Importance of employee training in the process of human resource management – selected aspects

The Corona Virus Disease in 2019 will have a serious impact on the normal operation of various industries. Under the environment of resuming work and production and ensuring safety, remote online office has become a core option for the operation of various industries. At present, remote office has met a lot of troubles, such as information asymmetry, inefficiency, regulatory difficulties, communication barriers, weakened confidentiality, and so on. This article focuses on exploring the mechanism of human resource management in remote office informatization in the context of epidemic prevention and control, and proposes distance education innovation for employee training, big data transformation performance evaluation, and cloud computing. This article also focuses on solving the problems existed in the remote office. It suggests some useful and innovative human resource management paths. For example, improving data sharing, network optimization and remote collaborative office and others, all of them offer a good idea which provides human resource decision-making reference for the orderly resumption of work and production in various industries.

Download Full-text

Recruitment and Employee Training and Organisational Resilience in Kenyan Hotels

African Journal of Hospitality, Tourism and Leisure ◽

10.46222/ajhtl.19770720-145 ◽

2021 ◽

pp. 999-1012

Author(s):

Peter Kibe Njunguna ◽

Shem Maingi ◽

Sisinio Kiria

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Management Practices ◽

Reliability And Validity ◽

Employee Training ◽

Local Context ◽

Organizational Resilience ◽

Human Resource Management Practices

This study sought to determine the role of human resource management practices in developing organizational resilience in star-rated hotels within Nairobi County, Kenya. Specifically, the study sought to assess the role of recruitment and employee training in developing organizational resilience. An embedded mixed research design was adopted. The study targeted 121 managers in star-rated hotels within the Nairobi region obtained through stratification sampling where questionnaires and interviews were conducted. A pre-test was done to test the research instrument for reliability and validity. Regression analysis findings proved a positive and significant effect between, recruitment and selection, training and organization resilience. Correlation analysis findings established that there were moderate to strong relationships between the study variables. Overall, Analysis of Variance showed that selected human resource management practices had a significant role in developing hotels’ organizational resilience. The study brought perspective on the risks and ways of developing resilient frameworks to guarantee business resilience. The findings of this study may be useful in developing hospitality resilience models for a local context.

Download Full-text

Training & Development With Reference At Aviva Life Insurance

Think India ◽

10.26643/think-india.v22i2.7978 ◽

2019 ◽

Vol 22 (2) ◽

pp. 83-89

Author(s):

Motokuri Srigandha ◽

Mrs. Sravanthi ◽

Dr. Dolly Diyana David

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource Development ◽

Human Resource ◽

Life Insurance ◽

Employee Training ◽

Resource Development ◽

Training Development ◽

Specialized Function

Employee training is the important sub-system of Human Resource development. Employee training is a specialized function and is one of the fundamental operative functions for Human Resource Management.

Download Full-text

Research Note: Trade Name Franchise Membership as a Human Resource Management Strategy: Does Buying Group Training Deliver ‘True Value’ for Small Retailers?

Entrepreneurship Theory and Practice ◽

10.1177/104225870002500110 ◽

2000 ◽

Vol 25 (1) ◽

pp. 125-135 ◽

Cited By ~ 25

Author(s):

Reginald A. Litz ◽

Alice C. Stewart

Keyword(s):

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Small Firms ◽

Employee Training ◽

Workforce Training ◽

Brand Name ◽

True Value ◽

Trade Name ◽

Better Than

Human resource management (HRM) is an important source of competitive advantage. However, recent reports document that HRM, and in particular employee training, is less likely to occur in small firms. One possible remedy of special interest to small retailers is trade name franchise membership. Trade name franchises, or buying groups, claim to offer small firms advantages not otherwise realizable, including bulk buying discounts, brand name recognition and workforce training. We report results from our study of over 300 small and medium-sized hardware stores, which tested the effects of employee training and trade name franchise membership, on small firm performance. Trade name franchisees achieve higher mean performance; however, the contribution to performance made by franchisees’ training does not appear to be significantly better than that of independent stores.

Download Full-text

Social Network Analysis of Sustainable Human Resource Management from the Employee Training’s Perspective

Sustainability ◽

10.3390/su11020380 ◽

2019 ◽

Vol 11 (2) ◽

pp. 380 ◽

Cited By ~ 12

Author(s):

Lu Zhang ◽

Xiaochao Guo ◽

Zhimei Lei ◽

Ming Lim

Keyword(s):

Social Network ◽

Resource Management ◽

Social Network Analysis ◽

Network Analysis ◽

Human Resource Management ◽

Human Resource ◽

Employee Training ◽

Skills Training ◽

Continuous Growth ◽

Corporate Social

Employee training is not only important for the continuous growth of human resources but also guarantees sustainable human resource management in enterprises. It is very important to understand corporate behaviour related to employee training not only from the perspective of a single enterprise but also from that of multiple enterprises. The purpose of this study is to explore multiple enterprises’ employee training behaviours by conducting a content analysis of corporate social responsibility (sustainability) reports and a social network analysis. This study also seeks to find a way to achieve sustainable employee training by analysing the similarities in the different types of corporate training behaviours. Our analysis shows that, in 2017, 108 types of training activities were implemented by 53 enterprises; the key employee trainings (e.g., security training and skills training) and enterprises (e.g., bank of communication) are identified. The training behaviours of some of the enterprises are similar to some extent, and eight groups of firms that are very similar are identified. The results of this study show that social network analysis performs well for studying corporate employee training behaviours. Some suggestions to minimize the investment costs of training and to improve the sustainability of human resource management from the employee training perspective are provided.

Download Full-text