The Role and the Importance of Human Resources in Obtaining Organization Performances

2019 ◽  
Vol 10 (1) ◽  
pp. 79-88
Author(s):  
Constanța Popescu ◽  
Antoaneta Roxana Georgescu ◽  
Bogdana Gabriela Grapă
Keyword(s):  
Human Resources ◽  
Good Practice ◽  
Motivational Climate ◽  
University Education ◽  
Teaching Staff ◽  
Personal Goals ◽  
The Right ◽  
Or Organization ◽  
A Company ◽  
And Training

Abstract The human resources department represents a particular capital, which needs being listened to, motivation and training for the achievements of the organization’s objectives. The employee contributes or prevents the right turn of the things going on into a company. People are different from each other, and the transfer of practices considered standard in an activity or organization becomes inappropriate in another environment with different cultural and professional values. Human resources specialists avoid passing examples of good practice to other organizations due to the fact that successful recipes in a certain environment are impractical in another. It is vital to create a motivational climate and an organizational culture that facilitates employee integration into the institution's needs and personal goals to match to organizations. The data was collected by means of a questionnaire applied to a representative sample of teaching staff in pre-university education in Dâmboviţa County. The teachers carry out their activity in academic high schools, technological and vocational schools. The data was used to outline an overview of what human resources are for the organization and to what extent it influences its performance.

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.

scholarly journals Towards the use of ICT in the training of human resources working in the field of education and training

2014 ◽  
Vol 5 (5Bis) ◽  
Author(s):  
Mohamed Baidada
Keyword(s):  
Human Resources ◽  
Continuing Education ◽  
Information Technologies ◽  
Education And Training ◽  
Teaching Staff ◽  
New Information ◽  
Human Resources Managers ◽  
E Learning ◽  
Training Courses ◽  
And Training

The use of new information technologies has the advantage of supporting all those in charge of any organization in their decisions, and allowing them visibility as quickly as it is relevant to all the important indicators of their system. Human resources managers are using more and more IT tools to better follow the continuing education open for the teaching staff. The number of these training courses and the high number of participating teachers can pose many monitoring and traceability problems. Hence the idea of proposing a model based on e-learning solutions to help adapt the teaching to the learner, and to ensure traceability when switching from one training to another.

scholarly journals Analisis Tata Kelola Teknologi Informasi Untuk Meningkatkan Mutu Sumber Daya Manusia Pada Dinas Tenaga Kerja Dan Transmigrasi Provinsi Nusa Tenggara Barat Menggunakan Framework COBIT 5.0

2019 ◽  
Vol 3 (2) ◽  
Author(s):  
Azmi Yunda Chairani ◽  
Royana Afwani ◽  
Sri Endang Anjawarni
Keyword(s):  
Human Resources ◽  
It Governance ◽  
It Management ◽  
Organizational Goals ◽  
Government Organizations ◽  
The Government ◽  
Or Organization ◽  
A Company ◽  
Level 2 ◽  
Capability Level

The West Nusa Tenggara Department of Manpower and Transmigration (DISNAKERTRANS NTB) is one of the government organizations that assists the Governor of West Nusa Tenggara on labor and transmigration issues. IT governance in a company or organization is very necessary to harmonize organizational goals and strategies. With the problems found regarding to the resources both human resources and IT resources at DISNAKERTRANS NTB. Therefore, the purpose of this study is to determine the capability level of IT governance at DISNAKERTRANS NTB using the COBIT 5 framework by focusing on APO01 subdomains: Manage IT management frameworks, and APO07: Manage human resources. From the research results, the average capability level for the current conditions shows that APO01 and APO07 are at level 2. While the average capability level of the expected condition, shows that APO01 and APO07 are at level 4.to increase the current level, some recommendations are given to be considered by DISNAKERTRANS NTB in drafting the  policies relating to the APO01 and APO07 processes. Keywords: IT governance, capability level, COBIT 5.0, APO01, APO07.

scholarly journals PROSES REKRUTMEN, SELEKSI DAN PENEMPATAN DALAM MENJAWAB ISU-ISU BARU PENDEKATAN MANAGEMEN SUMBER DAYA MANUSIA

2021 ◽  
Vol 1 (1) ◽  
Author(s):  
Sonia - Redmana ◽  
Shoffan Nizomi ◽  
Taufik Hidayat ◽  
Sujarwati Sujarwati
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Medical Record ◽  
Human Resource ◽  
Employee Commitment ◽  
New Employee ◽  
Recruitment And Selection ◽  
Or Organization ◽  
A Company

<div><table cellspacing="0" cellpadding="0" align="left"><tbody><tr><td align="left" valign="top"><p><em>Quality human resources are one of the basic assets and keys of the success of a company or organization to achieve its goals. Through good human resource management, it will produce quality human resources so that productivity, performance and employee commitment to the company will increase and produce better products in quality and quantity with the same human resources. One of the most important things in human resource management activities is appropriate Recruitment, Selection and Placement accompanied by HR Development.</em><em> </em><em>The research objective in this paper is to determine the process of recruitment, selection and placement of employees to become staff in a medical record installation conducted at a hospital in Kota Bo-Gor. The results of recruitment and selection as well as tests for new employee candidates for medical record formations show that among the seven applicants who entered there were two employees who were accepted and one employee who was accepted with not so high scores but the results of the interviews showed sincerity, commitment and responsibility at work, hospital needs</em><em>.</em><em></em></p></td></tr></tbody></table></div>

scholarly journals Pengaruh Knowledge Management terhadap Performa Kinerja Organisasi: Studi Kasus pada PT Ericsson Indonesia

2012 ◽  
Vol 3 (1) ◽  
pp. 444
Author(s):  
Stephanus Stephanus
Keyword(s):  
Knowledge Management ◽  
Learning Environment ◽  
Human Resources ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Primary Determinant ◽  
And Performance ◽  
Or Organization ◽  
A Company

Human resources are the most important asset as the primary determinant of long-term corporate success. Therefore, any efforts to improve the effectiveness and performance of employees in a company or organization are also important factors in improving the the company's capacity of available Intellectual Capital. In addition, learning environment holds important implications for improving organizational performance in a company, especially when associated with knowledge Management that can be used as a learning enabler undertaken by their employees. This paper discusses the relationships between the learning environment and the increase of organizational performance associated with the company’s knowledge management.

scholarly journals Pengaruh Rekrutmen dan Promosi Jabatan terhadap Kinerja Karyawan pada PT. Jambi Wood Industri

2019 ◽  
Vol 10 (1) ◽  
pp. 56
Author(s):  
Akhmadi Akhmadi ◽  
Jasasila Jasasila
Keyword(s):  
Human Resources ◽  
Employee Performance ◽  
Key Factors ◽  
Wood Industry ◽  
Hr Management ◽  
Level Of Confidence ◽  
Job Promotion ◽  
The Right ◽  
A Company

One of the activities in HR management is the recruitment and promotion of positions. Recruitment is a process of gathering a number of applicants who have qualifications in accordance with what is needed by the company, to be employed company (Malthis, 2001). The benefits of recruitment is to have the function of "the Right Person in the Right Place", where this becomes a guide for managers in at the placing the existing workforce in the company. PT. Jambi Wood Industry is a company engaged in the processing of semi-finished wood. Reliable and competent human resources are the lever factor for PT. Jambi Wood Industry, so the development of Human Resources Competence is one of the key factors that succeed. Based on the Effect of Recruitment and Job Promotion on Employee Performance at PT Jambi Wood Industri, Rantau Puri Village. Where Recruitment with t count of 2.632> t table 1.678. and. Job Promotion with t count 9.096> t table 1.678. Job Promotion Optimizes Employee Performance at PT Jambi Wood Industri Desa Rantau Puri. At the level of confidence (α = 0.05) and df 2: 47 obtained f table value of 3.20 through the calculated f value of 51.341. Relating to Recruitment and Promotion of Positions together on Employee Performance

Human Resources Advantages

2005 ◽  
pp. 38-43
Author(s):  
Robert Jones ◽  
Rob Oyung ◽  
Lisa Shade Pace
Keyword(s):  
Human Resources ◽  
Virtual Teams ◽  
Software Engineer ◽  
Silicon Valley ◽  
The Right ◽  
A Company ◽  
Commuting Distance

Prior to the rise of virtual teams, hiring the right person for a job usually meant one of two things—limiting the pool of candidates or spending big bucks. Unless a company is willing to spend to fly people in for interviews or to pay for company moves, it must hire within commuting distance of its facility. This may work out okay if you are in an employer’s market and located in an area that has many people with the skill set for which you are looking (e.g., engineers in Silicon Valley). But what if it’s an employee’s market, and you’re located in an area that lacks employees with your required skill set? Most likely, you’ll end up compromising on what you really wanted in an employee. There is a big difference between the best available software engineer in Acworth, Georgia, and the best available software engineer in the Untied States.

scholarly journals KAJIAN PRODUCTION EMPHASIS , PENGEMBANGAN KARIR PROTEAN, DAN KOMPENSASI SOSIAL PADA KINERJA KARYAWAN DENGAN KEPUASAN KERJA SEBAGAI VARIABEL MEDIASI

2019 ◽  
Vol 6 (2) ◽  
pp. 17-27
Author(s):  
Salman Imbari ◽  
Dean Subhan Saleh ◽  
Karimah Karimah
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Path Analysis ◽  
Employee Performance ◽  
Direct Impact ◽  
Important Concept ◽  
Low Performance ◽  
The Right ◽  
The Impact ◽  
A Company

One of the success key of a company isincreasing the competitiveness of human resources. The important concept that is recognized as a key for a superior human resources is the right people in the right place  at the right time. The low performance from the employer can result in low productivity ( profit) of the company. The performance of employer must be noticed by the company, because the performance of employer can give direct impact in all performance of the company. The motive for this study for test and analyzed the impact of Production Emphasis, the development , the development of Carier Protean and Social Compensation of the performance employer with Job Satisfaction for mediation variabel. The research was conducted on PT. Subang Autocomp Indonesia employer and use multiple regresi linier analysis, SPSS 24 version and path analysis. The result of the study indicate partially the Production Emphasis, Carier Protean development and Social Compensation variabel showing a significant increase in employee performance. And simultan the Production Emphasis, Carier Protean development, and Social Compensation variabel on employee performance mediated by job satisfaction that have a significant effect.  While the contribution of variabel and variabel intermediation depends on employee performance by 67% while the remaining 33% by other factors

scholarly journals Rancangan Sistem Manajemen Anti Penyuapan (ISO 37001:2016) Berbasis Manajemen Risiko

Jurnalku ◽  
2022 ◽  
Vol 2 (1) ◽  
pp. 1-15
Author(s):  
Hermawan Hermawan ◽  
Aries Heru Prasetyo
Keyword(s):  
Risk Management ◽  
Corporate Governance ◽  
Human Resources ◽  
Goods And Services ◽  
Strategic Design ◽  
Good Corporate Governance ◽  
Resource Needs ◽  
Management And Development ◽  
A Company ◽  
And Training

Micro Madani Institute (MMI) is an affiliated company of PT. Permodalan Nasional Madani (Persero) which was formed to build and develop an education and training center in the field of microfinance in order to obtain reliable, professional and integrity human resources as well as to provide procurement, management, and development of quality human resources in the microfinance sector to support human resource needs of PT Permodalan Nasional Madani (Persero) as the parent company. The purpose of this paper is to find out the risk profile that has been identified in building the Anti-Bribery Management System (SMAP) ISO 37001:2016, to find out what SMAP strategic design instruments have not been implemented, and how the SMAP process is based on risk management at PT. MMI during 2021. PT. MMI has adopted SMAP ISO 37001:2016 in April 2021 to increase consumer confidence and make employees more integrity in their work, as a company standard in the procurement of goods and services as well as good corporate governance standards. So far, PT. MMI has not found any bribery cases, but so far the company has not had a strategic plan to strengthen the implementation of the risk management-based SMAP (ISO 37001:2016). Implementation of risk management-based SMAP is considered necessary because the implementation of SMAP alone cannot fully guarantee that an organization is free from acts of bribery. Micro Madani Institute (MMI) merupakan perusahaan afiliasi PT. Permodalan Nasional Madani (Persero) yang dibentuk untuk membangun dan mengembangkan pusat pendidikan dan pelatihan di bidang microfinance guna mendapatkan sumber daya manusia  yang handal, profesional dan berintegritas serta  menyediakan jasa layanan pengadaan, pengelolaan, dan pengembangan sumber daya manusia yang berkualitas di bidang microfinance guna mendukung kebutuhan sumber daya manusia PT. Permodalan Nasional Madani (Persero) sebagai perusahaan induknya. Tujuan tulisan ini adalah mengetahui profil risiko yang berhasil diidentifikasi dalam membangun Sistem Manajemen Anti Suap (SMAP) ISO 37001:2016, mengetahui apa saja instrumen rancangan strategis SMAP yang belum diimplementasikan, dan bagaimana proses SMAP berbasis manajemen risiko di PT. MMI selama tahun 2021. PT. MMI. telah mengadopsi SMAP ISO 37001:2016 pada April 2021 untuk meningkatkan kepercayaan konsumen dan menjadikan karyawan semakin berintegritas dalam setiap pekerjaannya, sebagai standar perusahaan dalam pengadaaan barang dan jasa serta standar tata kelola perusahaan (good corporate governance). Sejauh ini, PT. MMI belum menemukan kasus penyuapan, namun sejauh itu pula perusahaan belum memiliki rancangan strategis untuk memperkuat implementasi SMAP (ISO 37001:2016) berbasis manajemen risiko yang baru diadposinya. Pelaksanaan SMAP berbasis manajemen risiko dianggap perlu karena penerapan SMAP saja tidak dapat sepenuhnya menjamin suatu organisasi terbebas dari tindak penyuapan.  

scholarly journals Thoughts on the Future of Teaching

2019 ◽  
Vol 1 (2-3) ◽  
pp. 273-302
Author(s):  
Andreas Schleicher
Keyword(s):  
Classroom Practice ◽  
Good Practice ◽  
Deep Understanding ◽  
School Systems ◽  
Teaching Staff ◽  
Work Organisation ◽  
Teacher Capacity ◽  
Accountability Measures ◽  
The People ◽  
The Right

Top school systems select and educate their teaching staff carefully, they provide an environment in which teachers work together to frame good practice, they encourage teachers to grow in their careers; and they have moved on from administrative control and accountability to professional forms of work organisation. Still, the laws, regulations, structures and institutions on which education policy tends to focus are just like the small visible tip of an iceberg. The reason why it is so hard to move school systems is that there is a much larger invisible part under the waterline. This invisible part is about the interests, beliefs, motivations and fears of the people who are involved in education, parents and teachers included. This is where unexpected collisions occur, because this part of educational reform tends to evade the radar screen of public policy. That is why educational leaders are rarely successful with reform unless they build a shared understanding and collective ownership for change, and unless they build teacher capacity and create the right policy climate, with accountability measures designed to encourage innovation rather than compliance. The most essential reason why teachers’ ownership of the profession is a must-have rather than an optional extra lies in the pace of change in 21st century school systems. Even the most effective attempts to translate a central curriculum into local classroom practice will drag out over a decade, because it takes so much time to communicate the goals and methods through the different layers of the system and to build them into traditional methods of teacher education. In a fast-changing world, when what and how students need to learn changes so rapidly, such a slow process leads to a widening gap between what students need to learn and what and how teachers teach. The only way to shorten that pipeline is to professionalise teaching, that is to ensure that teachers not only have a deep understanding of the curriculum as a product, but equally with the process of curriculum and instructional design and the pedagogies to enact and enable the ideas behind the curriculum. The challenge is to build on the expertise of the teachers and school leaders and to enlist them in the design of superior policies and practices. Where systems fail to engage teachers in the design of change, teachers will rarely help systems in the implementation of change.

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