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.

scholarly journals Indefinite vs. fixed-term work contracts: the impact over the teachers’ work-engagement

2020 ◽  
Vol 14 (1) ◽  
pp. 893-905
Author(s):  
Sorina Ioana Mişu
Keyword(s):  
Human Resources ◽  
Work Engagement ◽  
Quantitative Research ◽  
Human Resources Management ◽  
Present Moment ◽  
Resources Management ◽  
Strategic Human Resources ◽  
School Year ◽  
State Of Mind ◽  
The Impact

AbstractA teacher’s work during the school year should be seen as a marathon or as a sprint? This paper intends to contribute to the expanding body of literature on the work-engagement issues of education employees from a perspective of strategic human resources management. It investigates how the length of their working contracts influences the level of engagement shown for their work. It was assumed that the existence of an indefinite or a fixed-term work contract brings up aspects such as stability, predictability and coherence for a teacher’s work, all thought to be parts of a positive engagement state of mind. Nevertheless, the acknowledgement and the acceptance of a short time collaboration could bring just as good results if the focus remains on the present moment. In order to gain a better understanding it was performed a quantitative research materialized in a questionnaire, answered by school teachers employed under both forms of contracts. The findings of this study are of value for any of the educational field stakeholders as the system’s human resources are the most valuable asset for a qualitative result. In the end, implications of a predominant engaged or disengaged stuff will be discussed and human resources management suggestions will be made.

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.

Strategic Human Resources Management

2019 ◽  
pp. 112-131
Author(s):  
Ahmad Ali Salih
Keyword(s):  
Literature Review ◽  
Human Resources ◽  
Human Resource ◽  
Human Resources Management ◽  
Management Strategies ◽  
Business Organizations ◽  
Future Directions ◽  
Resources Management ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management

The chapter aims to identify the level of human resources management strategies in the Arab business organizations in Iraq and Jordan as a model in an attempt to bridge the shortage of descriptive and comparative Arabic studies. In order to achieve the goal of this chapter, it is structured to cover the following sections: 1) introduction and intellectual background to subject, 2) literature review, 3) the human and organizational characteristics of the Arab business organizations in Iraq and Jordan, and 4) The reality of human resource management strategies in the Arab organizations in Iraq and Jordan and their future directions.

scholarly journals The Mediating Effect of HRM Outcomes (employee retention) on the Relationship between HRM Practices and Organizational Performance

2012 ◽  
Vol 2 (1) ◽  
pp. 75 ◽  
Author(s):  
Fathi Mohamed Abduljlil Aldamoe ◽  
Mohamd Yazam ◽  
Kamal Bin Ahmid
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Employee Retention ◽  
Management Practices ◽  
Human Resources Management ◽  
Mediating Effect ◽  
Resources Management ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Relationship

The matter of human resources activities have been commonly used to observe organizational performance. One of the distinctive features of HRM is that better performance is achieved through the people in the organization. In recent years significant remarks have been recorded in identifying the Human Resources Management (HRM) – performance relationship. The relationship between HRM practices and organizational performance has been well documented by the previous studies. However, authors have called for the interrogation of the mediating role of HRM Outcomes such as employee retention in the relationship between HRM practices and organizational performance. Thus, the major objective of this study is to investigate the mediating effect of HRM Outcomes (employee retention) on the relationship between HRM practices and organizational performance. Based on the evidence derived from the literature, the paper concludes that employee retention is likely to mediate in the relationship between HRM practices and organizational performance. Keywords: Human Resources management, employee retention, Human Resources management practices, organizational performance 

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