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 PENGELOLAAN DIVERSITAS KARYAWAN DALAM MEMBANGUN KEUNGGULAN KOMPETITIF

1970 ◽  
Vol 14 (1) ◽  
Author(s):  
Sri Lestari
Keyword(s):  
Human Resources ◽  
Total Quality Management ◽  
Human Resources Management ◽  
Total Quality ◽  
Business World ◽  
Resources Management ◽  
Scarce Resources ◽  
Competitive Edge ◽  
The Face ◽  
A Company

This article entitled management diversity of employees to develop competitive advantage. Currently the business world increasingly tight competition. The company increasingly hard in fighting over scarce resources and consumers. The competition took place at both levels local, regional, national and international level. Companies are able to compete will be the winner in the competition. In the face of environmental conditions that increasingly erratic company should be able to operate optimally, that by having the competitive edge. Diversity can give you an advantage for the company especially in serving customers who are also diverse. HUMAN RESOURCES company that came from many different backgrounds have the talent of individuals and different experiences so that it can give you different ideas and can serve a diverse market anyway. It is certain that the diversity of employees at a company many benefits, however it is not denied that the diversity also poses many challenges. human resources management should plan and manage their employees being multiform in such a way that would give maximum performance for the company .To create this company should apply the principle of total quality management and Total Quality Control in managing their employees.

scholarly journals Women-friendly HR management practices and organisational commitment among female professionals: Evidence from Zimbabwe

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Shallone Munongo ◽  
David Pooe
Keyword(s):  
Human Resources ◽  
Structural Equation ◽  
Management Practices ◽  
Human Resources Management ◽  
Empirical Literature ◽  
Research Approach ◽  
Organisational Commitment ◽  
Resources Management ◽  
Hr Management ◽  
Female Professionals

Orientation: Despite the growing feminisation of the global labour market, discrimination against women in the workplace remains entrenched.  Such discrimination of women is largely attributed to human resources management (HRM) policies and management practices which are inherently masculine, designed by men for men.Research purpose: The aim of this study was to explore the influence of human resources management practices on the organisational commitment among female professionals in Zimbabwe.Motivation for the study: Notwithstanding the growing scholarly interest in the factors which can help retain women in the workplaces, there remains a paucity of studies from developing countries on how HRM practices influence female professionals’ organisational commitment in the workplace. Dearth in empirical literature is pronounced in Africa, particularly in a society such as Zimbabwe punctuated by patriarchy and an economy that has been depressed for over two decades.Research design, approach and method: The study adopted a quantitative research approach and employed a cross-sectional survey of 210 female professionals employed in the private and public sectors in Zimbabwe. Structural equation modelling was employed for data analysis using AMOS 25.0.Main findings: The results of the study revealed positive and significant relationships between women-friendly HR management practices and organisational commitment of female employees.Practical/managerial implications: Premised on these findings, the study recommended that it is imperative for HR management to implement non-discriminatory rewards systems, increase family-friendly policies, prioritise continuous training and charter clear progressive career development programs for the female employees.Contribution/value-add: This study provides managers with a better perspective of the predictors of organisational commitment among female professionals in an African context.

scholarly journals APPARATUS HR MANAGEMENT REFORM IN INDONESIA

2018 ◽  
Vol 1 (1) ◽  
pp. 31-39
Author(s):  
Vita Nurul Fathya
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Government Agencies ◽  
Management Reform ◽  
Resources Management ◽  
Indonesian Government ◽  
Road Map ◽  
Hr Management ◽  
The Government

Human resources management in government agencies is one of change areas becoming the focus of  bureaucracy reform in Indonesia. This article explores plans of change to reform human resources  management in Indonesian government agencies. The plans are compared with concepts on effective  human resources management. The conclusion is that there is conformity between the government  plans under road map on bureaucracy reform and some concepts of human resources management.  

scholarly journals THE IMPORTANCE OF HUMAN RESOURCES IN HOTELS

2019 ◽  
Vol 30 (6) ◽  
pp. 1767-1770
Author(s):  
Vladimir Kitanov
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Resources Management ◽  
Job Tasks ◽  
And Performance ◽  
Or Team ◽  
And Behavior ◽  
The Given ◽  
Creativity And Innovation ◽  
A Company

Human resource management and their potential and behavior in the work process or job tasks are a responsible and dynamic process that helps the organization to reach the desired abilities, quality and performance, and through its management to influence the behavior of individuals and groups in order to ensure the achievement of desired results and projected goals. Appropriate human resources management enables every person performing the tasks and tasks to provide capable and responsible persons, so that an individual or team can achieve maximum results in the given conditions.Human capital is defined as the knowledge, experience, skills, creativity, and innovation skills of employees in a company that directs them towards performing the joyful tasks.

scholarly journals Is Generation Z changing the understanding of HR work?

2021 ◽  
Vol 1 (2) ◽  
pp. 75-94
Author(s):  
Matthias Bender
Keyword(s):  
Human Resources ◽  
Qualitative Content Analysis ◽  
Human Resources Management ◽  
Talent Management ◽  
Management Approach ◽  
Extensive Literature ◽  
Current Form ◽  
Resources Management ◽  
Generation Z ◽  
Hr Management

This article aims to determine whether and how an increased entry of Generation Z could impact HR work. To answer this, two hypotheses were formulated. Afterward, an extensive literature search was carried out on various databases, with the search results being narrowed down step by step using two selection criteria. The finally selected literature, focusing on German-speaking areas, was then evaluated through qualitative content analysis. First, it was found that the research results on Generation Z are not as uniform as one might assume from the first impression, especially since there is also a tendency in the studies to prefer to interview students. However, it seems that the individual consideration of employees and communication with them will increasingly be demanded by them and thus become the focus of HR work, regardless of whether the employee is a talent or not. This fundamental claim could lead to the fact that the considerations regarding an exclusive or inclusive Talent Management approach are no longer expedient or even rather obstructive, especially since talent management in its current form has apparently not yet arrived at many companies even after more than 20 years. Considering the definition problem of the concept of talent alone, this is not surprising. The advantage of Talent Management over HR Management is that some main tasks from HR management are linked together. However, due to the framework conditions, all employees must be considered individually, and it could make sense to rename inclusive Talent Management to Employee Management. In that case, exclusive Talent Management is understood solely as Talent Management (methodological level), and both terms could be summarized under the generic term Human Resources Management (didactic level). This would result in a hierarchy of terms in which the terms are clearly distinguished from each other. Furthermore, the sharpening of the terms and the concentrated summary of essential aspects of personnel work (see Figure 3) should also make it easier for managers who are inexperienced in personnel work to carry out Human Resources Management. This article aims to contribute to the sharpening of theoretical concepts to facilitate their practical implementation. The article is suitable for entrepreneurs, executives, HR specialists, and academics.

scholarly journals Revitalization in Efforts to Improve Cooperative Capacity as a Community Economic Pillar Using the Integration of Human Resources Management Information and Adroid Technology (COOPLite)

2020 ◽  
Author(s):  
Renica Cristia Ningrum ◽  
Lohana Juariyah
Keyword(s):  
Quality Management ◽  
Human Resources ◽  
Significant Contribution ◽  
Human Resources Management ◽  
Poor Quality ◽  
Management Information ◽  
Integration System ◽  
Resources Management ◽  
Hr Management

The purpose of this study is to identify the factors that affect the low quality of cooperative human resources in Indonesia, and define new innovations for improving the quality of cooperative-based HR management collaboration and technology. Increasing the quantity of cases of cooperatives in Indonesia is often caused by poor quality management. The creation of the COOPLite application is one of the breakthroughs to minimize that ineffectiveness. By collaborating with the HR integration system IHRMS (with Android technology), it is expected that the HR managerial process can be carried out easily, effectively, and efficiently. The COOPLite application can make a significant contribution to improving the system and transparency of cooperative information in Indonesia. Keywords: human resources, COOPLite application

Human resources management and performance in the hotel industry

2016 ◽  
Vol 28 (3) ◽  
pp. 490-515 ◽  
Author(s):  
Carmen Domínguez-Falcón ◽  
Josefa D. Martín-Santana ◽  
Petra De Saá-Pérez
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Hotel Industry ◽  
Organisational Performance ◽  
Content Type ◽  
Resources Management ◽  
Hr Practices ◽  
Hr Management ◽  
And Performance ◽  
Practical Implications

Purpose The purpose of this study is to analyse the effects of high-commitment human resources (HR) practices on organisational performance through the commitment and satisfaction of both managers and supervisors. Design/methodology/approach An empirical study was carried out, based on the perceptions of 68 managers and 296 supervisors at four- and five-star hotels in Gran Canaria (Canary Islands, Spain). Findings The results obtained reveal that: high-commitment HR practices have a positive and significant effect on the commitment and satisfaction of both groups; managers’ commitment and satisfaction do not lead to improved organisational performance; however, supervisors’ commitment and satisfaction do lead to better economic results because of an improvement in customer results. Practical implications This research revealed that it is important for hotel companies to adopt high-commitment HR practices because these practices contribute to managers’ and supervisors’ affective connection to the company, leading them to feel positively satisfied with their jobs. In addition, hotels should focus on supervisors because they feel more customer-oriented and tend to stay longer in the company, which probably leads them to better meet the needs of customers, allowing hotels to obtain better economic results. Originality/value This study contributes to HR management in the hotel industry by obtaining the views of two key informants – managers and supervisors – about the implementation of HR practices and their own levels of commitment and satisfaction.

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