scholarly journals People as a Key Resource of Company Performance

2013 ◽  
Vol 21 (Special-Issue) ◽  
pp. 145-149
Author(s):  
Lenka Pucikova ◽  
Paul Woolliscroft ◽  
Milos Cambal
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Human Resources Management ◽  
Team Building ◽  
Business Leaders ◽  
Company Performance ◽  
Total Quality ◽  
Key Factor ◽  
Management Approaches

Abstract Recent years have seen a lot of new management approaches for improving organizational performance such as: total quality management, flat organizations, empowerment, continuous improvement, reengineering, kaizen, team building, and so on. Business leaders today are forced to focus even more on the profitability of their business. During the last several years, companies have initiated Performance Management (PM) systems to improve the quality of their management. In many companies they have succeeded, but in quite a few they have failed. This article presents the importance of Human Resources Management (HRM) and employees as a key factor on success of the company. Authors report that people in organization are a key resource of performance of company. The aim of the article is to analyze literature review and findings of researches with the purpose of completing the PhD theses of authors.

scholarly journals Dimensi Budaya dalam Peningkatan Sumber Daya Manusia Melalui Implementasi Total Quality

2012 ◽  
Vol 1 (2) ◽  
Author(s):  
Rosidah
Keyword(s):  
Human Resource ◽  
Organization Development ◽  
Human Being ◽  
Business Organization ◽  
Total Quality ◽  
Key Factor ◽  
Development Orientation ◽  
Quality Approach

Human resource is key factor of organization development for public and business organization. Organization development orientation does not concern directly with human being. However, it’s implication is refer to human resource. Therefore, its existence is needed to be given a serious attention. One of methods is  Total Quality approach. This paper discusses some problems of developing a good quality of working culture.

CHANGE ENGINEERING AND THE RELATIONSHIP OF CHANGE ENGINEERING WITH MODERN MANAGEMENT APPROACHES

2021 ◽  
Vol 7 (28) ◽  
pp. 18-31
Author(s):  
Kaya AĞIN
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Organizational Performance ◽  
Management System ◽  
Management Practice ◽  
Management Systems ◽  
Total Quality ◽  
Modern Management ◽  
Growth And Change ◽  
Management Approaches

Global growth and change strategies force organizations to change their management systems. Organizations that want to survive and be successful today apre trying to implementmodern management systems under their own management. Thus, they want to continue their existence in a competitive environment by adapting to changing and developing conditions. Organizations that realize the fact that change is a necessity, we see that they renew their organizational structure, systems and processes in order to compete in global markets. Reengineering is one of these methods. The pressure of competition has made system change. compulsory in organizations Reengineering, like other modern management techniques, aims to radically change the organizational management system, processes and policies in order to increase organizational performance. Reengineering is considered to be closely related to total quality management practice. Total quality management aims at customer satisfaction. Reengineering focuses on how to implement it. Organizations, reengineering management system applications will increase organizational performance. In this study, the theoretical framework of reengineering will be conceptually examined and its relations with total quality management will be revealed. Keywords: Change management, Reengineering, Globalization

What is a Business Process?

2011 ◽  
pp. 32-50
Author(s):  
Ned Kock
Keyword(s):  
Total Quality Management ◽  
Organizational Performance ◽  
Process Improvement ◽  
Business Process ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Total Quality ◽  
Business Process Improvement ◽  
Show Business ◽  
Management Approaches

Business process improvement can be defined as the analysis, redesign, and subsequent change of organizational processes to achieve performance and competitiveness gains. The idea that business process-focused improvement can be used as a tool to boost organizational performance and competitiveness is not new. In fact, business process improvement has been the basis of several widely adopted management approaches, such as total quality management, business process reengineering, and organizational learning. As the following sections briefly show, business process-focused improvement can be a unifying concept of these management approaches.

scholarly journals Total quality management, employee commitment and competitive advantage in Nigerian tertiary institutions. A study of the University of Lagos

2020 ◽  
Vol 8 (2) ◽  
pp. 87
Author(s):  
B.O. Abimbola ◽  
E.O. Oyatoye ◽  
O.G. Oyenuga
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Management Practices ◽  
Employee Commitment ◽  
Total Quality ◽  
Tertiary Institutions ◽  
The University

<p>The quality of education offered by the tertiary institutions in Nigeria in recent times has critically degenerated. Unfortunately, this has led to the unprecedented rise in the poor quality of Nigerian graduates which contributes to the very alarming high rate of unemployment in the country. This article therefore examines the relationship between total quality management (TQM), employee commitment and competitive advantage among tertiary institutions in Lagos State with a particular focus on the University of Lagos, using a survey research design with a random selection of 350 respondents from a population of 2,047 staff strength across the 11 faculties in the university. The data used for this article were derived from a systematic review of the relevant literature and a structured questionnaire. The data obtained from the questionnaire was subjected to descriptive and inferential statistics. The result showed that the adoption of total quality management practices and employee commitment significantly affects competitive advantage. The findings suggest that proper adoption of TQM practices coupled with employee commitment will guarantee competitive advantage outcomes measured in terms of increase in revenue, customer satisfaction and employee satisfaction. TQM and employee commitment through its principles can successfully contribute to enhanced organizational performance and dynamic competitiveness.</p>

Thinking Styles and Leadership Skills of Managers on Organizational Productivity

2021 ◽  
pp. 448-458
Author(s):  
Garima Saini ◽  
Shabnam
Keyword(s):  
Organizational Performance ◽  
Team Building ◽  
Leadership Skills ◽  
Organizational Productivity ◽  
Organizational Goals ◽  
Executive Manager ◽  
Management Approaches ◽  
And Performance ◽  
Managerial Positions ◽  
Managerial Psychology

Psychological aspects, a great concern of managerial psychology, include emotions, thinking, attitudes, and motivation of the employees in managerial positions, which ramifies the productivity of the organization. Managerial thinking and leadership skills are important components in achieving organizational goals. Organizational productivity is a strong indicator for managers in the growth which has direct relationship with organizational performance. Efficacious leadership skills in managers like interpersonal skills, team building, flexibility, emotional intelligence helps in meeting the goals which simultaneously increases the organization productivity and performance of the employees. Strategic management approaches by the managers to increase productivity at successive levels. An executive manager is an agent of change who lets a subordinate work according to him and then he converts the follower into a leader through team quality management (TQM) programs and effectiveness. The managerial implications are discussed which helps to establish cooperative innovations.

Science policy implementation: strategic versus technical human resource management

2020 ◽  
Author(s):  
Craig Boardman ◽  
Branco Ponomariov ◽  
H L Shen
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Research Universities ◽  
Human Resources Management ◽  
Quantitative Information ◽  
Strategic Human Resources ◽  
Management Approaches

Abstract Science commercialization in the context of USA research universities suggests that strategic human resources management (SHRM) theory practices should be considered cautiously. The primary reason being that the organizational and human resources strategies of many USA research universities has increasingly diverged; the secondary reason being that this will not be changing anytime soon. Using qualitative and quantitative information from a purposive sample of twenty-one university–industry research centers established by the US National Science Foundation, we present evidence that what the SHRM literature refers to as ‘technical’ human resource management (HRM) practice is perhaps more important to organizational performance than what the SHRM literature refers to as ‘strategic’ HRM practice. Relatedly, the cases suggest that university research center managers should consider leadership styles and network management approaches and established human resource (HR) practices, which may produce the results the plethora of strategic research commercialization initiatives at universities strive to achieve.

scholarly journals PENGARUH BUDAYA ORGANISASI TERHADAP KINERJA PEGAWAI BANK BJB CABANG BANJARMASIN

2017 ◽  
Vol 3 (2) ◽  
Author(s):  
Sayid Hasan
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Performance Measurement ◽  
Performance Management ◽  
Employee Performance ◽  
Human Resources Management ◽  
Population Based ◽  
Company Performance ◽  
Resources Management ◽  
Research Population

Abstract: Company performance measurement is very important. By measuring performance, management can determine the level of progress of the company and identify areas which should receive more attention. This research try to understand the influence of organizational culture to employee’s performance. This research is done to BJB Bank Branch Banjarmasin using all it’s employees as research population. Based on these results that the regression tested in this study are significant. In other words, the influence of organizational culture on performance is not coincident, but actually real or meaningful. Keywords: human resources management, organizational culture, employee performance Abstrak: Pengukuran kinerja suatu perusahaan merupakan hal yang sangat pen-ting. Dengan melakukan pengukuran kinerja, manajemen dapat mengetahui ting-kat kemajuan perusahaan dan sekaligus mengetahui bidang-bidang mana yang ha-rus mendapat perhatian lebih banyak. Penelitian ini berusaha memahami pengaruh dari budaya organisasi terhadap kinerja pegawai. Penelitian dilakukan di Bank BJB Cabang Banjarmasin dengan populasi penelitian adalah seluruh karyawan di Bank BJB Cabang Banjarmasin. Berdasarkan hasil penelitian ini dapat disim-pulkan bahwa regresi yang diuji dalam penelitian ini adalah signifikan atau de-ngan kata lain pengaruh budaya organisasi terhadap kinerja adalah bukan karena hal kebetulan semata, melainkan benar-benar nyata atau bermakna. Kata Kunci: manajemen sumber daya manusia, budaya organisasi, kinerja pegawai

scholarly journals HUMAN RESOURCES MANAGEMENT SYSTEM OPTIMIZATION IN THE CONTEXT OF ORGANIZATION PERSONNEL POTENTIAL DEVELOPMENT 

2019 ◽  
Author(s):  
И.М. Ахмадов ◽  
Х.Р. Татиева
Keyword(s):  
Human Resources ◽  
Management System ◽  
Human Resources Management ◽  
System Optimization ◽  
Resources Management ◽  
Potential Development ◽  
Key Factor ◽  
Rational Management ◽  
The One

Кадровая составляющая организации как ключевой фактор обеспечения ее конкурентоспособности, с одной стороны, и как один из наиболее затратных ресурсов с другой, требует построения рациональной системы управления. В статье рассматриваются возможности и ограничения, которые целесообразно учитывать при обосновании предложений по оптимизации системы управления персоналом. Стратегические приоритеты развития организации в данном случае актуализируют в качестве основной цели развитие компетентности персонала и организации, повышение качества кадрового потенциала. При этом необходимо использовать современные программы обучения, а также развивать внутриорганизационные коммуникации. Использование концепции кадрового маркетинга позволяет очертить границы необходимых усилий, которые должна предпринимать организация для достижения указанной цели. The personnel component of the organization as a key factor in ensuring its competitiveness, on the one hand, and as one of the most expensive resources, on the other, requires the construction of a rational management system. The article discusses the possibilities and limitations that should be taken into account when substantiating proposals for optimizing the personnel management system. The strategic priorities of the development of the organization, in this case, actualize as the main goal the development of the competence of the staff and the organization, improving the quality of human resources. At the same time, it is necessary to use modern training programs, as well as develop intraorganizational communications. Using the concept of personnel marketing allows you to outline the boundaries of the necessary efforts that an organization must make to achieve this goal.

Tugas SITASI

2021 ◽  
Author(s):  
nisrina hasna fadhilah
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Industrial Revolution ◽  
Individual Performance ◽  
Company Performance ◽  
Close Relationship ◽  
Innovative Products ◽  
Smart Service ◽  
The Individual ◽  
Work Done

Indonesia desperately needs excellent human resources to cope with the industrial revolution 4.0 that demands intelligent factory operations, smart service, and innovative products. The type of work that will be affected first is the work done repeatedly. This type of work will be replaced by artificial intelligence through automation. The individual performance management system is basically a driver of individual performance, and can be a supporter of organizational performance, talents must be able to collaborate in applying competencies to obtain optimal and sustainable results, and it is hoped that the company can build an organization. Capability that is reflected in strategy and management performance, given the close relationship between the level of capability organization in management and implementation strategy with company performance.

scholarly journals Digital Transformation: Challenges for Human Resources Management

2021 ◽  
Vol 7 (1) ◽  
pp. 365-375
Author(s):  
Anton Florijan Barišić ◽  
Joanna Rybacka Barišić ◽  
Ivan Miloloža
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Performance Management ◽  
Employee Engagement ◽  
Business Models ◽  
Human Resources Management ◽  
Digital Transformation ◽  
Employee Relations ◽  
Future Research

The global economic situation and need to be better prepared for competitive challenges put pressure on modern companies to shift toward automation and digitalization. As a consequence of rapid technological development and the speed of change and therefore forced transformation of business models and work design, organizations are faced with a need for a massive change of features and an extended role of HR management processes. To be able to drive future organizational performance, HR leaders and professionals are required to make changes in the skills and competencies they have and to acquire and possess new ones. The critical components of a digital transformation strategy that can help achieve a competitive advantage are human capital, intellectual capital, and knowledge. The purpose of this paper is to explore and elaborate on the contemporary position and the changing function of HRM in light of digital transformation. In that sense, a comprehensive analysis of available literature has been conducted addressing the domains of HR planning, reward management, performance management, employee engagement, training and development, health and safety, employee relations, as well as their change under the influence of digital transformation. As the main conclusion of this research, it can be stated that although digitalization, i.e., digital transformation, strongly affects HR practices and procedures specifically by using human resources information systems, the role of HR in contributing to the digitization strategy is not sufficiently emphasized. However, it can be argued that the results of this research represent a valuable contribution to future research and can certainly be an important benchmark for organizations when preparing strategies to respond to the challenges of the digital age. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

Sign in / Sign up

Export Citation Format

Share Document