scholarly journals Effectiveness of Human Resource Practices among Printing Press Organizations in Sivakasi

2021 ◽  
Vol 9 (05) ◽  
pp. 2211-2225
Author(s):  
Kasi Raman R ◽  
Manikandan N
Keyword(s):  
Performance Appraisal ◽  
Human Resource ◽  
Industrial Relations ◽  
Printing Press ◽  
Human Resource Practices ◽  
Compensation Policy ◽  
Cross Sectional ◽  
Recruitment And Selection ◽  
Selection Of

The research was entitled as “Effectiveness of Human Resource Practices among Printing Press Organizations in Sivakasi”, reveals the importance of existing human resource practices followed in the organizations. The study analyses the various areas of human resource management in the organization such as recruitment and selection, training and development, performance appraisal, compensation policy and remuneration, motivation and welfare measures, and Industrial relations. The study examines the application of Human resource practices within the areas of the organization. The study confronts the functions and role of HR executives in focus with recruitment and selection of manpower and also training & development for the workforce. The research methodology was carried out in a survey cross-sectional applied to 350 respondents. Result of research showed that negative correlation between the performance appraisal and compensation. The findings revealed that the Human resource practices are the most important indicators in determining the growth of Printing Press organizations in Sivakasi.

Human Resource Practice System in Malaysian Five-Star Hotels

2014 ◽  
Author(s):  
Rozila Ahmad
Keyword(s):  
Performance Appraisal ◽  
Human Resource ◽  
Hotel Industry ◽  
Human Resource Practices ◽  
Human Resource Practice ◽  
Objective Performance ◽  
Beach Resort ◽  
Recruitment And Selection ◽  
Managerial Employees ◽  
Resort Hotels

Organisations, including hotels, usually have more than one human resource practices system. Thus, this book is written to provide an understanding of the human resource practice system for managerial and non-managerial employees in the context of hotel industry. This book focuses specifically on five-star beach resort hotels in Malaysia. The human resource practices system for managerial employees includes empowerment while the recruitment and selection is more thorough. Their compensation is more attractive and their training is more rewarding. Both groups of employees are provided with a clear job description, orientation, employment security, objective performance appraisal, career development opportunity and effective communication.

scholarly journals The Influence of Human Resource Management Practices on the SMEs Performance: Mediating Role of Employee Engagement

2021 ◽  
Vol 4 (1) ◽  
pp. 79-91
Author(s):  
Muhammad Azeem Ahmad ◽  
Arshia Hashmi ◽  
Waris Ali
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Training And Development ◽  
Human Resource Practices ◽  
Mediating Role ◽  
And Performance ◽  
Recruitment And Selection

Recently, human resource practices have been considered as the foremost solution for high organizational performance and attained the focus of recent studies and regulators. Therefore, the present study investigates the impact of human resource practices such as recruitment and selection, training and development, reward and compensation, and performance management on SMEs performance in Pakistan. The present research also examines the mediating role of employee engagement among the nexus of recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This research has adopted the questionnaires to collect the data and executed the smart-PLS to analyze the data. The results revealed that recruitment and selection, training and development, reward and compensation, and performance management have a positive association with SMEs’ performance. The findings also exposed that employee engagement positively mediating the links among recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This study has provided the guidelines to the policymakers that they should extend their focus towards human resource practices that improve organizational performance.

scholarly journals Performance appraisal as an antecedent to innovation: An analysis of its importance relative to other human resource practices

2019 ◽  
Vol 17 ◽  
Author(s):  
Navin G. Matookchund ◽  
Renier Steyn
Keyword(s):  
Performance Appraisal ◽  
Human Resource ◽  
Survey Design ◽  
Human Resource Practices ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
General Managers ◽  
Managerial Implications ◽  
Value Add ◽  
Unique Predictor

Orientation: Innovation is essential to organisational survival, and several studies have shown that performance appraisals (PAs) contribute to innovation.Research purpose: The purpose of this study was to examine the importance of PA as an antecedent to innovation relative to other human resource practices (HRPs).Motivation for the study: The specific HRP drivers of innovation among employees and across organisations are not well specified, hindering appropriate resource allocation.Research approach/design and method: The PA–innovation link was investigated among 3180 employees across 53 South African organisations, utilising a cross-sectional survey design involving quantitative data, and focusing on correlation and regression analyses.Main findings: Human resource practices accounted for approximately 10% of the variance in innovation when considering individual employees. Performance appraisal was neither a common nor a unique predictor of innovation. When focusing on the link across organisations, a significant HRPs–innovation link was established in approximately 60% of organisations, with PA playing a significant role as the predictor of innovation in 10 (out of 53) organisations.Practical/managerial implications: Other HRPs, specifically supervisor support and staffing, played a much bigger role than PA in driving innovation of individuals, also across organisations. This specifies the relative importance of PA amongst other HRPs.Contribution/value-add: General managers, human resource practitioners and researchers can now use data-driven evidence to select specific HRPs which significantly enhance innovation among employees and across organisations.

scholarly journals The mediating role of Quality Management in the relationship between human resource practices and organizational performance in the Greater Salt Municipality: الدور الوسيط لإدارة الجودة في العلاقة بين ممارسات الموارد البشرية والأداء التنظيمي في بلدية السلط الكبرى

2021 ◽  
Vol 5 (14) ◽  
pp. 67-49
Author(s):  
Talal Saleh AbdulKarim Al-Hiyasat Talal Saleh AbdulKarim Al-Hiyasat
Keyword(s):  
Quality Management ◽  
Public Relations ◽  
Organizational Performance ◽  
Human Resource ◽  
Reward System ◽  
Training And Development ◽  
Human Resource Practices ◽  
Recruitment And Selection ◽  
The Relationship

This research aimed to identify The Moderator Role of Quality Management on the Relationship between Human Resource Practices and Organizational Performance in the Greater Salt Municipality, and the research sample consisted of (27) respondents from administrators and workers in the following departments (Personnel Affairs Department, Public Relations Department, and General Bureau Department, And the Administrative and Legal Affairs Department) in the Greater Salt Municipality. The research found a number of results, the most important of which is that the general mean of all items to measure the degree of human resource practice in the following sections (Personnel Affairs Department, Public Relations Department, General Bureau Department, and Administrative and Legal Affairs Department) in the Greater Salt Municipality reached (4.27), which indicates The degree of strong agreement among the study sample members regarding the level of measurement of the degree of human resource practice in the Greater Salt Municipality, and that there is a strong degree on the availability of the practice of recruitment and selection, the level of performance evaluation, and the availability of elements for the practice of the reward system, and the practice of training and development in the Greater Salt Municipality, but it differs in terms of List them by the way they are set up and organized. The research also found that the general mean of all the measures of quality management in the Greater Salt Municipality reached (4.21), which indicates a strong degree of agreement between the study sample members of the role of the following sections (Personnel Affairs Department, Public Relations Department, General Bureau Department, and Affairs Department Administrative and Legal) in measuring quality management in the Greater Salt Municipality. As for discussing hypotheses, the research found that there is a statistically significant relationship between human resource practices (recruitment and selection, training and development, reward system, and performance evaluation) and the organizational performance in the Greater Salt Municipality. Finally, the researchers concluded that there is a significant difference in the role of quality management as a mediating variable on the relationship between human resources practices and organizational performance in the Greater Salt Municipality.

scholarly journals The Influence of Human Resource Practices on Job Satisfaction: Empirical Investigation of Jordan Hotels

2018 ◽  
Vol 8 (4) ◽  
pp. 136
Author(s):  
Daifallah Olaimat
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Human Resource ◽  
Empirical Investigation ◽  
Hotel Industry ◽  
Employee Participation ◽  
Training And Development ◽  
Positive Influence ◽  
Human Resource Practices ◽  
Recruitment And Selection

The present study examined the influence human resource practices on job satisfaction in the context of hotel industry in Jordan. The present study used five human resource practices such as recruitment and selection, performance appraisal, training and development, compensation, and employee participation. A total of 120 responses from 8 hotels were collected and analyzed objectively. Multiple regression was used to test the hypotheses. Results showed that all practices of human resource (i.e. recruitment and selection, performance appraisal, training and development, compensation, and employee participation) had positive influence on job satisfaction.

scholarly journals Mediating Entrepreneurial Creativity – The Effect of Human Resource Practices on Innovation

2020 ◽  
Author(s):  
Juliansyah Noor ◽  
Musa Alkadhim Alhabshy ◽  
Mohd Rafi Bin Yaacob
Keyword(s):  
Human Resource ◽  
Small And Medium Enterprises ◽  
Mediating Effect ◽  
Human Resource Practices ◽  
Cross Sectional ◽  
Mediating Role ◽  
Medium Enterprises ◽  
Creativity And Innovation ◽  
The Relationship

This research aims to evaluate the link between human resource practices (HRPs) and innovation with mediating effect of entrepreneurial creativity. This research uses the hierarchical analysis to examine data collected from entrepreneurs running 172 small and medium enterprises. The results show that (a) HRPs have a positive and significant effect on entrepreneurial creativity; (b) HRPs have statistically significant impact on innovation. These results provide empirical evidence that entrepreneurial creativity mediates the relationship between HRPs and innovation. Also, the findings provide evidence that the mediating role of entrepreneurial creativity causes improving employees' innovation. Also, the findings provide evidence that the mediating role of entrepreneurial creativity cause improving employees' innovation. By providing a cross-sectional examination of our model, we showed that HRPs and entrepreneurial creativity are of essence in shaping an innovative context. A comprehensive view on the triggers and outcomes of entrepreneurial creativity and innovation are needed, as the traditional unidirectional cause-effect rationale short in explaining how these concepts relate to one another and to entrepreneur experiences of HRPs.  

The relationships between Human Resource Practices on Employee Retention in Malaysian Industrial Settings

2013 ◽  
Vol 1 (2) ◽  
pp. 09-20
Author(s):  
Kim Lian Lee ◽  
Sarvanan Singram ◽  
Christopher Luke Felix
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Employee Retention ◽  
Management Practices ◽  
Human Resource Practices ◽  
Manufacturing Companies ◽  
Hrm Practices ◽  
Human Resource Management Practices

Objective - The study explores the relationships between human r esource management practices on employee retention in Malaysian industrial setting s . The human resource management practices such as selection, training and development, performance appraisal and reward were considered in this study as the main factors that impact the employee retention in an organization Methodology/Technique - All d ata used in th is study consist s of respondents of executives and managers in manufacturing companies located in Klang Valley, Malaysia. Data processing and statistical analyses were mainly carried out using SPSS. Reliability test was used to check the con sistency and dimensionality of the scale items. P e a rson Intercorrelation was used to measure the associations among the human resource practices and employee retention and Multiple Regression Analysis to check the criterion - related validity of the scale i tems and to complement the correlation results. Findings - Data from 151 respondents from various industries show ed that the reward was most correlated with employee retention. This is followed by performance appraisal, in which fair and inclusive appraisa l leads to better retention. On the contrary, selection was found to have least significance relationship with employee retention. Novelty - The contribution of the study is in asserting some findings for human resource manager to understand the importanc e of an effective HRM practices on employee retention in the manufacturing industry. Apart from that, this research provides an understanding of some important elements in human resource management practices that are more effective in employee retention. Type of Paper - Empirical Type of Paper - HRM Practices; Employee Retention; Relationship; Significance .

The mediating role of fairness on the effectiveness of strategic performance measurement systems

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kevin Baird ◽  
Sophia Xia Su ◽  
Nuraddeen Nuhu
Keyword(s):  
Performance Appraisal ◽  
Human Resource ◽  
Performance Measures ◽  
Content Type ◽  
Strategic Performance ◽  
Measurement Systems ◽  
Mediating Role ◽  
Performance Measurement Systems ◽  
Insight Into

PurposeThis study examines the mediating role of the fairness of performance appraisal on the association between the extent of use of strategic performance measurement systems (SPMSs) with SPMS effectiveness.Design/methodology/approachData were collected using an online survey distributed to 656 Australian middle and lower level managers.FindingsThe findings reveal that informational fairness mediates the association between SPMSs (link to value drivers and the use of multidimensional performance measures) with performance-related outcomes; procedural fairness mediates the association between SPMSs (link to strategy and the use of multidimensional performance measures) with staff-related outcomes and distributive fairness mediates the association between the use of SPMSs (all three types) with both performance and staff-related outcomes.Originality/valueThe study provides a unique insight into the importance of fairness (the distributive, informational and procedural fairness of the performance appraisal system) in mediating the associations between the extent of use of SPMSs and SPMS effectiveness. The findings contribute to the human resource management (HRM) “black box” literature by providing an insight into the behavioural mechanism through which a specific human resource management practice (i.e. the SPMS) influences organisational performance.

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