association ◽  
Manufacturing Firms ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
The Impact

The purpose of this study is to examine the impact of human resource management practices on organizational performance. In this study a total of 100 managers of manufacturing firms in Kosovo from public and private sectors have responded to the survey. The survey questionnaire had contained 39 items covering selected HRM practices and organizational performance. Our empirical results show that managers of manufacturing firms in Kosovo recognize the importance of employees in their organization and apply practices to manage them effectively. The outcome of correlation analysis provides evidence that HRM practices positively and significantly influence organizational performance. Recruitment and selection practices show the strongest positive association with organizational performance (rho = 0.905) compared to other practices. Regarding to our findings we suggest that with a good recruiting and selection, the organization will fill with a group of potentially qualified candidates. Also, companies should continuously train and develop and involve their employees as they are viewed as the most important resources source of competitive advantage.

A comparative analysis of best human resource management practices in the hotel sector of Samoa and Tonga

2014 ◽  
Vol 43 (5) ◽  
pp. 798-815 ◽  
Author(s):  
Suwastika Naidu ◽  
Anand Chand
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Response Rate ◽  
Strategic Human Resource Management ◽  
Human Resource Managers ◽  
Content Type ◽  
Hrm Practices ◽  
Hotel Sector

Purpose – The purpose of this paper is to comparatively analyse the best human resource management (HRM) practices in the hotel sector of Samoa and Tonga. Design/methodology/approach – This study examined best HRM practices used by the hotel sector of Samoa and Tonga by using self-administered questionnaires. Self-administered questionnaires were distributed to 73 hotels in Samoa and 66 hotels in Tonga. Out of the 73 self-administered questionnaires that were distributed in Samoa, 58 usable questionnaires were returned resulting in a response rate of 79 per cent. In the case of Tonga, out of the 66 self-administered questionnaires were distributed, 51 usable questionnaires were returned resulting in a response rate of 77 per cent. Findings – The findings of this study show that there are 28 best HRM practices in Samoa and 15 best HRM practices in Tonga. This study also found that best HRM practices differ based on differences in internal and external environmental factors present in different geographical areas. The findings of this paper support the assumptions of the Contextual Paradigm of HRM and strategic human resource management. Research limitations/implications – This study is based on a single sector of Samoa and Tonga. A single sector study limits the generalisations that can be made across different sectors in Samoa and Tonga. Practical implications – Human resource managers should incorporate cultural, political, legal, economic and social factors in HRM practices. Originality/value – None of the existing studies have examined best HRM practices used by the hotel sector of Samoa and Tonga. This study is a pioneering study that comparatively analyses the best HRM practices used by the hotel sector of Samoa and Tonga.

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