scholarly journals Practices of Human Resource Management in Tribhuvan University

2019 ◽  
Vol 6 (2) ◽  
pp. 40-46
Author(s):  
Milan Shrestha
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Hrm Practices ◽  
Depth Interview ◽  
Performance Appraisal Process ◽  
And Performance ◽  
The University ◽  
Executive Body

Human Resource Management (HRM) has been a crucial issue for Tribhuvan University (TU) due to the presence of a high number of students and teachers within the University Structure.  The main purpose of this study was to explore the practices of the HRM in the TU.  I adopted socio-constructivism as a research paradigm and narrative inquiry as the research design which is qualitative in nature.  It used in-depth interview technique to collect information which was supported by literature review.  TU conducts its overall human resource activities in coordination with executive bodies, campus chief, and line agencies like TUSC.  The executive body is responsible for the entire HRM practices and other bodies have their own peculiar functions. For Instance, TUSC conducts the job design, job analysis, selection, recruitment, and performance appraisal process in the entire TU. HRM practices are familiar to the rules and regulations of TU and adopt them. 

The impact of human resource management practices on performance

2014 ◽  
Vol 26 (2) ◽  
pp. 125-142 ◽  
Author(s):  
Muslim Amin ◽  
Wan Khairuzzaman Wan Ismail ◽  
Siti Zaleha Abdul Rasid ◽  
Richard Daverson Andrew Selemani
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Career Planning ◽  
Content Type ◽  
Hrm Practices ◽  
University Performance ◽  
The University ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of human resource management (HRM) practices on organizational performance. Design/methodology/approach – A total of 300 employees from a public university comprising of both academicians and support staff responded to the survey. The survey questionnaire had 46 items covering selected HRM practices and university performance. Findings – The study has found that human resource practices: recruitment, training, performance appraisal, career planning, employee participation, job definition and compensation have a significant relationship with university performance. Research limitations/implications – The results come from a cross-sectional study which was done at the convenience of the researcher. The results may not be generalized across the country. The application of the results to other universities must be done with maximum care. Practical implications – If the university is to increase its performance to higher levels, it should emphasize more on job definition, training and employee participation. Some improvement needs to be done on the other HRM practices-recruitment, performance appraisal, career planning and compensation in order to increase their effectiveness on the university performance. Originality/value – Most studies on impact of HRM practices on firm performance have focussed on private sectors in Malaysia. In other countries, the studies have focussed only on academicians as a sample. This study has attempted to add to the body of knowledge on the impact of HRM practices on university performance in Malaysia combining both the academicians and administration staff.

The relationships between Human Resource Practices on Employee Retention in Malaysian Industrial Settings

2013 ◽  
Vol 1 (2) ◽  
pp. 09-20
Author(s):  
Kim Lian Lee ◽  
Sarvanan Singram ◽  
Christopher Luke Felix
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Employee Retention ◽  
Management Practices ◽  
Human Resource Practices ◽  
Manufacturing Companies ◽  
Hrm Practices ◽  
Human Resource Management Practices

Objective - The study explores the relationships between human r esource management practices on employee retention in Malaysian industrial setting s . The human resource management practices such as selection, training and development, performance appraisal and reward were considered in this study as the main factors that impact the employee retention in an organization Methodology/Technique - All d ata used in th is study consist s of respondents of executives and managers in manufacturing companies located in Klang Valley, Malaysia. Data processing and statistical analyses were mainly carried out using SPSS. Reliability test was used to check the con sistency and dimensionality of the scale items. P e a rson Intercorrelation was used to measure the associations among the human resource practices and employee retention and Multiple Regression Analysis to check the criterion - related validity of the scale i tems and to complement the correlation results. Findings - Data from 151 respondents from various industries show ed that the reward was most correlated with employee retention. This is followed by performance appraisal, in which fair and inclusive appraisa l leads to better retention. On the contrary, selection was found to have least significance relationship with employee retention. Novelty - The contribution of the study is in asserting some findings for human resource manager to understand the importanc e of an effective HRM practices on employee retention in the manufacturing industry. Apart from that, this research provides an understanding of some important elements in human resource management practices that are more effective in employee retention. Type of Paper - Empirical Type of Paper - HRM Practices; Employee Retention; Relationship; Significance .

scholarly journals Additive Effects of Performance- and Commitment-Oriented Human Resource Management Systems on Organizational Outcomes

2019 ◽  
Vol 11 (6) ◽  
pp. 1679
Author(s):  
KonShik Kim ◽  
Tack-Hyun Shin
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Sustainability ◽  
Organizational Outcomes ◽  
Management Systems ◽  
Additive Effects ◽  
Hrm Practices ◽  
And Performance

Exploring the duality and balance research on human resource management (HRM), this study established two different HRM systems or bundles based on distinct guiding principles—the performance-oriented HRM system and the commitment-oriented HRM system. This study investigated whether the performance- and commitment-oriented HRM systems or bundles with different philosophical backgrounds have their own independent and additive effects on organizational outcomes. The relationships between these HRM systems and organizational outcomes were examined with 1735 firm-period samples in the longitudinal setting. The empirical results show that the commitment-oriented HRM systems have independent and additive effects on organizational commitment and human capital. However, the performance-oriented HRM systems have no independent and additive effect on organizational outcomes. Our study also indicates that increasing the performance-oriented HRM practices can be redundant and unnecessary unless firms have sufficiently high levels of the commitment-oriented HRM practices. Given that the definition and measures of commitment-oriented HRM bundles nearly match the characteristics of sustainable HRM, we thus argue that the commitment-oriented HRM systems have more potential to improve not only organizational outcomes and performance, but also human and social sustainability, than the performance-oriented HRM systems.

scholarly journals EFFECTS OF RECRUITMENT AND SELECTION AND PERFORMANCE OF PRIVATE SECONDARY SCHOOLS IN NYERI COUNTY, KENYA

2021 ◽  
Vol 8 (9) ◽  
Author(s):  
Nderitu Eunice Wangui ◽  
Makhamara Felistus
Keyword(s):  
Resource Management ◽  
Secondary Schools ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Social Exchange ◽  
Management Practices ◽  
Sampling Technique ◽  
Hrm Practices ◽  
And Performance

<p>Human resource management (HRM) practices entail policies, systems, and methods that govern workplace employees. They are the processes or functions applied to manage workers and direct them in an organization towards development. Some of the HRM practices include recruitment, screening, selection, development, training, and rewarding of staff. A number of studies to investigate the interaction between HRM practices and organizational performance have been conducted. Many of these studies have been done in the manufacturing or health sectors, with very few having been carried out in private secondary schools. This background is what has necessitated this study in order to investigate the effect of human resource management practices on the performance of private secondary schools in Nyeri County, in Kenya. The objectives of the study were to determine the effect of recruitment, staff development and reward practices on organizational productivity and performance. The study used four theories i.e. Resource-Based View, the Social Exchange Theories, McGregor’s theory X and Y, and the Human Capital to support it. The study targeted a population of 440 subjects. This included principals and their deputies, departmental heads, and classroom teachers of the private secondary schools in Nyeri County. The study adopted descriptive research design. The study applied stratified random sampling technique to pick schools for the research. Interview schedule was used for collecting data from principals, while data from the teachers was obtained through the utilization of questionnaires. The reliability of instruments in this study was established through Cronbach’s alpha, while they were validated through content, construct, and discussion with the supervisor. Descriptive statistics were utilized in the analysis quantitative data with the aid of Statistical Package for Social Sciences (SPSS) Version 20 to generate them. Qualitative data was analysed by thematic analysis, content analysis and discussion. The findings of the study were presented in frequency distribution tables. </p><p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0886/a.php" alt="Hit counter" /></p>

scholarly journals Green Human Resource Management: An Empirical Study of India

2020 ◽  
Vol 9 (2) ◽  
pp. 61-66
Author(s):  
Mamta Arora ◽  
Arpita Kaul
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Health Management ◽  
It Services ◽  
Engineering Technology ◽  
Services Sector ◽  
Hrm Practices ◽  
Green Human Resource Management

Abstract Purpose: The broad over-arching goals of this work were to study the existing constituents of green human resource management (HRM), to understand the green HRM practices being followed by different companies in India (belonging to certain sectors) and to compare the different sectors in terms of adoption of green HRM. Methodology: A questionnaire was meticulously prepared by the authors to collect the data for this study and was sent to various Indian companies belonging to four sectors: IT/IT services, banking/finance, consultancy and engineering/technology. The questionnaire included a carefully selected collection of questions to gain rich insights into different aspects of green HRM implementation. Findings: most of the companies included in this study are following green HRM (though to varying extents). Green recruitment, green training and development & green safety and health management are the most prominent green HRM functions while green performance appraisal is the least popular green HRM function among these organizations. The IT/IT services sector is most actively using green HRM practices while the banking/finance sector is the most reluctant to adopt green HRM. Practical Implications: a rigorous structure for companies to implement green HRM is provided.

THE INTERPLAY BETWEEN THE SOCIAL AND ECONOMIC HUMAN RESOURCE MANAGEMENT SYSTEMS ON INNOVATION CAPABILITY AND PERFORMANCE

2021 ◽  
pp. 2150074
Author(s):  
KONSHIK KIM
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Product Innovation ◽  
Innovation Capability ◽  
Hrm Practices ◽  
The Social ◽  
And Performance ◽  
Nature And Society ◽  
Main Effects

This study established the social and economic human resource management (HRM) systems and analysed their respective impacts and interplay on the innovation capability and product innovation. With 1,940 longitudinal samples over five waves, the results show that the effects of the social HRM system on the capability and performance of innovation are much stronger than the effect of the economic HRM system on innovation capability and product innovation. The findings also show that no congruence effects between the social and economic HRM systems on the innovation capability and product innovation were found in that the combined effects of the two HRM systems are not maximised when the levels of the two HRM systems are in agreement. Further, findings suggest that the main effects of the social HRM system can be supplemented with the economic HRM system in that the effects of the social HRM system tend to increase as the level of the economic HRM system increases. This study contributes to the understanding of the HRM system that has traditionally pursued one best bundle of HRM practices regardless of underlying principles and assumptions on human nature and society.

Human Resource Management Patterns of (Anti) Corruption Mechanisms within Informal Networks

2019 ◽  
Vol 38 (2) ◽  
pp. 177-193
Author(s):  
Maral Muratbekova-Touron ◽  
Tolganay Umbetalijeva ◽  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Peer Pressure ◽  
Social Recognition ◽  
Informal Networks ◽  
Network Ties ◽  
Hrm Practices ◽  
And Performance

In this article, we propose to comprehend the corruption mechanisms of tender bidding processes in terms of Human Resource Management (HRM) practices within informal networks. Taking the context of Kazakhstan, we analyze the behavior of individual actors as members of informal networks. Our analysis shows that both corruption and anti-corruption mechanisms can be explained in terms of HRM practices such as (camouflaged) recruitment (e.g., of powerful government officials via network ties), compensation (e.g., kickbacks for corruption; social recognition or shame for anti-corruption) and performance management (e.g., demonstrative punishment for corruption; extreme formalization, peer pressure or social sanctions for anti-corruption).

scholarly journals Strategic Human Resource Management Practices and Performance of Employees in the Ministry of Health, Nairobi City County, Kenya

2017 ◽  
Vol 5 (12) ◽  
pp. 211-227
Author(s):  
NYAMBANE ARIRI NYAMBANE ◽  
Stephen M. A. Muathe
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Career Management ◽  
Ministry Of Health ◽  
Human Resource Management Practices ◽  
And Performance

Performance of employees in the Ministry of Health, Nairobi City County has been dismal. There have been instances of inability amongst employees to meet deadlines, low efficiency, and dismal productivity. The objectives of the study included; assessing the influence of recruitment, career management, reward and performance appraisal practices on performance of employees in the Ministry of Health. The study was guided by the strategic management and performance theories. The study adopted mixed methods approach and thus applied descriptive research design. The target population comprised of 15 Departmental Heads and 425 employees all totaling to 440. Using the Central Limit Theorem, 132 respondents, that is, 30.0% of 440, was selected. Stratified sampling was applied to create five strata based on the number of departments in the Ministry of Health Nairobi. Heads of department will be selected using purposive sampling whereas 25 employees will be selected from each department using simple random sampling to avoid bias. This procedure enabled the researcher to realize a sample of 5 heads of departments and 127 employees. The questionnaire was used to collect data from employees whereas interviews with heads of departments. Qualitative data were analyzed thematically along the objectives and presented in narrative forms whereas quantitative data were analyzed descriptively using frequencies and percentages and inferentially analyzed using ANOVA Test Analysis with the help of SPSS Version 23. The study established that, at the Ministry of Health in Nairobi County, employees’ efficiency, productivity and ability to meet deadlines are low. It is also evident that strategic human resource management practices such as recruitment, career management, reward and performance appraisal practices have not been fully exhausted. Thus, the study recommends that the Ministry of Health should endeavor to train their employees in order to improve the organizational performance. The Ministry of Health should provide employees opportunity to make decisions on how to go about their tasks, seeking employees’ input in managerial decisions, delegating to them tasks that they can handle, equipping them with skills required by their jobs, setting achievable targets and incorporating employees in fair evaluation of performance, salary increase and fair administration of rewards. Job performance should be considered in determining the compensation of employee’s performance.

scholarly journals Exploring Ambient Discriminatory HRM Practices: An Insight From Kingdom Telecom Company

2019 ◽  
pp. 646-654
Author(s):  
Dr. Zafrul Allam Dr. Zafrul Allam
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Working Condition ◽  
Developmental Process ◽  
Intention To Stay ◽  
Kingdom Of Saudi Arabia ◽  
Hrm Practices ◽  
Graphical Symbol

The current paper was intended to determine the ambient discriminatory practices pertaining to human resource management (HRM) in two different telecom company situated in the Kingdom of Saudi Arabia. Hundred and twenty employees working in the company were contacted for this investigation randomly to get the ideas about discriminatory human resource management (HRM) practices. Questionnaire related to discriminatory human resource management (HRM) practices including biographical information blank sheets were administered to the subjects to determine the discriminatory practices related to human resource management (HRM). Mean and graphical symbol were used to examine the data and the results of the investigation discovered that discriminatory HRM practices existed in terms of training & development, job analysis, recruitment & selection, intention to stay in the company, compensation & benefits, co-workers relation, performance appraisal, working condition, communication and security & health but in a marginal form. The researcher has recommended further study to eliminate ambient discriminatory HRM practices to make the employees more enthusiastic and vigorous to perform well and play important role in the developmental process of organization.

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