scholarly journals Supervisory Empowerment Behaviors, Psychological Empowerment and Work Outcomes among Egyptian Managers and Professionals: A Preliminary Study

2018 ◽  
Vol 10 (4) ◽  
pp. 85-108
Author(s):  
Ghada El-Kot ◽  
Ronald J. Burke ◽  
Jacob Wolpin
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Arab Spring ◽  
Psychological Empowerment ◽  
Value Added ◽  
Well Being ◽  
The Body ◽  
Work Outcomes ◽  
The Arab Spring

Abstract Objective: This research examined the relationship of perceived supervisor empowerment behaviors with important work and well-being outcomes in a sample of Egyptian managers and professionals. Relatively little research has been undertaken on human resource management in Egyptian organizations and even less during and following the Arab spring. Methodology: Data were collected from 121 managerial and professional employees using anonymously completed questionnaires. Respondents were relatively young, had university educations, had short job and organizational tenures, and held lower level -management jobs. All measures used here had been used and validated previously by other researchers. Findings: Work outcomes included job satisfaction, organizational commitment, work engagement, exhibiting voice behaviors, workplace learning opportunities, psychological well-being and intent to quit. Employee perceptions of supervisory empowering behaviors predicted their levels of psychological empowerment. And both perceived levels of supervisory/leader empowerment behaviors and self-reported feelings of empowerment had significant relationships with the majority of work and well-being outcomes Value Added: Relatively little research has been undertaken on human resource management in Egyptian organizations and even less during and following the Arab spring. This will add to the body of knowledge about Egyptian managers and other Arab regions. Recommendations: Practical implications of these findings along with future research directions are offered. Practical applications include training supervisors on empowerment behaviors, and training all employees on the benefits of personal empowerment and efficacy and ways to increase them.

scholarly journals Re-vision of Future Trends in Human Resource Management (HRM) after COVID-19

2020 ◽  
Vol 12 (4) ◽  
pp. 70-90
Author(s):  
Sylwia Przytuła ◽  
Gabriela Strzelec ◽  
Katarzyna Krysińska-Kościańska
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Value Added ◽  
Well Being ◽  
Advanced Technology ◽  
Future Trends ◽  
Hr Practices ◽  
Recruitment And Selection ◽  
The Impact

AbstractObjective: The article is an attempt to make a diagnosis about the impact of the Covid-19 pandemic on HR practices including recruitment and selection, remote working, motivating employees, re-skilling and communicating. This theoretical study is a kind of revision and discussion with the “future trends in HR” predicted a few years ago before pandemic.Methodology: The research method was a review of the most recent research findings from business practice and from scientific literature concerning the impact of the pandemic on various fields of human resource management. Due to the growing flood of media information, the authors wanted to select the most updated HR practices implemented in organizations from the reliable and acknowledgeable sources.Findings: The biggest challenges for HR after COVID-19 will be: restructuring the place of work and the content of work, applying more advanced technology to recruitment, selection and performance; more interests, appreciation and motivation from managers will be needed as well as building trust, a sense of belonging among team members. The list of benefits will be revised towards enhancing mental health and well-being. The reality after the pandemic will require new competencies from managers and employees so re-skilling and re-training are the most expected approaches.Value Added: This article is becoming an important voice on the impact of a pandemic on the HR practices. The emerging and current results of research on HR trends will allow targeting education systems and equipping employees with the most predictable competences which will be useful in the era after the pandemic.Recommendations: The COVID-19 turmoil has changed the prepared strategic plans for development of many organizations. This external factor hardened all continents and built new reality where some tips and recommendation are highly welcome. Thus, we proposed few revisited personnel solutions which HR professionals may implement. We also invite other scholars to research the pandemic impact on many multidimensional levels: economic, political, social, technological, ethical ones.

scholarly journals The Influence of Management on Teacher Well-Being and the Development of Sustainable Schools

2021 ◽  
Vol 13 (5) ◽  
pp. 2909
Author(s):  
Esther Pagán-Castaño ◽  
Javier Sánchez-García ◽  
Fernando J. Garrigos-Simon ◽  
María Guijarro-García
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Negative Impact ◽  
Well Being ◽  
Structural Equations ◽  
Mediating Effect ◽  
Educational Performance ◽  
And Performance ◽  
The Relationship

Teaching is one of the professions with the highest levels of stress and disquiet at work, having a negative impact on teachers’ well-being and performance. Thus, well-being is one of the priorities in human resource management (HRM) in schools. In this regard, this paper studies the relationship between HRM, well-being and performance, observing the incidence of leadership and innovation in these relationships. The objective is to measure the extent to which it is necessary to encourage sustainable environments that promote the well-being of teachers and, by extension, students. The study used the methodology of structural equations and a sample of 315 secondary school teachers. The work validates the influence of leadership by example and information management on HRM and performance. In addition, we confirm the significant effect of human resource management on educational performance. The relationship is observed both directly and through the mediating effect on the improvement of well-being. On the other hand, the positive influence of innovation on performance, both in schools and in the classrooms, is reaffirmed. These results suggest the need to zero in on the human resources policies in schools linked to the improvement of teacher well-being and educational performance. They also highlight the role of school and classroom innovation as a key element in maintaining educational quality.

scholarly journals Hardiness in relation to organisational commitment in the Human Resource Management field

2012 ◽  
Vol 13 (1) ◽  
Author(s):  
Nadia Ferreira
Keyword(s):  
Resource Management ◽  
Career Development ◽  
Human Resource Management ◽  
Human Resource ◽  
Career Success ◽  
Well Being ◽  
Organisational Commitment ◽  
Convenience Sample ◽  
Managerial Implications ◽  
Development Support

Orientation: Employees’ hardiness is increasingly recognised as an aspect of their well-being and feelings of career success. Psychological well-being and feelings of subjective career success have positive implications for the motivation, satisfaction, performance and commitment of young talented staff.Research purpose: The study empirically investigated the relationship between an individual’s hardiness (measured by the Personal Views Survey II [PVS-II]) and organisational commitment (measured by the Organisational Commitment Scale).Motivation for the study: Research on an individual’s hardiness profile as an aspect of their career well-being and success and how these attributes influence their psychological attachment to the organisation, is needed to guide human resource career development support practices aimed at retaining valuable staff.Research design, approach and method: A quantitative survey was conducted on a convenience sample of predominantly Black (92.2%) and female (71%) employed adults (N = 355) at managerial and staff levels in the human resource management field.Main findings: Correlational and multiple regression analyses revealed a number of significant relationships between the two variables.Practical/managerial implications: Managers and human resource practitioners need to recognise how people’s hardiness relates to their sense of psychological attachment to the organisation. Organisations concerned with the retention and well-being of their equity staff members need to find a way to enhance and develop their hardiness and commitment.Contribution/value-add: The research contributes new insights into and knowledge of the factors that influence their employees’ hardiness and how these relate to their organisational commitment. The results may be used to inform career development support interventions that aim to increase employees’ sense of career well-being and success.

Human Resource Management in Post-Bureaucratic Organizations

2017 ◽  
pp. 252-273
Author(s):  
Gabriele Gabrielli ◽  
Francesca Zaccaro
Keyword(s):  
Social Sciences ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Well Being ◽  
New Organizational Forms ◽  
Human Resource Management Practices ◽  
Bureaucratic Organizations

The topic of human resource management is considered to be one of the most ancient in the domain of social sciences and different issues have been widely addressed by the time. However, society and markets evolution and the rise of new organizational forms invite new problems, as well as new perspectives on how to manage people at work. This chapter will deal with how the role of HRM has evolved in post-bureaucratic organizations and what can be done to sustain different people's motivation and engagement. Post-bureaucratic organizations may require a new human resource philosophy and the reconsideration of human resource management practices in order to guarantee employees' well-being, dignity together with organizational success.

Zurück zum Mitarbeiter!

2018 ◽  
Vol 59 (3) ◽  
pp. 17-20
Author(s):  
Stefan Huf
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Well Being ◽  
Talent Management

Abstract Vor zwanzig Jahren veröffentlichte Dave Ulrich „Human Resource Champions“ und gab damit den Anstoß für eine grundlegende Neuorientierung des Personalmanagements. Dieses Jubiläum wird zum Anlass genommen, Bilanz zu ziehen: HR hat die Mitarbeiter zunehmend aus dem Blick verloren, weshalb eine Rückbesinnung auf eine mitarbeiterzentrierte Personalpolitik erforderlich erscheint. Twenty years ago Dave Ulrich initiated with „Human Resoucre Champions” a reorientation of Human Resource Management. This anniversary gives reason to sum up: HR has lost employees out of sight. Human Resource Management therefore needs to give greater priority to promoting employee well-being. Keywords: talent management, makro perspektive, hr selbstverständnis

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