scholarly journals An Industry 4.0: Strategy Direction Of An Airline Operations Performance

2021 ◽  
Vol 21 (3) ◽  
pp. 278
Author(s):  
Dewi Nusraningrum ◽  
Tri Mayang Mekar ◽  
Jajang Gunawijaya
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Industry 4.0 ◽  
Process Management ◽  
Operating Performance ◽  
Operation Performance ◽  
The World ◽  
Aviation Operations ◽  
The Relationship

Air transport is an industry 4.0 sector of priority that continues to evolve as the era becomes the backbone of a country's economy. The opening of the economic market in all regions of the world has increased the complexity of air transportation, including in Indonesia. In this decade as the development of technology and the 4.0 industry, the air plane remains the choice of people to explore the world and also the movement of people from one place to another is rapidly secured funds. The strategy to compete with the airline is to improve flight image in Indonesia by improving the performance of aviation operations. This research aims to analyse and evaluate the performance of aviation operations in Indonesia from the company's perspective. The survey method was conducted through the dissemination of questionnaires to respondents with purposive sampling techniques netted 200 aviation employees in Indonesia. The data collected is processed using the Structural Equation Model - Partial Least Square. The results showed; Strategy direction proved to affect process management, process management proved no effect on operation performance, strategy direction has no effect on Operation performance, strategy direction proved to affect human resources management, human resource management proved to be no impact on Operation performance, Process management proved unable to fully mediation the relationship between strategy direction with operating performance, HR management proved not to fully mediation the relationship between strategy direction to operating performance. So it can be said the strategy direction of the company directly affects the flight operation performance. Keywords— Strategy direction; process management; human resource management; operation performance

Research on the practice of modern apprenticeship training from the perspective of competency

2021 ◽  
pp. 002072092110032
Author(s):  
Wang Shuwei ◽  
Zhang Yong
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Moral Education ◽  
Human Resource ◽  
Work Motivation ◽  
Apprenticeship Training ◽  
Work Meaning ◽  
Apprenticeship Education ◽  
The Relationship

Whether the apprentice is competent for the job and produces performance for the organization is the key index to test the quality of apprenticeship education. Based on competency theory, this paper investigates the influence of competency dimensions and work meaning on performance. Through the competency questionnaire analysis of 224 shop managers in apprentice project enterprises, it is found that: the part of the competency dimension of personality traits, motivation and values hidden in the iceberg model has a significant impact on performance through work meaning; the relationship between work values and work meaning of apprentices is stronger, and that the relationship between work motivation and work meaning of non-apprentices is stronger. Therefore, we should pay more attention to the cultivation of multiple values of apprenticeship, especially the significance of moral education. The results provide reference for upgrading the quality of talent training in Colleges, reconstructing talent training objectives and the practice of human resource management in enterprises.

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.

Human Resource Management, TQM, and Firm Performance in Small and Medium-Size Enterprises

2000 ◽  
Vol 25 (1) ◽  
pp. 43-58 ◽  
Author(s):  
Gaylen N. Chandler ◽  
Glenn M. Mcevoy
Keyword(s):  
Resource Management ◽  
Firm Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Strategy ◽  
Best Practice ◽  
Medium Size ◽  
Current Debate ◽  
Total Quality ◽  
The Relationship

This study analyzes the moderating effect of two key human resource practices on the relationship between organizational strategy and firm performance. In a sample of 66 small to medium-sized manufacturing firms we found that a total quality management strategy was most effective when supported by significant training and group-based incentive compensation. This result is discussed in light of the current debate in the field about “best practice” versus “fit” models of human resource management and business strategy.

The Mediating Role of Employers Attractiveness and Prestige on Job Aspirants Perception Towards Green Employee Relations in Malaysia

2021 ◽  
Vol 40 (1) ◽  
Author(s):  
Diane Christine Fernandez ◽  
Jaya Ganesan ◽  
Jian Ai Yeow
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Undergraduate Students ◽  
Developing Economies ◽  
Private Higher Education ◽  
Employee Relations ◽  
Green Human Resource Management ◽  
The Impact ◽  
The Relationship

The key objectives of this study are to examine the relationship between Green Employee Relations and Job Pursuit Intentions as well as the mediating roles of Employers’ Attractiveness and Employers’ Prestige. This study is useful in determining the impact of green growth in developing economies such as Malaysia. Employing Business fields undergraduate students from private Higher Education Institutions in Malaysia as the research sample where a total of 216 responses were collected for the study. For data analysis, SPSS and Smart PLS were utilized. Based on the bootstrapping approach, the results showed that the direct and mediating linkages were supported. This is where Green Employee Relations influenced the Job Pursuit Intentions, both Employers’ Attractiveness and Employers’ Prestige mediated the relationship respectively. The findings of this research offer empirical evidence to comprehend prospective job aspirants’ perception towards Green Employee Relations in influencing their Job Pursuit Intentions. Additionally, the study advances by contributing literature in the contemporary Human Resource Management area - Green HRM. Keywords: Green Human Resource Management, Green Employee Relations, Employers’ Attractiveness, Employers’ Prestige, Job Pursuit Intentions JEL Classifications :  J5, MO, M1

The Relationship Between Human Resource Management Practices, Knowledge Management Practices, and Performance: Evidence from the Healthcare Industry in India

2021 ◽  
pp. 097215092110372
Author(s):  
Satyanarayana Parayitam ◽  
Shaik Mohamed Naina ◽  
Timothy Shea ◽  
Abdul Hameed Syed Mohideen ◽  
Alex Aruldoss
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Learning Culture ◽  
Hrm Practices ◽  
The Relationship

The objective of the present study is to examine the impact of human resource management (HRM) practices on organizational performance. Knowledge management (KM) practices as a moderator in the relationship between HRM practices and organizational performance are studied by developing a conceptual model. Using a structured survey instrument, the data were collected from 979 employees from 10 hospitals in the southern part of India (Tiruchirappalli District of Tamil Nadu). After thoroughly checking the instrument’s measurement properties using the LISREL, hierarchical regression was performed to test the hypotheses. The results support (a) compensation and rewards, performance appraisal and learning culture that are positively and significantly related to organizational performance; (b) recruitment and selection, training and development that are not significantly related to organizational performance; and (c) KM practices that moderate the relationship between (a) training and development and organizational performance, and (b) learning culture and organizational performance. Finally, the implications for HRM and KM are discussed.

Impact of Wage on Human Resource Management in Period of Crisis: The Case of Viet Nam Firm

2013 ◽  
Vol 03 (09) ◽  
pp. 16-25
Author(s):  
Nguyen Thi Lac Thu ◽  
Xiao Xiang
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Operational Performance ◽  
Viet Nam ◽  
Important Position ◽  
The Relationship ◽  
Working Efficiency

Human resource also known as an employee is the most important factor in the development of the organization. Therefore, the role of human resource management (HRM) in each organization also need excite employees realize their important position in the organization. Thus encourage their dedication in order to enhance operational performance of the organization. Besides that, the operation of HRM is also to create the balance between employee interest and organization’s interest. One of the important factors which the employees concern is wage. So, HRM and wage is related. The purpose of this research is to evaluate the relationship between the HRM and working efficiency based on the wage in a period of crisis in Viet Nam. Therefore, we selected Huong Giang’s travel company (HG Co) as objects to research on that relationship.

scholarly journals Literature Review on Good Governance in the Organizations through Human Resource Management: A Corporate Level Analysis

2016 ◽  
Vol 9 (8) ◽  
pp. 14 ◽  
Author(s):  
Anthonypillai Anton Arulrajah
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Good Governance ◽  
Future Research ◽  
Economic Basis ◽  
Effectiveness And Efficiency ◽  
The Relationship ◽  
Corporate Level ◽  
Level Analysis

<p>The objective of this review is to analyze the contribution of human resource management (HRM) in creating good governance in the organizations. A theoretical framework concerning the characteristics of good governance and the contribution of human resource management based on those characteristics were developed. The relationship between human resource management and creating good governance in the organizations, which is based on social, ethical, democratic, and economic basis, involves some important aspects concerning people management aspects such as participation, consensus orientation, accountability, transparency, responsiveness, effectiveness and efficiency, equity and inclusiveness, and following the laws and regulations. The integration of characteristics of good governance with possible approaches and practices of HRM leads to developing a model which underpins the contribution of HRM to create and practice good governance in the organizations. Based on this model, propositions and recommendations for future research on this theme are presented.</p>

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