scholarly journals Sumber Daya Manusia di perguruan tinggi Indonesia saat pandemi COVID-19: Bekerja dari rumah dan kebijakannya

2021 ◽  
Vol 9 (1) ◽  
pp. 20-33
Author(s):  
Elisabeth Rukmini ◽  
Maria Dwi Ardiana
Keyword(s):  
Best Practices ◽  
Human Resources ◽  
Online Survey ◽  
Human Resources Management ◽  
Monitoring And Evaluation ◽  
The Internet ◽  
Resources Management ◽  
Hr Management ◽  
Monitoring Mechanism ◽  
Evaluation Mechanism

Penelitian ini bertujuan menggali penjaminan mutu dalam pengelolaan SDM sebagai hasil praktik baik selama WFH, yang diharapkan berguna bagi pengelolaan SDM di perguruan tinggi (PT). Survei daring dilakukan untuk menggali opini, perspektif, dan praktik dari stakeholder. Hasil menunjukkan 90% responden berasal dari PTS dan 73% berlokasi di Jakarta (N=198). Responden (85%) setuju PT telah mempersiapkan WFH, penetapan kebijakan, virtual workspace, SDM, mekanisme monitoring dan evaluasi. Responden (80%) mengapresiasi persiapan dan pengambilan keputusan WFH. Responden (50%) memenuhi 51-75% tuntutan pekerjaan selama WFH. Responden (52%) menyatakan unitnya mencapai 51-75% target kerja. Responden (87%) mengapresiasi mekanisme monitoring. Apresiasi responden (82%) diberikan pada efektivitas WFH. Responden (88%) setuju WFH sebagai opsi cara kerja mendatang. Responden setuju (38%) 3+2 hari (WFH+WFO) per minggu. Responden setuju (35%) menukar 15-30% biaya transpor dengan WFH. Pertanyaan terbuka menunjukkan agar WFH didukung akses internet dan virtual workspace yang memadai. Penelitian ini menunjukkan praktik teladan sepanjang WFH yang dapat distandarkan menjadi penjaminan mutu pengelolaan SDM, di antaranya standar pengambilan keputusan, mekanisme monev, dan fasilitas daring.AbstractThis research aimed to explore the quality assurance in human resources management as best practices of WFH, that would be beneficial for HR management in higher education institutions (HEI). An online survey was done to seek opinions, perspectives, and meaningful practices among HEI stakeholders. Results show 90% of respondents are from private universities, and 73% are located in Jakarta (N total 198). Respondents (85%) agree there is preparation toward WFH, the policy, virtual workspace, HR, monitoring and evaluation mechanism. Respondents (80%) appreciate the WFH preparation and decision. Respondents (50%) complete 51-75% of the work during WFH. Respondents (52%) state their unit achieved 51-75% of the target during WFH. Respondents (87%) appreciate the monitoring mechanism. Their appreciation (82%) is given to the effectiveness of WFH. Respondents agree (88%) of WFH as an option for the future of working. Respondents agree (38%) of 3+2 days (WFH+WFO) per week. Respondents agree (35%) to exchange their 15-30% of transport fees to WFH. The open-ended questions show WFH should be supported by adequate access to the internet and virtual workspace. This research shows best practices of WFH, which could be standardized as QA toward HR system, including the standards of decision making, monitoring and evaluation, and online facilities.

COACHING CORE COMPETENCIES AS THE KEY SOFT SKILL FOR SUCCESSFUL HUMAN RESOURCES MANAGEMENT

2017 ◽  
Author(s):  
Serhii Kubitskyi ◽  
◽  
Oksana Chaika ◽  
Keyword(s):  
Transformational Leadership ◽  
Human Resources ◽  
Core Competencies ◽  
Human Resources Management ◽  
Soft Skill ◽  
Leadership Model ◽  
Resources Management ◽  
Hr Management ◽  
Or Organization ◽  
A Company

This paper aims at considering the well-known triad of What? How? Why? somewhat anew by suggesting looking at transformational leadership for successful human resources management through the lens of coaching core competencies as the key soft skill. Arising as the strategic approach to the effective management of people, well-thought human resources management that rests on a leadership model definitely enables management of a company or organization to move ahead of the curve and gain a firm foothold in the job market. The transformational leadership model fits the framework of the research and links to the contrastive line between management and leadership.It is emphasized that management processes focus on (i) maintaining and (ii) improving performance at work, on the one hand, and on the other, unlike management, the transformational leadership model focuses on the benefits of visionary thinking and bringing about change. Following the goal in the subject matter associated with successful HR management, the Golden Circle of What? How? Why?introduced by Simon Sinek finds its way in the description analysis. The Why? sectionopens the idea for successful HR managementto move further to What?section and is accompanied with How? section in the end. The final part of the findings embodies 11 current core competencies of coaching, which illustrate how the ways of implementing the soft skills in workplace may increase HR performance, enhance seamless communication among employees and management, drive change and welcome innovation.The four objectives for successful HR management: (i) drive change within a company or organization, (ii) encourage and motivate people for personal and corporate growth and development, (iii) employ innovation including modern technologies, and (iv) lead by example, correspond to the four cornerstones in the framework for successful company or organization management via transformational leadership. They are: (i) create an inspire vision of the future for the company’s (organization’s) employees, (ii) motivate the staff to live by and deliver the vision, (iii) manage delivery of the vision, (iv) attract and retain high-class professionals and young talents, build up strong and competitive teams, create and grow ever-stronger, trust-based relationships with the employees. The toolkit of ways, techniques and approaches may derive from the current core competencies in coaching that can be groupedsimilarly to the ICF ones as follows: (i) foundation, (ii) co-creating the relationship, (iii) communicating effectively, and (iv) cultivating learning and growth.

E-HRM as a Reality in Virtual World

2009 ◽  
pp. 278-285
Author(s):  
Gonca Telli Yamamoto ◽  
Ahmet Özbek
Keyword(s):  
Human Resources ◽  
Labor Unions ◽  
Virtual World ◽  
Human Resources Management ◽  
The Internet ◽  
Business World ◽  
Resources Management ◽  
Important Challenge ◽  
Internet Revolution ◽  
Rich History

The human resources (HR) profession has had a rich history: that is, from the concept of labor unions in 1930 to the creation of selection tools in 1940 then to the reward systems in 1970 shifting to teamwork and then to partnerships in 1990. After the 1990s, like all other businesses, HR also influenced the Internet revolution. Classical human resources management (HRM) concerns the recruitment, selection, development, compensation, retention, evaluation, and promotion of personnel within an organization (Bernardin & Russel, 1993), which could be mostly transferred to the virtual world. Therefore, the HR profession faces an important challenge with new e-HRM and virtual actions encountered in the business world. This chapter examines the e-HRM phenomenon in the virtual world in detail and tries to bring new angles to e-HRM, and then manifests new definitions for the new reality while changes andinteractions take place in the virtual world.

scholarly journals Women-friendly HR management practices and organisational commitment among female professionals: Evidence from Zimbabwe

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Shallone Munongo ◽  
David Pooe
Keyword(s):  
Human Resources ◽  
Structural Equation ◽  
Management Practices ◽  
Human Resources Management ◽  
Empirical Literature ◽  
Research Approach ◽  
Organisational Commitment ◽  
Resources Management ◽  
Hr Management ◽  
Female Professionals

Orientation: Despite the growing feminisation of the global labour market, discrimination against women in the workplace remains entrenched.  Such discrimination of women is largely attributed to human resources management (HRM) policies and management practices which are inherently masculine, designed by men for men.Research purpose: The aim of this study was to explore the influence of human resources management practices on the organisational commitment among female professionals in Zimbabwe.Motivation for the study: Notwithstanding the growing scholarly interest in the factors which can help retain women in the workplaces, there remains a paucity of studies from developing countries on how HRM practices influence female professionals’ organisational commitment in the workplace. Dearth in empirical literature is pronounced in Africa, particularly in a society such as Zimbabwe punctuated by patriarchy and an economy that has been depressed for over two decades.Research design, approach and method: The study adopted a quantitative research approach and employed a cross-sectional survey of 210 female professionals employed in the private and public sectors in Zimbabwe. Structural equation modelling was employed for data analysis using AMOS 25.0.Main findings: The results of the study revealed positive and significant relationships between women-friendly HR management practices and organisational commitment of female employees.Practical/managerial implications: Premised on these findings, the study recommended that it is imperative for HR management to implement non-discriminatory rewards systems, increase family-friendly policies, prioritise continuous training and charter clear progressive career development programs for the female employees.Contribution/value-add: This study provides managers with a better perspective of the predictors of organisational commitment among female professionals in an African context.

scholarly journals APPARATUS HR MANAGEMENT REFORM IN INDONESIA

2018 ◽  
Vol 1 (1) ◽  
pp. 31-39
Author(s):  
Vita Nurul Fathya
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Government Agencies ◽  
Management Reform ◽  
Resources Management ◽  
Indonesian Government ◽  
Road Map ◽  
Hr Management ◽  
The Government

Human resources management in government agencies is one of change areas becoming the focus of  bureaucracy reform in Indonesia. This article explores plans of change to reform human resources  management in Indonesian government agencies. The plans are compared with concepts on effective  human resources management. The conclusion is that there is conformity between the government  plans under road map on bureaucracy reform and some concepts of human resources management.  

scholarly journals Is Generation Z changing the understanding of HR work?

2021 ◽  
Vol 1 (2) ◽  
pp. 75-94
Author(s):  
Matthias Bender
Keyword(s):  
Human Resources ◽  
Qualitative Content Analysis ◽  
Human Resources Management ◽  
Talent Management ◽  
Management Approach ◽  
Extensive Literature ◽  
Current Form ◽  
Resources Management ◽  
Generation Z ◽  
Hr Management

This article aims to determine whether and how an increased entry of Generation Z could impact HR work. To answer this, two hypotheses were formulated. Afterward, an extensive literature search was carried out on various databases, with the search results being narrowed down step by step using two selection criteria. The finally selected literature, focusing on German-speaking areas, was then evaluated through qualitative content analysis. First, it was found that the research results on Generation Z are not as uniform as one might assume from the first impression, especially since there is also a tendency in the studies to prefer to interview students. However, it seems that the individual consideration of employees and communication with them will increasingly be demanded by them and thus become the focus of HR work, regardless of whether the employee is a talent or not. This fundamental claim could lead to the fact that the considerations regarding an exclusive or inclusive Talent Management approach are no longer expedient or even rather obstructive, especially since talent management in its current form has apparently not yet arrived at many companies even after more than 20 years. Considering the definition problem of the concept of talent alone, this is not surprising. The advantage of Talent Management over HR Management is that some main tasks from HR management are linked together. However, due to the framework conditions, all employees must be considered individually, and it could make sense to rename inclusive Talent Management to Employee Management. In that case, exclusive Talent Management is understood solely as Talent Management (methodological level), and both terms could be summarized under the generic term Human Resources Management (didactic level). This would result in a hierarchy of terms in which the terms are clearly distinguished from each other. Furthermore, the sharpening of the terms and the concentrated summary of essential aspects of personnel work (see Figure 3) should also make it easier for managers who are inexperienced in personnel work to carry out Human Resources Management. This article aims to contribute to the sharpening of theoretical concepts to facilitate their practical implementation. The article is suitable for entrepreneurs, executives, HR specialists, and academics.

scholarly journals Revitalization in Efforts to Improve Cooperative Capacity as a Community Economic Pillar Using the Integration of Human Resources Management Information and Adroid Technology (COOPLite)

2020 ◽  
Author(s):  
Renica Cristia Ningrum ◽  
Lohana Juariyah
Keyword(s):  
Quality Management ◽  
Human Resources ◽  
Significant Contribution ◽  
Human Resources Management ◽  
Poor Quality ◽  
Management Information ◽  
Integration System ◽  
Resources Management ◽  
Hr Management

The purpose of this study is to identify the factors that affect the low quality of cooperative human resources in Indonesia, and define new innovations for improving the quality of cooperative-based HR management collaboration and technology. Increasing the quantity of cases of cooperatives in Indonesia is often caused by poor quality management. The creation of the COOPLite application is one of the breakthroughs to minimize that ineffectiveness. By collaborating with the HR integration system IHRMS (with Android technology), it is expected that the HR managerial process can be carried out easily, effectively, and efficiently. The COOPLite application can make a significant contribution to improving the system and transparency of cooperative information in Indonesia. Keywords: human resources, COOPLite application

Human resources management and performance in the hotel industry

2016 ◽  
Vol 28 (3) ◽  
pp. 490-515 ◽  
Author(s):  
Carmen Domínguez-Falcón ◽  
Josefa D. Martín-Santana ◽  
Petra De Saá-Pérez
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Hotel Industry ◽  
Organisational Performance ◽  
Content Type ◽  
Resources Management ◽  
Hr Practices ◽  
Hr Management ◽  
And Performance ◽  
Practical Implications

Purpose The purpose of this study is to analyse the effects of high-commitment human resources (HR) practices on organisational performance through the commitment and satisfaction of both managers and supervisors. Design/methodology/approach An empirical study was carried out, based on the perceptions of 68 managers and 296 supervisors at four- and five-star hotels in Gran Canaria (Canary Islands, Spain). Findings The results obtained reveal that: high-commitment HR practices have a positive and significant effect on the commitment and satisfaction of both groups; managers’ commitment and satisfaction do not lead to improved organisational performance; however, supervisors’ commitment and satisfaction do lead to better economic results because of an improvement in customer results. Practical implications This research revealed that it is important for hotel companies to adopt high-commitment HR practices because these practices contribute to managers’ and supervisors’ affective connection to the company, leading them to feel positively satisfied with their jobs. In addition, hotels should focus on supervisors because they feel more customer-oriented and tend to stay longer in the company, which probably leads them to better meet the needs of customers, allowing hotels to obtain better economic results. Originality/value This study contributes to HR management in the hotel industry by obtaining the views of two key informants – managers and supervisors – about the implementation of HR practices and their own levels of commitment and satisfaction.

Research on HRM under Internet Environment

2014 ◽  
Vol 687-691 ◽  
pp. 4836-4839
Author(s):  
Liu Jin
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Supply And Demand ◽  
The Internet ◽  
Management Reform ◽  
Resources Management ◽  
The Impact

Human resource management is the mainly field of Internet business applications. The impact of the Internet on corporate human resource management can be summarized as changing macroeconomic environment, improve openness, democracy and scientific human resources management. The Internet has changed market environment of human resources, resulting in a shortage of talent required to change people's knowledge structure, the structural supply and demand of talent more prominent. Internet lead to faster flow of talent, but also conducive to business properly treat and handle the flow of talent problem. Internet help enterprises realize the sharing of human resources, increase the likelihood of sharing scarce talent while gain a better talent to share results. Internet can promote human resources management reform to keep up with the management of information technology and networking pace, but also to promote changes in corporate human resources management concept.

scholarly journals The Importance of Knowledge Management in World of Information

2017 ◽  
Vol 7 (1) ◽  
Author(s):  
Sanie Doda
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Human Resources ◽  
Empirical Data ◽  
Human Resources Management ◽  
Raw Material ◽  
Integration Process ◽  
Resources Management ◽  
World Power ◽  
The People

Globalization and innovation depends on the knowledge of individuals. Coordination of knowledge and talent of the people is important component of performances and development of the organization. knowledge is world power. Knowledge, if managed properly, turns into value and adds higher yields in life and work. It comes as a result of time to certain degrees and starts with general empirical data, where facts and observations are “raw material”. Content of such data comprise what we call information.  Knowledge is next to the last of “Information pyramid” at the top of which is wisdom.Albania’s integration process is accompanied with a “boom” of information flowing. Such information is a great endowment in acquisition of knowledge, experiences and best practices. We think that is required maximum exploitation of existing structures.Knowledge is acquired in allocated conditions and for this its treatment is a job for appropriate structures of human resources management. 

scholarly journals Professional communities in human resources management

2021 ◽  
Vol 128 ◽  
pp. 01031
Author(s):  
Ruslan Dolzhenko ◽  
Svetlana Dolzhenko
Keyword(s):  
Public Policy ◽  
Human Resources ◽  
Human Resources Management ◽  
Educational Programs ◽  
Professional Communities ◽  
Community Members ◽  
Resources Management ◽  
Hr Management ◽  
Higher Educational

The paper discusses the opportunities of professional communities in the sphere of HR management to design and develop the system of professional qualifications. It describes the nature of professional communities and identifies their advantages for public policy. The study provides the results of HR specialists quantity analysis, presents the conclusions of the monitoring of HR professional communities in Russia, determines their readiness to develop the system of professional qualifications in the country. The monitoring included 97 Russian professional communities in HR management. Websites of professional communities have been analysed; the experience of community members has been studied; results of the survey among communities’ members held in 2010-2016 are presented. This research helped to identify several new and relevant activities of Russian professional communities in HR management, such as development of an independent qualification assessment and updating of educational programs in higher educational establishments.

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