scholarly journals Skill Mapping, Talent Pool Management and Organisational Development: Evidence from Professional Bodies in Nigeria

2020 ◽  
Vol 34 (1) ◽  
pp. 46-59
Author(s):  
Matthew Adekunle Abioro ◽  
Jayeola Olabisi ◽  
Isaac Oladepo Onigbinde ◽  
Adedolapo Mercy Adedeji
Keyword(s):  
Survey Research ◽  
Employee Engagement ◽  
Succession Planning ◽  
Organisational Development ◽  
Human Resource Managers ◽  
Job Rotation ◽  
Talent Pool ◽  
Resource Managers ◽  
Study Population ◽  
Positive Effect

AbstractThe study examined the influence of skill mapping and talent pool management on organisational development in Nigeria. The study adopted a survey research and the study population comprised three thousand (3000) active members of Chartered Institute of Personnel Management (CIPM) in Nigeria as at 2019. A research instrument, well structured, titled “Skill mapping, talent pool management and organisational development” was used to collect data from a sample size of 353 members randomly selected from the population. Descriptive and inferential statistics were adopted to analyse the formulated hypotheses. The result of the study showed a positive effect of employee engagement on organisational development (R2 = 0.664, P = 0.000); and a significant effect of succession planning on organisational development (R2 = 0.781, P = 0.000). There was also a significant effect of job rotation on organisational development (R2 = 0.392, P = 0.000). The study concluded that skill mapping and talent pool management (in terms of properly matching tasks with personnel) played a significant role in the development of an organisation. Therefore, the study recommended that human resource managers at every organisation should strive to keenly match employee with tasks where they were more skilful and talented, as failure to do this, might result in employees’ inefficiency and turnover.

scholarly journals Employee Engagement Level and Its Key Determinants: a Study in the Context of Nepalese Media Sector

The Batuk ◽  
2020 ◽  
Vol 6 (1) ◽  
pp. 1-16
Author(s):  
Damodar Niraula
Keyword(s):  
Performance Appraisal ◽  
Employee Engagement ◽  
Human Resource ◽  
Questionnaire Survey ◽  
Sampling Method ◽  
Analytical Tool ◽  
Participatory Culture ◽  
Human Resource Managers ◽  
Major Focus ◽  
Resource Managers

 This paper aims to measure the level of employee engagement and to propose employee engagement framework. Following two-step sampling method, a questionnaire survey was conducted among the employees of fifteen media houses. The results of the survey are analyzed with the help of SPSS 18 version. Majority of the employees of Nepalese media houses have been found being engaged to their job. The findings confirm that five HR practices: performance appraisal and recognition; participatory culture; working facility; communication; and job and resources are the determinants of employee engagement. Among those, performance appraisal and recognition, and participatory culture, should be the major focus of human resource managers to make the employees engaged. Additionally, the paper can serve as a reference and an analytical tool to researchers for expanding knowledge on the topic.

scholarly journals The Effect of Leadership, Employee Engagement, and Self Learning on Effectiveness of Employee's Work

2018 ◽  
Vol 6 (07) ◽  
Author(s):  
Paima Erianto Hasibuan ◽  
Maruf Akbar ◽  
Thomas Suyanto
Keyword(s):  
Organizational Performance ◽  
Employee Engagement ◽  
Independent Learning ◽  
Survey Method ◽  
Leadership Engagement ◽  
Instrument Measuring ◽  
Study Population ◽  
Employee Effectiveness ◽  
Self Learning ◽  
Positive Effect

Purpose - The aim of this article is to analysis, an organizational performance through process systematically to improve organizational performance through improving the performance of individuals and teams. Design / methodology / approach - This study, used survey method with quantitative approach, the instrument measuring instrument in the form of a questionnaire. This study population as many as 133 employees. Saturated sampling used in this study. The test instrument Carried out on 30 employees. Analysis was done by using descriptive and inferential statistics. Findings - The results show that Leadership has positive effect on Employee Effectiveness, Employee Engagement positively effect on Employee Effectiveness, Positive effect on the Independent Learning Employee Effectiveness, Leadership has positive effect on employee engagement, Leadership has positively effect on Self-egulated Learning and Employee Engagement positively affects Self-Learning. Practical implications - This study highlights the importance of providing support to Leadership, Employee Engagement, Self Learning and the effect on Effectiveness of Employee's Work. Keywords: Leadership, Engagement, Self-Learning, Effectiveness JEL: M0, M5

scholarly journals Employee Engagement and Retention in Automotive Industry in Malaysian Context. Job Stress as a Moderator

2019 ◽  
Vol 8 (6S3) ◽  
pp. 607-617
Keyword(s):  
Employee Engagement ◽  
Job Stress ◽  
Automotive Industry ◽  
Structural Equation ◽  
Business Performance ◽  
Manufacturing Sector ◽  
Human Resource Managers ◽  
Resource Managers ◽  
Business Competitiveness ◽  
High Level

Employee engagement has been extensively researched lately as it delivers a positive business outcome. Due to the complex competition prevailing in the automotive industry, maintaining a high-level engagement among the employees is important for long term business performance. The level of employee engagement can be improved by identifying its drivers. For this purpose of study, The Malaysian automotive industry was chosen as it plays a significant role in the manufacturing sector which drives towards industrialization nation, hence contributing to the Malaysian economy. The drivers of employee engagement are identified as (rewards and recognition, leadership, empowerment, compensation and career development) and their relationship between employee engagements are examined. Furthermore, Job stress was used as a moderator to examine the relationship of Employee Engagement and Retention. 288 responded from this industry in Malaysia based on random sampling and Structural equation modelling (SEM) was utilised as statistical tools to perform the analysis. It is hoped that this study will benefit many organizations, especially the employers and human resource managers in Malaysia by developing a better understanding on the importance of employee engagement within the organization, in a way, which could improve the performance of the business competitiveness and retain the employees

scholarly journals The Role of Higher Education in the 21 Century

2021 ◽  
Author(s):  
Violla Makhzoum ◽  
Lama Komayha
Keyword(s):  
Employee Engagement ◽  
Selection Process ◽  
Human Resource Managers ◽  
Development Programs ◽  
Difficult Situation ◽  
Virtual Workplace ◽  
Resource Managers ◽  
Managerial Implications ◽  
Hr Managers ◽  
First Time

When the economy is in such bad shape, any of us who has a job is fortunate. Human resource managers and practitioners are concerned with whether employees are contributing to the organization’s Strategy, goals, and priorities or not, as well as how to proceed with the recruiting and selection process, employee engagement, and training and development programs, as a consequence of the pandemic of Covid-19. Organizations all over the world are in a difficult situation; for the first time in history, the value of a barrel of oil dropped to less than zero on April 20, 2020; the only explanation for this is the ongoing global lockdown. The actual workplace has been transformed into a virtual workplace, and HR managers are now pondering how to effectively involve workers. The aim of this paper was to clarify how employee engagement affects organizational efficiency within Covid-19 pandemic and shed the light on all the factors and provide a set of managerial implications to the professionals.

scholarly journals THE EFFECT OF JOB CRAFTING ON INNOVATIVE BEHAVIOR THROUGH MEDIATION WORK ENGAGEMENT

2020 ◽  
Vol 1 (1) ◽  
pp. 77
Author(s):  
Eferanda Risqyta Pradana ◽  
Fendi Suhariadi
Keyword(s):  
Employee Engagement ◽  
Work Engagement ◽  
Product Innovation ◽  
Job Crafting ◽  
Significant Positive Effect ◽  
Innovative Behavior ◽  
Study Population ◽  
Mediator Variable ◽  
Positive Effect

ABSTRACTInnovation is one of the ways that must be done by companies through employees to stay competitive in the highly developed business competition in terms of technology and product innovation. The company restructurisation company results in the adjustment of employees in their work. This study aims to prove the role of job crafting as a solution for innovative behavior by involving work engagement variables as a mediator variable. This research uses a quantitative approach with data analysis using WarpPLS 6.0 from the data from questionnaires. The study population was employees of CV. Mapan Group. The results showed that job crafting had a significant positive effect on innovative behavior. Work engagement was significantly mediate the effect of job crafting on innovative behavior. These results indicate that in this study, partial mediation occurred on the effect of job crafting on innovative behavior through work engagement. Job crafting has a significant role in fostering employee engagement. Some ways that can be done for companies whose workforce is dominated by millennial are: 1) Doing passion mapping of employees and provide them wider opportunities, 2) Creating programs to align employees' personal missions with organizational missions, 3) Cultivating related competition work innovation as one of the strategies to stimulate employee  job crafting. Keywords: Job crafting, Work engagement, Innovative behavior, Restructurisation  ABSTRAKInovasi adalah salah satu cara yang harus dilakukan oleh perusahaan melalui karyawan untuk tetap bertahan dan bersaing dalam persaingan bisnis yang sangat maju dalam hal teknologi dan inovasi produk. Adanya restrukturisasi di perusahaan menghasilkan penyesuaian karyawan dalam pekerjaan mereka. Penelitian ini bertujuan untuk membuktikan peran kerajinan kerja sebagai solusi untuk perilaku inovatif dengan melibatkan variabel keterlibatan kerja sebagai variabel mediator. Penelitian ini menggunakan pendekatan kuantitatif dengan analisis data menggunakan WarpPLS 6.0 dari data dari kuesioner. Populasi penelitian adalah karyawan CV. Grup Mapan, untuk sampel yang diperoleh adalah 31 responden. Hasil penelitian menunjukkan bahwa kerajinan kerja memiliki efek positif yang signifikan terhadap perilaku inovatif. Tes mediasi keterlibatan kerja pada pengaruh kerajinan kerja pada perilaku inovatif menunjukkan hasil yang signifikan. Hasil ini menunjukkan bahwa dalam penelitian ini mediasi parsial terjadi pada pengaruh kerajinan kerja pada perilaku inovatif melalui keterlibatan kerja. Job crafting memiliki peran penting dalam mendorong keterlibatan karyawan. Beberapa cara yang dapat dilakukan untuk perusahaan yang tenaga kerjanya didominasi oleh milenium adalah: 1) Melakukan pemetaan gairah dari karyawan dan kemudian memberi mereka peluang luas, 2) Membuat program untuk menyelaraskan misi pribadi karyawan dengan misi organisasi, 3) Memupuk kerja kompetisi terkait inovasi sebagai salah satu strategi untuk merangsang kerajinan kerja karyawan. Kata kunci: Pekerjaan Kerajinan, Keterlibatan Kerja, Perilaku inovatif, Restrukturisasi

scholarly journals The Impact of Covid-19 on Employees Engagement

2021 ◽  
Author(s):  
Moetaz Soubjaki
Keyword(s):  
Employee Engagement ◽  
Selection Process ◽  
Human Resource Managers ◽  
Development Programs ◽  
Difficult Situation ◽  
Virtual Workplace ◽  
Resource Managers ◽  
Managerial Implications ◽  
Hr Managers ◽  
The Impact

When the economy is in such bad shape, any of us who has a job is fortunate. Human resource managers and practitioners are concerned with whether employees are contributing to the organization’s Strategy, goals, and priorities or not, as well as how to proceed with the recruiting and selection process, employee engagement, and training and development programs, as a consequence of the pandemic of Covid-19. Organizations all over the world are in a difficult situation; for the first time in history, the value of a barrel of oil dropped to less than zero on April 20, 2020; the only explanation for this is the ongoing global lockdown. The actual workplace has been transformed into a virtual workplace, and HR managers are now pondering how to effectively involve workers. The aim of this paper was to clarify how employee engagement affects organizational efficiency within Covid-19 pandemic and shed the light on all the factors and provide a set of managerial implications to the professionals.

scholarly journals Saving Employee Engagement: Emergent Strategies in Response to Externally Mandated Change

2021 ◽  
Vol 9 (2) ◽  
pp. 214-223
Author(s):  
Matthew Vanschenkhof ◽  
Matthew Houseworth ◽  
Lorin Walker ◽  
Scott Smith
Keyword(s):  
Employee Engagement ◽  
Human Resource ◽  
Large Scale ◽  
Employee Morale ◽  
Human Resource Managers ◽  
Organizational Responses ◽  
Mandated Change ◽  
Resource Managers ◽  
Fair Labor Standards Act ◽  
Strategic Factors

This study discusses critical strategic factors associated with concerns over implementation of the Fair Labor Standards Act (FLSA) mandate of December 2016. Emergent Human Resources (HR) strategies developed by human resource managers were investigated, as well as how these managers influenced issues directly linked with employee engagement, communication, employee status, and organizational responses. Interviews were facilitated less than four months prior to the mandate’s implementation. Investigators found the FLSA mandate created concerns for human resource managers based on current organizational practices, compensation, and bonus structures, as well as employee morale challenges. Specific findings included a desire for organizational communication concerning changes due to the mandate, but a universal lack of strategic planning or implementation of a process to preserve employee engagement. Further, HR management concerns regarding employee morale and consequent action were investigated, as a change in status from exempt to non-exempt would be perceived as a demotion by most employees. This research finds that the ability to communicate changes with constituents, help manage implementation for HR employees, care for morale and cultural repercussions, and demonstrate fairness in compensation are critical factors to consider for a large-scale change and implementation in HR policy due to sweeping regulatory changes.

Employee Engagement Dan Stress Kerja Pengaruhnya Terhadap Kepuasan Kerja Dan Turnover Intention di Aman Villas Nusa Dua – Bali

2020 ◽  
Vol 2 (1) ◽  
pp. 60-79
Author(s):  
Wayan Arya Paramarta ◽  
Ni Putu Kurnia Darmayanti
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Work Stress ◽  
Turnover Intention ◽  
Secondary Data ◽  
Qualitative And Quantitative ◽  
Library Research ◽  
Analysis Technique ◽  
Negative Effect ◽  
Positive Effect

The aims of this study was to explain the effect of employee engagement and work stress on job satisfaction and turnover intention at Aman Villas Nusa Dua-Bali. The type of data used in this study is qualitative and quantitative data, with data sources namely primary and secondary data. Data collection method is interview, distributing questionnaires to respondents and library research, while the data analysis technique used Smart PLS 3.2.8. The results of this study showed that employee engagement had a positive effect and significant on job satisfaction, work stress had a negative effect but not significant on job satisfaction, employee engagement had a negative effect and significant on turnover intention, work stress had a positive effect and significant on turnover intention, job satisfaction had a negative effect but not significant on turnover intention, employee engagement had a positive effect but not significant on turnover intention trough job satisfaction, work stress had a positive effect but not significant on turnover intention trough job satisfaction at Aman Villas Nusa Dua-Bali.

EMPLOYER BRANDING OF MICRO, SMALL AND MEDIUM ENTERPRISES (MSMES) IN INDONESIA

2019 ◽  
Vol 4 (1) ◽  
pp. 165-174
Author(s):  
Ambara Purusottama ◽  
Teddy Trilaksono ◽  
Ari Ardianto
Keyword(s):  
Financial Constraints ◽  
Small And Medium Enterprises ◽  
Human Resources Management ◽  
Qualitative Approach ◽  
Human Resource Managers ◽  
Employer Branding ◽  
Resources Management ◽  
Resource Managers ◽  
Medium Enterprises ◽  
Depth Interviews

This study attempts to narrow the gaps that exist in the literature about branding in the context of micro, small and medium enterprises (MSMEs). The research method used is a qualitative approach through in-depth interviews with Owners, Managing Directors, and Human Resource Managers in MSMEs. The results of this study indicate that the UMKM employer branding is still limited to intention. It can be seen from the absence of programs or activities that support employer branding programs that are felt directly by their employees. This is induced by the focus of MSME businessmen who are still on fundamental issues such as financial constraints and the absence of loyal consumers. The results of this study can be used by educators or stakeholders in Indonesian MSMEs as a reference for formulating employer branding approaches and strategies that are in line with the characteristics of MSMEs in Indonesia. Keywords: Employer branding, Human resources management, Micro, small and medium enterprises

Human Resource Practices in the Non-Star Category Hotels in Kolkata

2015 ◽  
Vol 8 (1and2) ◽  
Author(s):  
P. R. Sandilyan ◽  
Sutheeshana Babu S.
Keyword(s):  
Empirical Study ◽  
Work Environment ◽  
Human Resource ◽  
Minimum Wages ◽  
Human Resource Practices ◽  
Human Resource Managers ◽  
Large Pool ◽  
Resource Managers ◽  
Safety Work ◽  
The City

In this empirical study, the authors made an attempt to examine the challenges faced by the human resource managers and employees as well as the benefits extended to the employees in the non-star hotel segment in the city of Kolkata It was also endeavored to ascertain the standards maintained by these hotels specifically the hygiene, safety, work environment and to mandatory legal and regulatory compliances. The results show that while these hotels were profitable and enjoyed a healthy market, the human resource practices were unhealthy and discriminatory in nature. Employees were neither provided with minimum wages and benefits nor have the establishments shown any interest in adhering to the mandatory compliances. This could largely be attributed to predominance of largely unskilled or inadequately qualified employees and a large pool of outsourced manpower.

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