Human Resource Strategy and Performance Management during a Pandemic COVID-19 at PT Samsung Elektronik Indonesia

2021 ◽  
Author(s):  
CHOIRUL ANDRI
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Human Resource Strategy ◽  
And Performance ◽  
Resource Strategy

scholarly journals Human Resource Strategy Evaluation And Performance in Higher Education: An Empirical Study on Selected Universities in Kenyan

2021 ◽  
Keyword(s):  
Higher Education ◽  
Human Resources ◽  
Human Resource ◽  
Sample Survey ◽  
Cross Sectional ◽  
Frequency Distributions ◽  
Human Resource Strategy ◽  
Strategy Evaluation ◽  
And Performance ◽  
Resource Strategy

The research aimed to examine the relationship between human resource strategy evaluation and the performance of human resources in universities in Kenya. A sample survey cross-sectional design was employed where the target population was the registrars from the administration department that has oversight over the human resources. The data was then processed using the SPSS version 25 and analysed with descriptive and inferential statistics. Frequency distributions indicated high utilisation of the principles of business strategy evaluation in human resources. The correlation between the Human resource Strategy Evaluation and performance was positive and significant, and regression analysis confirmed the predictive power of human resource strategy on performance. The study concluded a positive and significant relationship between the utilisation of human resource strategy evaluation and the performance of human resources in universities in Kenya. Keywords: Human Resource Strategy Evaluation; Performance; Higher Education, Kenya

Electronic Monitoring in the Workplace

2009 ◽  
pp. 314-320
Author(s):  
Daria Panina
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Electronic Monitoring ◽  
Rapid Development ◽  
Well Being ◽  
Organizational Contexts ◽  
Human Resource Strategy ◽  
And Performance ◽  
Resource Strategy

Recent advances in technology have led to the rapid development of electronic monitoring in the workplace (Chen & Ross, 2007). Electronic monitoring is widely used in many industries, and there is no doubt that the size of the workforce subjected to it continues to grow (American Management Association, 2005; D’Urso, 2006). It is used by organizations due to its potential to optimize supervision and control processes, protect company assets, safeguard property information, and avoid costly litigation (Case & Young, 2002; Friedman & Reed, 2007). Electronic monitoring can become a central organizational tool for human resource management as well. It can have a profound impact on several HR functions. For example, an electronic monitoring system may be used as a source of data for performance management and performance evaluation and provide the basis for promotion, training, and development decisions (Wells, Moornan, & Werner, 2007). Due to these capabilities, electronic monitoring affects an array of work-related attitudes and behaviors of employees and management (Stanton, 2000b). Existing research is focusing on identifying the ways to make electronic monitoring acceptable to all stakeholders, by elucidating electronic monitoring designs that help maintain the motivation and well-being of individuals. However, we are only beginning to address the issue of the effects of organizational culture and human resource strategy on the role of electronic monitoring and its effectiveness within specific organizational contexts (Chen & Ross, 2005). These contextual factors may determine the role that electronic monitoring plays in managing human resources, from being one of the technology-enhanced human resource management practices devolved to line managers, to being a central part of the overall human resource strategy that supports various HR functions within an organization. The purpose of this article is to present a model of electronic monitoring effectiveness that combines the major electronic monitoring characteristics, their individual and organizational outcomes, and contextual variables that affect electronic monitoring acceptance and use.

Self-renewal of the Japanese firm and the human resource strategy

1988 ◽  
Vol 27 (1) ◽  
pp. 45-62 ◽  
Author(s):  
Ikujiro Nonaka
Keyword(s):  
Human Resource ◽  
Japanese Firm ◽  
Self Renewal ◽  
Human Resource Strategy ◽  
Resource Strategy

scholarly journals Human Resource Practices in Public Healthcare Sector: A Perceptual Study among Healthcare Professionals

2017 ◽  
Vol 6 (1) ◽  
pp. 52
Author(s):  
Sumathi G N
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Healthcare Professionals ◽  
Healthcare Sector ◽  
Family Welfare ◽  
Public Healthcare ◽  
Human Resource Practices ◽  
Public Healthcare Sector ◽  
Primary Health Centres ◽  
And Performance

<span lang="EN-US">The study is aimed to identify various human resource practices in the public healthcare sector and to measure the level of human resource practices. The study adopts the perceptual view of healthcare professionals such as medical officers and staff nurses working in Primary Health Centres of Tamilnadu. A survey using a questionnaire is used to collect data from healthcare professionals. The results indicated that human resource practices such as job autonomy and job security are perceived to be useful and necessary, while training and performance management system are found to provide necessary inputs for carrying job duties and practices such as career growth opportunities and compensation need the attention of the officials of Health and Family Welfare department of Tamilnadu Government for enhancing the utility of these practices</span><span>.</span>

Sources of decline, turnaround strategy and HR strategies and practices: The case of Iberia Airlines

2018 ◽  
Vol 40 (3) ◽  
pp. 583-610 ◽  
Author(s):  
Mónica Santana ◽  
Ramon Valle Cabrera ◽  
José-Luis Galán González
Keyword(s):  
Financial Crisis ◽  
Human Resource ◽  
Recovery Strategy ◽  
Human Resource Strategy ◽  
Employee Responses ◽  
Resource Strategy

This study investigates the coevolution of the sources of decline, the turnaround strategy and the human resource strategy (HRS) at Iberia Airlines, together with the influence of employee responses to these strategies. The analysis of several moments of organisational decline at Iberia, comparing measures adopted in pre- and post-financial crisis periods, shows that, in a sector experiencing a fiercely competitive transformation that negatively affects established companies, the use of downsizing in an organisation with internal deficiencies may create further problems within the company, while an HRS based on flexibility-oriented practices and a fostering approach to strategic negotiations will improve the requisite recovery strategy.

Human Resource Strategy

2015 ◽  
pp. 1-5
Author(s):  
Peter Boxall
Keyword(s):  
Human Resource ◽  
Human Resource Strategy ◽  
Resource Strategy

Application of Statistics in HR Research

2017 ◽  
pp. 74-107
Author(s):  
Dipak Kumar Bhattacharyya
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Resource Planning ◽  
Statistical Tools ◽  
Specific Research ◽  
Critical Areas ◽  
And Performance

Application of statistics in HR research has been briefly explained in our introductory chapter. It is now acknowledged, with statistics, we can ensure our HR research is more effective. Such research results can also help to take critical HR decisions at organization level. In this chapter, we have discussed on application of statistics in HR research in two critical areas, i.e., human resource planning (HRP) and performance management. Both in HRP and performance management, we can make extensive use of various mathematical, econometric, and statistical tools. Also, we have many established models. However, here our focus is restricted to only some of the simple statistical tools that can help in research in this two-critical human resource management areas. As the purpose of this chapter is to explain use of statistics in two major areas of HR research, it will cover only some selected areas of application. At the outset focus is on the specific research nitty-gritty, as these may help prospective researchers to get their basics clear, before they proceed for research in HRP and performance management areas.

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