scholarly journals Practices of Human Resource Management in Light of Cranet Empirical Research 2015–2016

2018 ◽  
Vol 10 (1) ◽  
pp. 101-142
Author(s):  
Jana Blštáková ◽  
Mártonné Karoliny ◽  
Ildikó Csapó ◽  
Ádám Szobi ◽  
József Poór
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Value Added ◽  
Economic Transformation ◽  
Public And Private ◽  
The Public ◽  
Similarities And Differences ◽  
Spss Software ◽  
Different Characteristics

Abstract Objective: Our article was prepared to outline how Humen Resource Managememnt developed in Hungary and Slovakia. We considered it was important to highlight in light of empirical data on the most important features of this development in both countries. Methodology: Our research is based on the Cranet international research questionnaire. The survey was carried out in Hungary and Slovakia in 2015 and 2016. More than five hundred (527) organizations took part in the survey, and the findings of the report are based on normal statistical methods (mean, frequency, distribution). Our analysis was carried out with the help of SPSS software Findings: In Hungary and Slovakia, the ongoing economic transformation has produced significant changes in the practice of Human Resource Management (HRM) in both institutions and enterprises and its evaluation. The organization has become an increasingly important factor in the strategic significance of the function itself and of HR departments in general, and this survey details the personnel or human resources (HR) management policies and practices of organizations or enterprises in both the public and private sectors. Value Added: We believe that through our article we are able to expose the similar and different characteristics of HRM in the two countries examined. Recommendations: We believe that the similarities and differences between countries are not only to be reviewed in traditional areas, as in language, culture or economic development, it is worth looking at areas such as similarities and differences of HRM.

scholarly journals Appraisal in the Public Service, Instrument of Human Resource Management

2014 ◽  
Vol 3 (4) ◽  
pp. 31
Author(s):  
Claude Barreix
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Public Service ◽  
Civil Servants ◽  
Public Performance ◽  
The Public ◽  
Appraisal Process ◽  
Staff Appraisal ◽  
Different Characteristics

The purpose of this article was to put forward staff appraisal process in the Public Service of advanced countries. Even if British and French Civil Services have different characteristics coming from their specific cultures, even if staff appraisal development has followed different rhythms, they meet together to consider that appraisal is a key instrument to improve public performance and Human Resource Management.Pay related to performance (PRP) triggers international debates because some consider it as ineffective and a source of discord inside a working team. But the two countries have to address the problem to find how to motivate their staff. The British civil servants seem less reluctant to PRP than their French homologues who feel more comfortable with a collective approach of appraisal, even if this system is criticized because some poor contributors may hide themselves behind good performers. The solution that could be prescribed would consist in using a collective approach of appraisal in combination of a system rewarding individual performers, in order to motivate staff individually and collectively as well.

Human Resource Management in the Not-for-Profit Sector

2021 ◽  
pp. 436-457
Author(s):  
Emma Parry ◽  
Clare Kelliher
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Communication ◽  
Public And Private ◽  
The Public ◽  
For Profit ◽  
Hrm Practices ◽  
Not For Profit

This chapter examines human resource management (HRM) in organizations in the not-for-profit sector. It examines the use of HRM practices relating to recruitment, selection, training, reward, performance management, communication, and diversity in not-for profit organizations, drawing on data collected via the Cranet survey. In the light of ongoing debate about how the not-for-profit sector differs from, or is similar to, the public and private sectors, we compare the findings across sectors. Furthermore, in line with commentary about the increasing importance of HRM in this sector, we compare the data collected in 2014/15 with the findings from the 2009/10 survey. We show that many of the HRM practices used in the not-for-profit sector are similar to those used in the public and private sectors, making it difficult to identify a unique not-for-profit approach to HRM. However, we also suggest that some elements of the commonly cited values-based approach to HRM remain.

scholarly journals Institutional context and human resource management in Nigeria

2020 ◽  
Vol 42 (1) ◽  
pp. 1-16
Author(s):  
Darius Ikyanyon ◽  
Phil Johnson ◽  
Jeremy Dawson
Keyword(s):  
Resource Management ◽  
Private Sector ◽  
Human Resource Management ◽  
Human Resource ◽  
Institutional Context ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Private Sector Organizations ◽  
Public And Private Sector

Purpose The purpose of this paper is to explore how the institutional context influences human resource management (HRM) policies in the public and private sector in Nigeria. Design/methodology/approach The convergent parallel mixed methods approach was adopted for this study. Survey data were collected from 122 HR managers across public and private sector organizations in Nigeria as well as 13 qualitative interviews. ANCOVA was used to analyse quantitative data while thematic analysis was used to analyse qualitative data in order to understand the influence of institutions on HRM in the public and private sector in Nigeria. Findings Findings indicate that while coercive, mimetic and normative institutional mechanisms influenced HRM in both the public and private sector, the influence of coercive mechanisms was significantly higher in the public sector, largely due to the poor enforcement of labour legislation and attempts by private sector organizations to adopt neo-liberal approaches to HRM. Originality/value The study provides an understanding of the institutional context of HRM in Nigeria by highlighting how varying degrees of pressures from the environment create internal diversity in HRM approaches in the public and private sector.

scholarly journals Role of Human Resource Management in Job Satisfaction of Employees: A Comparative Analysis in Public & Private Sector

2015 ◽  
Vol 2 (3) ◽  
pp. 263-266
Author(s):  
Dr Sweta
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Public Sector ◽  
Private Sector ◽  
Human Resource Management ◽  
Human Resource ◽  
Public And Private ◽  
The Public ◽  
Pros And Cons

This study investigates the relationship between human resource management and employees’ job satisfaction in public and private undertakings. The results revealed a positive relationship between managers and employees’ job satisfaction. The analysis is based on a sample of 100 employees which were randomly chosen from both the sectors. The happier people are within their job, the more satisfied they are said to be. This paper surveys both the sectors in most of the aspects of analysis. However both sectors have their own pros and cons which will be made clear while evaluating job-satisfaction levels among the employees of both the sector. And given that the reward system in the public sector systematically differs from that of the private sector (in terms of pay, benefits, and psychic value), it seems likely that studies of satisfaction levels among private-sector employees may not be applicable to public-sector employees.Int. J. Soc. Sci. Manage. Vol-2, issue-3: 263-266 DOI: http://dx.doi.org/10.3126/ijssm.v2i3.12751 

scholarly journals Educational Planning and Human Resource Management: A Study of Public and Private Schools in Pakistan

2019 ◽  
Vol 9 (2) ◽  
pp. 15-19
Author(s):  
Adeela Rehman
Keyword(s):  
Public Schools ◽  
Resource Management ◽  
Public School ◽  
Human Resource Management ◽  
Human Resource ◽  
Private Schools ◽  
Private School ◽  
Educational Planning ◽  
Public And Private ◽  
The Public

Planning and management of curriculum and human resources in schools is precisely liable and precarious in nature. The present study addressed the matter while exploring the practices of educational planning and human resource management in public and private primary level schools in Punjab, Pakistan. The case studies of two public and private schools in Rawalpindi District of Punjab Province were conducted by interviewing the mangers and principles of private and public school respectively. The participant observations were also taken to substantiate the information provided by the respondents. The schools were selected on the basis of their reputation and high enrollment of the students. The findings of the study elaborated the differences in public and private schools with respect to educational planning and managing human resource. The public schools followed the standard curriculum designed by the Punjab text book board which is universal for all the public schools. The teachers are mostly on permanent position and experienced. Whereas in the private schools, international level curriculum is followed this differs from school to school. Every private school has their own curriculum which they followed according to the standard of the school. The manager of the school generally decides the nature of the curriculum and recruitment of the teacher on its own will and interests. The medium of instruction is English in private schools, while public school used both national and international language. As far as teacher competence is concern, the public school teachers are more experienced as compare to private schools as they are working at the same school for a longer time period due to which better able to manage various task in the school and also take part in educational planning. On the other hand, in private school, fresh and most of the time untrained young females are hired. For these employees, professional development and retention is very important for the managers. Selecting and recruiting new teacher is very tedious job as well as it also affects the student’s performances and achievements. It is indicated that the owner of the private school was in continues struggle and in apprehension of hiring, and retaining their staff by providing them extra bonuses and facilities at school, such as leaves, time flexibility, and reward etc.

Reinventing Public Personnel Administration as Strategic Human Resource Management

1993 ◽  
Vol 22 (4) ◽  
pp. 565-578 ◽  
Author(s):  
Donald Klingner
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Force ◽  
Strategic Human Resource Management ◽  
Public And Private ◽  
Asset Development ◽  
Position Management ◽  
Personnel Administration

Strategic human resource management (SHRM) is an enhancement in the effectiveness of personnel management which has developed out of pressures for change in the way organizations manage human resources. It consists of common elements found in a variety of public and private employers: recognition that human resources are critical; a shift from position management to work and employees; more innovation; asset development and cost control; and a transition from EEO/AA compliance to work force diversity.

scholarly journals El desempeño adaptativo: implicaciones para la gestión de recursos humanos en el sector público

2021 ◽  
pp. 8-29
Author(s):  
Alexander RODRÍGUEZ LÓPEZ ◽  
Nekane BALLUERKA LASA ◽  
Arantxa GOROSTIAGA MANTEROLA ◽  
Imanol ULACIA ARAMENDI
Keyword(s):  
Resource Management ◽  
Public Sector ◽  
Human Resource Management ◽  
Human Resource ◽  
Job Design ◽  
Career Management ◽  
Adaptive Performance ◽  
The Public ◽  
Recursos Humanos

Laburpena: Jardun moldagarria funtsezkoa da erakundeentzat, inguruneko eskaeretara egokitzeko gaitasuna ezinbestekoa delako, batez ere krisi-garaian edo aldaketa teknologiko, ekonomiko edo laboralen garaian. Artikulu honek jardun moldagarria kontzeptuaren berrikuspen teorikoa ematen du, bai eta beste konstruktuekin eta antolaketa-elementuekin duen harremanarena ere, Ployhart eta Bliese-ren (2006) eta Park eta Park-en (2019) ereduetan oinarrituta, bai eta konstruktu hori ebaluatzen duten tresnena ere. Eremu publikoan giza baliabideak kudeatzean jardun moldagarriak dituen inplikazioak aztertzen dira, bereziki hautaketaren, prestakuntzaren, karrera-kudeaketaren eta lanpostuen diseinuaren arloan. Resumen: El desempeño adaptativo es un constructo clave para las organizaciones porque la capacidad de adaptación a las demandas del entorno es vital, especialmente en tiempos de crisis o cambios tecnológicos, económicos o laborales. Este artículo aporta una revisión teórica del concepto de desempeño adaptativo, de su relación con otros constructos y elementos organizacionales en base a los modelos de Ployhart y Bliese (2006) y Park y Park (2019), así como de los instrumentos que evalúan dicho constructo. Se analizan las implicaciones que tiene el desempeño adaptativo para la gestión de recursos humanos en el ámbito público, especialmente en materia de selección, formación, gestión de carrera y diseño de puestos de trabajo. Abstract: Adaptive performance is a key construct for organizations because the ability to adapt to the demands of the environment is vital, especially in times of crisis or technological, economic or labor changes. This paper provides a theoretical review of the concept of adaptive performance, its relationship with other constructs and organizational elements based on the models of Ployhart and Bliese (2006) and Park and Park (2019), as well as the instruments that evaluate the construct. The implications of adaptive performance for human resource management in the public sector are analyzed, especially in terms of selection, training, career management and job design.

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