scholarly journals Navigating the next Industrial revolution: Future Work Force analysis based on Western Australian narrative

2019 ◽  
Vol 2 (2) ◽  
pp. 88-100
Author(s):  
Pasan Ganegama
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Leadership Style ◽  
Industrial Revolution ◽  
Group Discussion ◽  
Work Force ◽  
The Right ◽  
Future Work ◽  
Western Australian

The study adopts a Focus group discussion than the more dominant quantitative data in studying Western Australian Business landscape and it’s local and global disrupters, repellents and extractors are exhaustively and critically analyzed. In order to ascertain needed competencies to navigate the next industrial revolution, current practices of government and non-government initiatives can be Juxtaposed to rowing and rafting phenomena. The current global strategic HR perspective should be focused, fast and flexible but the Australian Government and most corporate conglomerates view are it should be Safe, Slow and Strict. People make sense of their world where human actions are based upon the person's interpretation of events, societal meanings, intentions and beliefs (Gill and Johnson 20101; Denzin and Lincoln, 20052). The Australian public’s belief in navigating the next industrial revolution and the effect of Government policy-making is analyzed critically in this paper. The following two questions being answered with practical disparity and in the end, adjusted accordingly to make sense to the layman terms. First “Why we need to reimagine Human Resource Management perspective?” was unveiled. Secondly, the key features of future Human Resource Management were questioned.  Thirdly what should the Australian corporates and Governments do differently to assimilate our workforce to reap benefits from the next industrial revolution is discussed. Finally championing the change using the right blend of leadership style and scale of change discussed in length to add clarity to the perspective.

scholarly journals Analisa Pengaruh Gaya Kepemimpinan Terhadap Kinerja Pegawai Pada PD Pasar Jaya Hwi Lindeteves Jakarta Barat

Media Ekonomi ◽  
2021 ◽  
pp. 1
Author(s):  
Nurvi Oktiani
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Correlation Coefficient ◽  
Human Resource ◽  
Leadership Style ◽  
Employee Performance ◽  
Coefficient Of Determination ◽  
Organization Management ◽  
The Right ◽  
Management Functions

In organization must have done planning in human resource management processing to get right person for the right position. the targets of human resource management in organization management functions tell about leadership issues. The purpose of the research to determine the influence of leadership style on employee performance in PD Pasar Jaya HWI Lindeteves West Jakarta in Nursing Field. The method is used the method of quantitative analysis. The data obtained through the spread of questionnaires with Likert scale measurements, for the sample of 36 respondents from a population of 40 employees. The technique analysis is used correlation coefficient test, coefficient of determination test, and test of regression equation. Based on the calculation of correlation coefficient obtained value of 0.385 indicates that the low level of relationship between leadership styles on employee performance, the coefficient of determination shows the value indicates that the influence of leadership style on employee performance influential and the rest influenced by others factors such as work discipline, motivation, training, job satisfaction and compensation. From the regression is meaning the leadership style plus 1 unit then will increase employee performance, For advice, the organization should has to head of the nursing field continue to work, improve and understand the application of leadership style to employees it can be more conducive.

Reinventing Public Personnel Administration as Strategic Human Resource Management

1993 ◽  
Vol 22 (4) ◽  
pp. 565-578 ◽  
Author(s):  
Donald Klingner
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Force ◽  
Strategic Human Resource Management ◽  
Public And Private ◽  
Asset Development ◽  
Position Management ◽  
Personnel Administration

Strategic human resource management (SHRM) is an enhancement in the effectiveness of personnel management which has developed out of pressures for change in the way organizations manage human resources. It consists of common elements found in a variety of public and private employers: recognition that human resources are critical; a shift from position management to work and employees; more innovation; asset development and cost control; and a transition from EEO/AA compliance to work force diversity.

scholarly journals Pengaruh Human Resource Management Practices and Policies, Transformational Leadership Style Terhadap Job Satisfaction

2021 ◽  
Vol 5 (1) ◽  
pp. 41-55
Author(s):  
Ruri Hudi Astuti Dewi Subroto
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Leadership Style ◽  
Management Practices ◽  
Human Resource Management Practices ◽  
Transformational Leadership Style

Human resource development programs need to be created systematically and sustainably to produce future-ready talents. As part of the efforts to optimize human resources management within the company, one of the ways the company takes is by increasing employee satisfaction in carrying out its duties. The purpose of this study was to determine the effect of human resource management practices and policies, transformational leadership style on job satisfaction. This research method uses a quantitative approach. The sample in this study were 235 employees of PT. X. The type of data used is primary data using a questionnaire. The analysis technique used is Structural Equation Modeling with AMOS 22 program tools. The results of this study are expected to be used as an evaluation material for human resource management practices and policies that have been implemented by the company, in order to make improvements to aspects that are still complaints and make employees feel dissatisfied when working such as job placements that aren’t according to capacity, the balance of the weight of the work given, the assessment system to the problem of the compensation system or its achievement which aims to create job satisfaction and employee comfort at work.

Universal HRM and the Gulf Leadership Style

2013 ◽  
pp. 1-21 ◽  
Author(s):  
William Scott-Jackson ◽  
Jonathan Michie
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Leadership Style ◽  
Gulf Cooperation Council ◽  
Management Style ◽  
Leadership Culture ◽  
The Family ◽  
Gulf Arab

This case study aims to allow students, using various business dilemmas, to explore differences in approach between the most commonly taught “universal” models of human resource management (HRM), mostly based on Western culture and practices (Brewster, Farndale, & Ommeren, 2000) and a more contingent HRM predicated on the leadership culture prevalent in the Gulf Cooperation Council countries (Scott-Jackson, 2008). It aims to generate discussion of strengths and weaknesses of these different approaches to leadership and HRM as well as some recognition that there is a valid, distinctive Gulf Arab Management Style that is worthy of study and provides an alternative to more commonly recognized approaches. The supporting research was carried out between January 2011 and June 2012. It was largely based on interviews with 50 Gulf Arab leaders, together with action research and advisory work in 5 large Gulf companies (including the family conglomerate forming the basis for this case).

The Importance of Psychological Contracts in Human Resource Management within the New Global Economy

2012 ◽  
pp. 96-124
Author(s):  
Inocencia M. Martínez-León
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Psychological Contract ◽  
Global Economy ◽  
Electronic Mail ◽  
Maintenance Phase ◽  
Work Force ◽  
Psychological Contracts ◽  
Definition Of

Human resources are considered the company’s most valuable resource. For that reason, organizations require a Human Resource Management (HRM) that provides the adequate work force within the new global economy. The psychological contract includes solid agreements between company and its employees, beyond the written contract, specifying their contributions, expectations, beliefs, promises, and obligations between both parties. Their management requires the definition of the concept of psychological contract, the analysis of its main characteristics and contents; and the identification of its stages of development. Electronic Human Resource Management (e-HRM) introduces a way of implementing HRM strategies through Web-based tools, improving the psychological contract management. Information phase, Intranet, and internal electronic mail have an important role in socialization stage. The consolidation of psychological contract (maintenance phase) is favoured by Intranet, business-to-employees, internal electronic mail, database, videoconference, and groupware. Finally, in breach phase, intranet, electronic mail, database, videoconference, and groupware are important E-HRM.

Industrie 4.0: Mitarbeiterqualifizierung in KMU/Digitization and qualification of the staff in SME

2017 ◽  
Vol 107 (03) ◽  
pp. 134-140
Author(s):  
J. Abel ◽  
P. S. Wagner
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Industrial Revolution ◽  
Industrie 4.0 ◽  
Fourth Industrial Revolution ◽  
Kleine Und Mittlere Unternehmen ◽  
Employees Satisfaction

Industrie 4.0 wird in den Unternehmen viele Tätigkeiten verändern: Neue Qualifikations- und Kompetenzanforderungen werden die Folge sein. Insbesondere kleine und mittlere Unternehmen (KMU) sind vielfach auf diese Herausforderungen nicht gut vorbereitet. Plädiert wird daher für ein doppeltes Umdenken: zum einen für eine Professionalisierung der betrieblichen Personalentwicklung und zum anderen für eine Aufgeschlossenheit gegenüber neuen Lernformen, mit denen sich manche betrieblichen Barrieren überwinden lassen.   The so-called fourth industrial revolution is about to change labour conditions in many ways: SME are especially unprepared for this development. We point out two aspects: The relevance of professionalised human resource management and openness to new forms and techniques of learnings. Thus organisational barriers to employees satisfaction can be overcome.

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