scholarly journals Using A 360-Degree Appraisal Approach To Re-Design Advising Programs

2010 ◽  
Vol 3 (1) ◽  
pp. 1 ◽  
Author(s):  
Glenn Maples ◽  
Ms. Bette Harris ◽  
Ms. Anna M. Greco
Keyword(s):  
Human Resources ◽  
Academic Advising ◽  
Human Resources Management ◽  
360 Degree Feedback ◽  
Resources Management ◽  
Preliminary Results ◽  
The Past ◽  
Management Discipline

Over the past 30 years, researchers have repeatedly demonstrated the need to improve academic advising.  Nonetheless, at many Universities academic advising remains a neglected endeavor—poorly measured, managed and rewarded.  This paper considers the implementation of an academic advising program which parallels the 360-Degree feedback approach drawn from the Human Resources Management discipline.  The details of the program are outlined and preliminary results of the program, which literally transformed academic advising at our institution, are discussed.

scholarly journals Human Resources Management Examines itself and its Limitations

2005 ◽  
Vol 44 (3) ◽  
pp. 691-702 ◽  
Author(s):  
Solomon Barkin
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Previous Article ◽  
Resources Management ◽  
The Past ◽  
Controversial Topic

In the present paper, the author is analysing and criticizing the prevalence of human resources management (HRM) in the study of industrial relations over the past few years, as shown in a previous article of this journal. This controversial topic is subject to discussion and exchange of views which can be sustained through this forum.

scholarly journals The Role of Human Resources Management Towards Healthcare Providers Retention during Covid-19 Pandemic in Egypt

2021 ◽  
Vol 14 (8) ◽  
pp. 67
Author(s):  
Ashraf Elsafty ◽  
Mohammad Ragheb
Keyword(s):  
Human Resources ◽  
Intrinsic Motivation ◽  
Significant Role ◽  
Human Resources Management ◽  
Healthcare Providers ◽  
Past Research ◽  
Resources Management ◽  
The Past ◽  
The Impact

HRM has a significant role in motivating the employees and ensuring that every employee is satisfied with the HR practices. Healthcare providers have been facing stress and depression especially in Egypt, due to COVID-19. In this country, the healthcare providers are looking for alternatives to achieve satisfaction as COVID-19 has affected their jobs, salaries, incentives, and bonuses. The past studies have focused on assessing the HRM’s role in employee retention and satisfaction during the COVID-19 pandemic in Egypt. The past research discussed the impact of motivation, incentives, and rewards on the employees’ motivation. This study focused on evaluating the role of HRM towards the healthcare providers' retention during COVID-19 in Egypt. This study relied on the quantitative approach for achieving the findings and conclusion. The sample size of the study involved 120 healthcare providers working in different hospitals. The results revealed that intrinsic motivation, rewards, incentives, monetary benefits, and non-monetary benefits have an essential role in maintaining the healthcare providers during COVID-19. It is concluded that HR can play a significant role in retaining key healthcare providers in COVID-19. The elements including intrinsic motivation, incentives, non-monetary, and monetary benefits can play a significant part in retaining healthcare providers. HR departments should focus on releasing salaries on time, providing specific bonuses, and providing incentives to healthcare providers whenever they perform at their best level.

scholarly journals Gamification and Using It in Organisational Consulting

2021 ◽  
Author(s):  
Maija Zakrizevska-Belogrudova ◽  
◽  
Sanita Leimane ◽  
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Business Training ◽  
Resources Management ◽  
Professional Activities ◽  
The Past ◽  
Education Marketing ◽  
Training Programmes ◽  
Common Understanding

Gamification has been a topical item in education, marketing, human resources management, business, and organisational consulting in the past decade. Nowadays, companies have a wider range of available organisational consultations: organisational supervision is developing, coaching is popular, and there is a wide offer of business training sessions. This study aims to research gamification in organisational consulting, analyse the differences in the opinions regarding the use and availability of gamification in the professional activities of coaches, supervisors and business trainers. The survey developed by the authors of the study consisted of four sets of items (Information about Gamification, Application and Availability of Gamification, Believing Gamification Methods, Team/Group Responsiveness to Gamification) and two additional statements for the purpose of confirming the responses given by the respondents regarding their beliefs in gamification as an effective method and their readiness to use it. The associations related to the game and gamification were also researched. The questionnaire about gamification in the professional activities of supervisors, coaches and business trainers was sent electronically to professionals practising in Latvia. Questionnaires from 85 respondents were received and processed. The results demonstrated no statistically significant differences in the opinions of coaches, supervisors and business trainers regarding the use of gamification in organisational consulting. It was found out that the concept of gamification has not been sufficiently explained and there is still no common understanding regarding it in Latvia. More than half or 55 % of the 85 respondents in the survey do not know where to acquire gamification. At the same time, 91 % of the respondents in the survey specify that they are willing to acquire the methods of gamification. The authors of the study believe that it is important to proceed with the research in organisations to find out the experience of the organisations in gamification and to develop gamification training programmes for the organisations.

scholarly journals How does work engagement mediate the association between human resources management and organizational performance?

2018 ◽  
Vol 16 (3) ◽  
pp. 63-79 ◽  
Author(s):  
Gonçalo Pombo ◽  
Jorge Gomes
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Work Engagement ◽  
Human Resources Management ◽  
Path Model ◽  
Line Managers ◽  
Future Directions ◽  
Resources Management ◽  
The Past ◽  
And Behaviors

The aim of this paper is to understand how workers’ perceptions and behaviors contribute to understanding the association between human resources management (HRM) and organizational performance (OP). Over the past few decades, theory construction has lagged the intermediate linkages between HRM and OP, and, therefore, there are still many unanswered questions with regards to such an association. To sustain the HRM-OP link, the authors highlight the potential influence of employees’ work engagement (WE), with the aim of exploring some of the intermediating variables, focusing on the perceptions of employees’ attitudes and behaviors. This research emphasizes that line managers have a crucial role to play in stimulating employees’ efforts and in shaping HR-related outcomes. Line managers act as crucial intermediaries in determining how HR policies that lead to OP can be designed and administered. Nevertheless, line managers have the capability to disrupt or stimulate the system, which has a significant impact on employees’ engagement with the organization. The empirical research is based on a sample of 1,609 employees and 40 organizations and was carried out in two settings. Results suggest that line managers and employees’ perceptions of HR policies were positively related to line managers’ perceptions of OP. The results also support a path model, whereby WE strengthens HR systems’ association with enhanced levels of OP. The discussion reviews the implications of these results and suggests future directions for research.

الثقة، الصراع والسلوك التعاوني مع الاخذ بالاعتبار العلاقات التبادلية داخل المنظمات

2007 ◽  
Vol 13 (48) ◽  
pp. 349
Author(s):  
سعد علي حمود العنزي
Keyword(s):  
The Netherlands ◽  
Human Resources ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Cooperative Behaviour ◽  
Resources Management

كثيرة هي البحوث والدراسات التي نراجعها في السلوك التنظيمي، بحكم عملنا كأستاذ دراسات عليا بتخصص ادارة الموارد البشرية ونظرية المنظمة، ووقع بيننا بحثاً نظرياً متميزاً للباحثين (Karin Sanders & Birgit Schyns)([1])، نشر في مجلة اصيلة هي (Personnel Review)، في عام (2006)، بمجلدها (35) وبالعدد (5)، تحت عنوان (Trust, Conflict and Cooperative Behaviour: Considering Reciprocity Within Organizations) . ولنقل الفائدة العلمية للمتخصصين والمعنيين والمهتمين بهذا الموضوع الحيوي، أرتأينا ترجمته بالتصرف الذي يفيد القارئ باللغة العربية. فالبحث يصب غرضه في دراسة قضية محددة تتعلق بالثقة، الصراع، والسلوك التعاوني كحلقات مهمة في العمل التنظيمي، ذلك لأن مخرجات العاملين (Employees Outcomes) المتعلقة بإتجاهاتهم، وسلوكياتهم، تأتي من العلاقات التبادلية التي تقع بينهم، والتي ينبغي اختبارها كخصائص لعلاقاتهم هذه، وليس كسمات لهم. ففي اطار ذلك، تتمثل قيمة هذا البحث برأينا بمحاولة ملئ فجوة التبادلية في علاقات المدراء- والمرؤوسين- المرؤوسين، والتركيز عليها بشدة لتفسير تلك القضية المحددة آنفة الذكر. وبحكم كون البحث الحالي، طبيعته تتصف بالمراجعة العامة للفكر الاكاديمي المطروح على الساحة، فإنه يرتبط بمصطلحات علمية سلوكية كثيرة ابرزها: سلوك العاملين (Employees behaviour) اتجاهات العاملين (Employees attitudes)، احتواء العاملين (Employees involvement) العلاقات الصناعية (Industrial relations)، ادارة الموارد البشرية التطبيقية (Applied human resources management).   [1])) ان  (Karin Sanders) استاذ علم النفس التنظيمي والعمل بجامعة (Twenke, The Netherlands) و (Birgit Schyns)، استاذة مساعدة بدراسات الموارد البشرية بجامعة (Tilburg, The Netherlands).

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

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