scholarly journals Gender specifics of emotional intelligence as a resource for successful HR- management

2020 ◽  
Vol 19 (2) ◽  
pp. 33-43
Author(s):  
Nadiia Lysytsia ◽  
Yuliya Byelikova ◽  
Maryna Martynenko
Keyword(s):  
Emotional Intelligence ◽  
Human Resources ◽  
Intellectual Capital ◽  
New Technologies ◽  
Information Economics ◽  
Emotional Awareness ◽  
Managerial Behavior ◽  
Hr Management ◽  
Qualified Personnel ◽  
Hr Managers

Competitive advantage of any successful company is qualified personnel and intellectual capital. Thus, the work of HR-management specialists significantly affects the formation of human resources potential and hence the competitiveness of modern enterprises. In conditions of information economics, information about HR managers is in demand. Together with professional competences HR managers should use emotional intelligence which can help them to achieve success. Gender specifics of economic specialty students emotional intelligence is not studied enough that substantiates the topicality of the article. In connection with the above mentioned, research related to the study of key professional competencies and emotional intelligence of HR- managers is of particular importance. New technologies for managing behavior of employees appear every decade. As a result, new models of managerial behavior are becoming necessary, which would contribute to the development of new mechanisms for managing people. The aim of the article is to identify gender specifics of the emotional intelligence of economic specialty students as potential workers in the field of HR- management. The object of the research is phenomenon of emotional intelligence in the process of HR management. Hall’s methodology was used to assess students’ emotional intelligence. Results of emotional intelligence research conducted by Hall’s methodology allowed the authors to determine practical value of gender specifics of emotional intelligence in HR management. Gender specifics of such components of emotional intelligence (EI) as emotional awareness, management of own emotions, self-motivation, empathy, management of others’ emotions, general emotional intelligence have been analyzed. Cluster analysis has been made and allowed the authors to reveal groups of clusters among students with gender specifics of EI which may be regarded as resource for successful HR- management.

Human Resources as Manager of the Human Imprint

2009 ◽  
pp. 457-463
Author(s):  
Charmine E.J. Härtel
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Technological Innovation ◽  
Intellectual Capital ◽  
New Technologies ◽  
Holistic Approach ◽  
Pivotal Role ◽  
Organizational Systems ◽  
Use Of Technology ◽  
Effective Use

Knowledge is the currency of the new economy and consequently information is power. For this reason, it is a business imperative to grow and shape intellectual capital. Human resource management (HRM) plays a pivotal role in creating and growing intellectual capital and embedding it within organizational systems. Previous studies in HRM have demonstrated the connection between technological innovation and HRM in two conspicuously different ways. Specifically, some have illustrated how HR strategies can enhance technological innovation in organizations (Gloet & Terziovski, 2004; Jiménez-Jiménez & Sanz-Valle, 2005) while others have shown ways in which HR functions can be aligned and made more efficient by the effective use of technology (Ashbaugh & Miranda, 2002; Broderick & Boudreau, 1992; Bussler & Davis, 2001/2002). In this article, a more holistic approach is taken in viewing technology as both an input and an outcome of effective HRM. To this end, the aim here is to provide a description of some of the key ways in which HRM can enhance the development, implementation, and success of new technologies as well as how HRM can enhance its own value through the use of new technologies.

scholarly journals Human resources managers as custodians of the King III code

2015 ◽  
Vol 18 (2) ◽  
pp. 206-217
Author(s):  
Frank De Beer ◽  
Daniel Hercules Du Toit
Keyword(s):  
Corporate Governance ◽  
Human Resources ◽  
Performance Management ◽  
Ethical Decision Making ◽  
Structured Interviews ◽  
Main Research ◽  
Hr Management ◽  
Human Resources Managers ◽  
And Performance ◽  
Hr Managers

The objective of this research was to perform an exploratory study on the knowledge and understanding of the King III code among Human Resources (HR) managers in South African companies. The King III code is a comprehensive international corporate governance regime which addresses the financial, social, ethical and environmental practices of organisations. HR management plays a role in managing corporate governance by using the King III code as a guideline. The main research questions were: Does HR management know, understand, apply, and have the ability to use the King III code in terms of ethical decision-making? What role does HR management play in corporate governance? A random sample of available HR managers, senior HR consultants and HR directors was taken and semi-structured interviews were conducted. The results indicated that the respondents had no in-depth knowledge of the King III code. They did not fully understand the King III code and its implications nor did they use it to ensure ethical management. The themes most emphasised by the participants were: culture, reward and remuneration, policies and procedures and performance management. The participants emphasised the importance of these items  and HR’s role in managing them.

HR-Digital Trends

2019 ◽  
Vol 8 (5) ◽  
pp. 19-22
Author(s):  
Anna Dorogovtseva ◽  
Anna Erygina
Keyword(s):  
Human Resources ◽  
Digital Technologies ◽  
Success Stories ◽  
Hr Management ◽  
Speed Up ◽  
Hr Managers ◽  
Huge Variety

The article reviews HR-Digital, a new area in HR-management that has been actively implemented recently through the use of HR digital technologies. The work analyses the tasks of HR-managers in the digitalisation environment, digital technologies that will speed up a work fl ow for HR and help to evaluate an economic eff ect of HR-events. A focus is on the characteristics that today’s organisations must take into account to start using and implementing a digital HR-technology. We review areas for the digitalisation of staff services, show a huge variety of digital opportunities in managing human resources and give examples of success stories demonstrating the implementation of digital HR-technologies.

scholarly journals Industry 4.0 Diagnosis from an iMillennial Educational Perspective

2020 ◽  
Vol 10 (1) ◽  
pp. 21 ◽  
Author(s):  
Gabriela Beatrice Cotet ◽  
Nicoleta Luminita Carutasu ◽  
Florina Chiscop
Keyword(s):  
Emotional Intelligence ◽  
Human Resources ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
New Technologies ◽  
Rapid Evolution ◽  
Reality Testing ◽  
Evolution Of Technology ◽  
Characteristic Features ◽  
Correlated Parameters

Although the new economic paradigm is based on the rapid evolution of technology, it is not clear if this evolution is only dependent on a spectacular transformation of human resources or if the evolution of human resources has imposed major changes at a technical level as well. The main focus of this paper is to identify how to cope with these new technologies as educational actors, using a diagnosis of contemporary generation characteristics. The fourth industrial revolution (Industry 4.0) imposes a rapid evolution (or revolution) of the human resources paradigm in engineering: iMillennials should adapt to that paradigm, and the paradigm should be adapted to them. The research objectives were to identify some relevant characteristics of iMillennials’ technological background and to create a map of the abilities of this generation as required by the evolution of new technologies. For a batch of students with a technical background, two psychological inventories that describe emotional intelligence and motivation acquisition were applied. Each inventory used focuses on certain features that describe motivational achievement (AMI) or emotional intelligence (EQ-I). Besides the motivational features, the AMI questionnaire also refers to socio-emotional abilities. A correlation between the parameters of the two inventories occurred. Three correlated parameters (assertiveness, reality testing, and commitment) were identified. Based on these results, a constellation map of soft skills was designed to match characteristic features of iMillennials with necessary competencies for an Industry 4.0 environment. Furthermore, this paper proposes a tool for educational actors to cope with these transformations based on the new technologies of Industry 4.0 and the characteristics of the iMillennials generation.

Organization and Challenges of the Human Resources Function in a Cruise Ship Company

2020 ◽  
Vol 15 (2) ◽  
pp. 65-71
Author(s):  
Esperanza Suárez ◽  
Lourdes Susaeta ◽  
Frank Babinger
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Cycle Life ◽  
Cruise Ship ◽  
Organizational Changes ◽  
Hr Management ◽  
Maritime Labor ◽  
Cruise Line ◽  
Hr Managers

Since the Maritime Labor Convention (MLC) came into force, cruise line companies have been required to make human resource (HR) organizational changes in order to comply with the corresponding rules on employees' rights. This article offers an overview of the role and organization of HR in the Spanish cruise line company Pullmantur. This research suggests that cruise HR managers face greater challenges, compared to those of other sectors, not only because of the specific regulations affecting cruise line companies, but also because of the complexity of the processes from recruitment to incorporation. Pullmantur's case illustrates a particular way of organizing the HR planning and assignment of its personnel, reflected in their Crew Cycle Life (CCL). After having reviewed different documents as well as interviews carried out with Pullmantur's HR management, this article describes and examines the different positions, functions, and responsibilities of HR "on ship and shore." It concludes that HR's function within a cruise ship company is more stressful and complex, but at the same time, more vibrant and challenging than in other industries.

scholarly journals EMOTIONAL INTELLIGENCE OF HR-MANAGEMENT STUDENTS

2018 ◽  
Vol 6 (2) ◽  
pp. 16
Author(s):  
A. V. Grishina ◽  
O. M. Isaeva ◽  
S. Yu. Savinova
Keyword(s):  
Emotional Intelligence ◽  
Undergraduate Students ◽  
Professional Training ◽  
Human Resources Management ◽  
Total Sample ◽  
Hr Management ◽  
Master Level ◽  
Hr Managers ◽  
High Level ◽  
Management Students

Introduction:Emotional intelligence is one of the key abilities of the modern managers and HR managers. Efficiency of the employees and the employer's brand depend on the level of HR‘s emotional intelligence. In this study we tried to assess the level of emotional intelligence among students studying Human Resources Management at HSE in Nizhny Novgorod. The study involved 78 students: 56 people (71.79% of the total sample) were undergraduate students and 22 people (28.21% of the total sample) were master level students.Materials and methods:To measure the level of emotional intelligence we used the Test of emotional intelligence, developed by Professor E.A.Sergienko and E. A. Hlevnaya on the basis of the theoretical model of emotional intelligence as the ability of Mayer, J.D., Salovey, P. and Caruso, D.R.Results:According to the results, the average values of general emotional intelligence and the main scales of emotional intelligence are at the level of competence. The highest rate is observed on the scale of the Emotion Management (M=102.46). Lower indicators characterize the scale of the Use of emotions (M=95,61). 64.10% of the respondents are characterized by an average level of the development of the ability to understand and rule emotions; 56.41% of students have a high level of development of the ability to perceive, identify their emotions and emotions of the others; 38.46% have a low level of development of the ability to use emotions to solve problems. The growth of indicators of emotional intelligence from Bachelor to Master Degree in all branches of emotional intelligence is noted.Discussion and Conclusions:This article is largely a statement of the problem of emotional intelligent research and development of - HR-management students in terms of their professional training, development the professional competencies.

scholarly journals The Opportunity Presented by Technological Innovation to Attract Valuable Human Resources

2019 ◽  
Vol 11 (20) ◽  
pp. 5785 ◽  
Author(s):  
José-Luis Rodríguez-Sánchez ◽  
Antonio Montero-Navarro ◽  
Rocío Gallego-Losada
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Technological Innovation ◽  
New Technologies ◽  
Selection Process ◽  
Geographical Location ◽  
Sustainable Competitive Advantage ◽  
Hr Management ◽  
Recruitment And Selection

Technological innovation fostered by the use of the Internet and social networks in the business context requires the modification of the human resources (HR) management process to use the opportunities to obtain a sustainable competitive advantage. This paper analyzes the opportunities provided by technological innovation, which allows for the development of a new e-recruitment and selection process to access and attract valuable HR regardless of their geographical location. Adapting the traditional selection process, companies can incorporate new 2.0 selection techniques that generate an extraordinary improvement opportunity in human resource management. Given the need for members of the human resources department to master new technologies in order to maximize the benefits of e-recruitment and selection, the aim of this work is to carry out a case study in a leading company in the mechanical engineering sector. To this end, we will start by reviewing the literature. Then, the work offers a model of HR management considering the influence of technological innovation on the attraction of valuable human resources, integrating the previous theoretical contributions of experts in the field. Based on the observation of the case study, the results show the main factors, human resource practices, and management results and behaviors undertaken by a multinational company. The case study allows researchers to learn from professionals and business leaders and presents a roadmap that can be used to manage e-recruitment and selection.

Antecedents of human resources outsourcing decision in Vietnam

2017 ◽  
Vol 46 (4) ◽  
pp. 702-717 ◽  
Author(s):  
Thuy Thi Thanh Nguyen ◽  
Man-Ling Chang
Keyword(s):  
Human Resources ◽  
Demand Uncertainty ◽  
Professional Services ◽  
Future Research ◽  
Research Attention ◽  
Content Type ◽  
Cultural Aspects ◽  
Hr Management ◽  
Hr Managers ◽  
Outsourcing Decision

Purpose The purpose of this paper is to explore the antecedents of the decision of whether to outsource human resources (HR). Two moderators are considered: the lack of in-house HR expertise and positive HR outcome. Design/methodology/approach This study uses data collected from 85 Vietnamese firms of different sizes. Regression analysis is used to examine the research hypotheses. Findings The strategic involvement of HR management is positively related to the decision to outsource HR. As expected, a positive significant relationship exists between cost reduction and the decision to outsource HR for non-core HR activities. For core HR activities, demand uncertainty relates positively to the decision to outsource HR, and the lack of HR expertise moderates the process of HR outsourcing (HRO). Research limitations/implications Although the focus on firms in Vietnam may help to control for cultural factors, it may also limit generalizability. Because of the limited number of samples, this study cannot compare results across different industries. Future research should focus on the cross-cultural aspects of this issue or compare differences across industries. Practical implications This study provides HR managers with guidelines for making appropriate decisions regarding HRO. Vendors can exploit aspects of core vs non-core activities to provide professional services that satisfy the demands of firms. Originality/value Based on a theoretical approach, this work analyzes the decision to outsource HR in developing countries, an area that heretofore has received scant research attention.

Features of Personnel Management at the Enterprises of the Hotel Industry

2021 ◽  
pp. 55-60
Author(s):  
Marina Shostak ◽  
Mariya Yakovleva
Keyword(s):  
Human Resources ◽  
Personnel Management ◽  
Hospitality Industry ◽  
Business Processes ◽  
Human Resources Management ◽  
Hotel Industry ◽  
Postgraduate Students ◽  
Resources Management ◽  
Hr Management ◽  
Hr Managers

The specific features of personnel management at hospitality industry’ enterprises have been identified and formulated in the article. Since personnel is a key multifunctional resource in the hotel business, the research analyses in close-up how the specificity of HR-management is manifested in the personnel management’s functions in hotels. The identified specific features define the characteristics of business processes in the hotel industry and reveal the mechanisms for improving the personnel management system. The factors having a direct impact on the characteristics of personnel management, the labor market in the hotel industry and the cause-and-effect relationships of influence will receive attention in the authors’ further research. HR managers, specialists interacting with human resources, undergraduate and postgraduate students specializing in Management will benefit from studying this material, as it will deepen their professional knowledge and competencies in the field of understanding the features of personnel and human resources management at the hospitality industry establishments.

Building Emotional Intelligence for Student Success: A Pilot Study

2019 ◽  
Vol 4 (6) ◽  
pp. 1445-1461
Author(s):  
Amee P. Shah ◽  
Mary Lou Galantino
Keyword(s):  
Emotional Intelligence ◽  
Emotional Regulation ◽  
Communication Apprehension ◽  
Communication Competence ◽  
Emotional Awareness ◽  
Self Esteem ◽  
Preliminary Evidence ◽  
Empowerment Model ◽  
Dyad Interaction ◽  
Relational Management

Purpose Nationwide, upward trends exist in student issues with anxiety, stress, depression, and lowered classroom performance. As emotional awareness and emotional regulation skills are typically not addressed in professional discipline-specific courses, students experience challenges in their academic performance. This pilot research explored the effect of brief targeted classroom practices within an empowerment-based framework on domains of emotional intelligence. Method Twenty-two students in an undergraduate speech-language pathology class received a 13-week, biweekly, 15-min session of empowerment-based worksheet exercises to develop increased self-esteem, emotional awareness and regulation, and communication. Assessments of self-esteem, emotional intelligence, communication competence, and communication apprehension were conducted using validated scales, namely, the Rosenberg Self-Esteem Scale ( Rosenberg, 1965 ), the Quick Emotional Intelligence Self-Assessment ( Mohapel, 2015 ), the Self-Perceived Communication Competence Scale ( McCroskey & McCroskey, 2013 ), and the Personal Report of Communication Apprehension ( McCroskey, 1982 ), respectively. Midsemester and semester-end student reflections were collected. Results Paired t tests were significant in self-esteem and emotional quotient, including subdomains of emotional awareness, emotional management, social emotional awareness, and relational management. Significance was noted in communication competence in the subdomains of dyad interaction, stranger interaction, and acquaintance. Students' reflection showed significant improvement in empowerment and self-rated improvements in confidence, communication, connections with peers, and trust with instructor. Conclusion Preliminary evidence demonstrates positive outcomes with integration of intentional classroom exercises to build emotional intelligence (including emotional awareness and regulation), self-esteem, and communication. This empowerment model may assist faculty in developing effective pedagogical strategies to build students' self-resiliency.

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