scholarly journals A South African Study Of Influence Of Fairness Of Human Resource Management Practices On Service Quality

2016 ◽  
Vol 32 (3) ◽  
pp. 871-882
Author(s):  
Lineo Winifred Dzansi
Keyword(s):  
South Africa ◽  
Resource Management ◽  
Service Quality ◽  
Service Delivery ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Perceived Fairness ◽  
Hrm Practices

This paper deals with the problem of poor service delivery in municipalities across South Africa – a problem that seems to elude a lasting solution. It assesses the extent to which perceived fairness in human resource management (HRM) practices affect service quality of selected municipalities in South Africa. Falling on organizational justice theory, it is posited that the HRM practices of municipalities could explain the poor service being delivered by municipalities in South Africa. Quantitative data collected from employees of nine randomly selected municipalities in the Free State Province was used to create indices for employee fairness perceptions of HRM practices as well as service quality as perceived by customers. From regression analysis, the results indicate that: employees perceive HRM practices as unfair; service delivery does not meet citizens’ expectations; and, statistically speaking, quality of service delivery is significantly and positively related to perceived fairness in HRM practices namely compensation (distributive); recruitment and Selection (procedural); and promotion (procedural) at the .05 and .01 levels of significance – meaning that fair HRM practices are important for quality service delivery.

scholarly journals Impact of municipal employees’ perceptions of fairness in human resources management practices on motivation: evidence from a South African Province

2016 ◽  
Vol 14 (1) ◽  
pp. 138-149
Author(s):  
Lineo W. Dzansi ◽  
Crispen Chipunza ◽  
Denis Y. Dzansi
Keyword(s):  
Resource Management ◽  
Service Delivery ◽  
Human Resource Management ◽  
South African ◽  
Human Resource ◽  
Management Practices ◽  
Employee Motivation ◽  
Perceived Fairness ◽  
The South ◽  
Hrm Practices

In South Africa, the problem of service delivery cuts across all municipalities as manifested by citizen protests across the country on almost daily basis. To mitigate the costs associated with the protests, the South African government has placed emphasis on the role played by human resources management through instituting legislative frameworks, such as the the White Paper on Human Resource Management in the Public Service (1997). Despite this effort, the human resource management practices of municipalities continue to be criticized, by both municipal internal staff and citizenry. Service delivery in the South African context is regarded as one of the cornerstone indicators of how the government affords its citizens access to quality life as enshrined in its constitution. This paper is one of the studies based on the South African context attempting to explain the problem of service delivery by looking at perceived fairness in human resource management (HRM) practices by employees of municipalities and how such perceptions affect their motivation to work. Using the tenets of the organizational justice theory, the authors hypothesize that perceived HRM practices of municipalities can be predictors of employee motivation. Quantitative data collected from employees of nine randomly selected municipalities in the Free State Province are used to create indices for the different HRM practices as well as employee motivation. Significant correlation tests are performed. Results show a positive correlation between perceived fairness in the HRM practices of municipalities and employees’ motivation at .05 and .01 levels of significance. This means that fair HRM practices of municipalities promote employee motivation

scholarly journals Using Human Resource Management Practices to Predict Quality Service Delivery: Case of Public Secondary Schools in Kenya

2017 ◽  
Vol 12 (10) ◽  
pp. 121
Author(s):  
Christine Mutiso ◽  
James M. Kilika
Keyword(s):  
Resource Management ◽  
Service Delivery ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Education Sector ◽  
Quality Service ◽  
Hrm Practices ◽  
Human Resource Management Practices

With rapid changes in the business environment, organizations are increasingly looking at their human resources as a unique asset that can provide sustained competitive advantage. Human resources are considered by many to be the most important assets of an organization for sustaining competitiveness through their products and services. It has been observed that very few employers are able to harness the full potential from their human resources. In view of this, this study examined the relationship between Human Resource Management Practices and Quality Service Delivery in the education sector in Kenya. The research was done as a case study of government sponsored secondary schools based in in Taita-Taveta County. The conceptualization in the study was guided by the various strategic human resource theories, models and the servqual model. The results show that the regression model used is significant (F=23.499; p<0.001) and that the HRM practices as measured using the five practices explain approximately 45% of the variation in service quality delivery in the education sector in Taita-Taveta county in Kenya (R2=0.448). The results show that hypotheses one, four and five of the study are supported (β=.405, p<.000;β=.321, p<.000; β= .181, p<.001 respectively) while hypotheses two and three are not (β=-.113, p=.170; β= -.508, p=.612 respectively).  The study concluded that HRM practices in the Education sector in Kenya is still undertaken with an inclination towards the traditional personnel management perspective. The study called on future research to investigate the same phenomenon using an expanded list of HRM Practices indicators and pay attention to senior executives’ perspective on the strategic role of human resources in the sector.

scholarly journals Municipal Employees’ Perceptions Of Political Interference In Human Resource Management Practices: Evidence From The Free State Province In South Africa

2016 ◽  
Vol 15 (1) ◽  
pp. 15 ◽  
Author(s):  
Lineo W. Dzansi ◽  
Crispen Chipunza ◽  
Mabokang Monnapula-Mapesela
Keyword(s):  
South Africa ◽  
Resource Management ◽  
Human Resource Management ◽  
South African ◽  
Human Resource ◽  
Management Practices ◽  
Hrm Practices ◽  
Political Interference ◽  
Municipal Employees ◽  
Human Resource Management Practices

Service delivery in South Africa has of recent been marred with much criticism and citizens’ dissatisfactions evidenced by protests across the country, especially in different municipal areas. While the South African central government recognizes the important supportive role of human resources management (HRM) in ensuring quality service delivery, the municipalities’ human resource management seem not to be playing this important role. There are accusations of too much political interference in municipal human resource management activities in municipalities in the country. The objective of this study was to determine municipal employees’ perceptions of political interference in human resource management practices within selected municipalities in South African. Using a sample of nine municipalities and 342 employees, results of the quantitative analysis of data collected using questionnaires showed that municipal employees perceived little or low levels of political interference in HRM practices.  The results are discussed within the context of organisational justice theory and implications on issues such as application of appropriate ethics in HRM practices are suggested.

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 Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

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.

scholarly journals Broadening Our Understanding of Human Resource Management for Improved Environmental Performance

2021 ◽  
pp. 000765032110532
Author(s):  
Florencio F. Portocarrero ◽  
Anne-Laure P. Winkler ◽  
Jone L. Pearce
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Environmental Performance ◽  
Management Practices ◽  
Performance Evaluations ◽  
Assessment Process ◽  
Performance Criteria ◽  
Manufacturing Companies ◽  
Hrm Practices

This article evaluates the effect of different human resource management (HRM) practices on organizations’ environmental performance. We develop a model to evaluate the influence of a broad range of HRM practices, including environmental performance criteria in managers’ performance evaluations and two types of internal corporate social responsibility (CSR) practices: socially responsible employee benefits and corporate volunteering practices. To this end, we analyze a sample of 142 manufacturing companies that have completed B Lab’s Impact Assessment process to certify their environmental performance. The results show that including environmental criteria in a higher proportion of managers’ performance evaluations directly impacts organizations’ environmental performance and strengthens the positive effect of other environmental management practices. The findings also demonstrate the direct effects of both types of CSR practices on an organization’s environmental performance. Our study advances recent work on Green HRM and CSR by identifying the specific HRM practices that allow organizations to move from being part of the world’s environmental problem to being part of the solution.

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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