scholarly journals Human Resource Development and Employee Engagement in Nepalese Commercial Banks

2019 ◽  
Vol 4 (2) ◽  
pp. 21-34
Author(s):  
Kishor Hakuduwal
Keyword(s):  
Career Development ◽  
Performance Management ◽  
Human Resource Development ◽  
Employee Engagement ◽  
Human Resource ◽  
Commercial Banks ◽  
Resource Development ◽  
Training And Development ◽  
And Performance ◽  
The Impact

The objective of the present study is to analyse the impact of human resource development on employee engagement in Nepalese commercial banks by taking three human resource development components of training and development, career development and performance management as independent variables, and employee engagement as a dependent variable. Using the random sampling, 384 employees were selected, and a questionnaire survey was carried out to collect data. Using F-test and t-test, the study found that the training and development, career development and performance management have significant impact on employee engagement in Nepalese commercial banks. The study also revealed that male employees have more emphasis on performance management but female employees have more emphasis on training and development. Likewise, the employees up to the officer level have also more emphasis on performance management but the employees below officer level have more emphasis on training and development.

scholarly journals The impact of human resource development practices on employee engagement and performance in Jordanian family restaurants

2020 ◽  
Vol 18 (1) ◽  
pp. 130-140
Author(s):  
Amani Abu Rumman ◽  
Lina Al-Abbadi ◽  
Rawan Alshawabkeh
Keyword(s):  
Human Resource Development ◽  
Employee Engagement ◽  
Human Resource ◽  
Structural Equation ◽  
Employee Performance ◽  
Employee Training ◽  
Resource Development ◽  
Employee Empowerment ◽  
Equation Modeling ◽  
The Impact

Given the organizational positive outcomes of human resource development (HRD) practices like organizational effectiveness, sustainable competitive advantage, and organizational commitment, the current study was designed to detect the impact of HRD practices (employee training, employee empowerment, employee promotion) as independent variables on employee engagement and employee performance as dependent variables and to notify those who are interested. A quantitative descriptive-analytical method was adopted for the current research paper. Data were collected conveniently via a questionnaire from employees of family restaurants. Usable responses were analyzed using IBM SPSS and AMOS on the strength of structural equation modeling (SEM).The current data identified employee training, employee empowerment, and employee promotion as key predictors of both employee engagement and employee performance. Employee empowerment has the highest impact on employee engagement, followed by employee promotion, while employee training has the highest effect on employee performance. Furthermore, employee engagement is positively related to employee performance.

scholarly journals The Development Model of Human Resources at Islamic Universities in Aceh

2021 ◽  
Vol 9 (1) ◽  
pp. 103
Author(s):  
Danial Danial ◽  
Nur Sari Dewi ◽  
Kafrawi Kafrawi
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Individual Development ◽  
Development Model ◽  
Flexible Work ◽  
Work Arrangements ◽  
And Performance

This study aimed to explain the development of the Human Resources model at IAIN Lhokseumawe in particular and Islamic Universities in general. The results showed that Human Resource Development at IAIN Lhokseumawe had focused on factors of trust, emotional ties, power relations, and career cycles. However, it had no discipline, did not have a platform that was designed and integrated, did not utilize the spirit of religion and culture as strong energy for the development of human resources. Therefore, IAIN Lhokseumawe is in a need of a comprehensive and futuristic human resource development model. This model was built based on HRD factors, HRD aspects, HRD methods, and HRD strategies/steps. HRD factors were emphasized on the platform designed, the work balance between employees, discipline, and the utilization of the potential of cultural plurality and Islamic spirit as an intrinsic power of human resource development. The development was carried out in an integrated and parallel way between individual development, career, organization, and performance management through flexible work arrangements, knowledge sharing, and the adoption of innovative technologies in a sustainable and strong leadership system.

scholarly journals The Influence of Human Resource Management Practices on the SMEs Performance: Mediating Role of Employee Engagement

2021 ◽  
Vol 4 (1) ◽  
pp. 79-91
Author(s):  
Muhammad Azeem Ahmad ◽  
Arshia Hashmi ◽  
Waris Ali
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Training And Development ◽  
Human Resource Practices ◽  
Mediating Role ◽  
And Performance ◽  
Recruitment And Selection

Recently, human resource practices have been considered as the foremost solution for high organizational performance and attained the focus of recent studies and regulators. Therefore, the present study investigates the impact of human resource practices such as recruitment and selection, training and development, reward and compensation, and performance management on SMEs performance in Pakistan. The present research also examines the mediating role of employee engagement among the nexus of recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This research has adopted the questionnaires to collect the data and executed the smart-PLS to analyze the data. The results revealed that recruitment and selection, training and development, reward and compensation, and performance management have a positive association with SMEs’ performance. The findings also exposed that employee engagement positively mediating the links among recruitment and selection, training and development, reward and compensation, performance management, and SMEs performance in Pakistan. This study has provided the guidelines to the policymakers that they should extend their focus towards human resource practices that improve organizational performance.

Career Development Models and Human Resource Development Practice

2016 ◽  
pp. 66-84
Author(s):  
Catherine N. Kyeyune
Keyword(s):  
Career Development ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Development Models ◽  
Career Trajectories ◽  
Employee Relationship ◽  
The Impact ◽  
Development Practice

Various career development models and concepts have been developed over the years to explain career trajectories of employees in the workplace. The new employer-employee relationship in the workplace has resulted in more dynamic careers; boundaryless, protean, kaleidoscope, hybrid and multiple level careers. However, the impact of these relatively new career theories on human resource development (HRD) is still unclear. In this chapter, the author discusses the role of career development in human resource development and different models of career development. In addition, various organizational activities that can support career development are presented. The author then proposes a framework that links career models to specific organizational career development activities. This provides direction to organizational efforts geared towards employee development.

STRATEGI PENGEMBANGAN SUMBER DAYA MANUSIA DI PT. GAYA SUKSES MANDIRI KASEINDO ( SAFEWAY) SURABAYA

Develop ◽  
2019 ◽  
Vol 3 (2) ◽  
pp. 10
Author(s):  
Sri Susilowati ◽  
Ilya Farida
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Development Strategy ◽  
Career Planning ◽  
Performance Indicator ◽  
Employee Performance ◽  
Resource Development ◽  
Training And Development ◽  
And Performance ◽  
Rewards And Punishment

This research aims to know and understand strategy of human resource development at PT.  Gaya Sukses Mandiri Kaseindo (Safeway) Surabaya. The results of this research is a model of human resource development strategy that has been done by PT Gaya Sukses Mandiri Kaseindo (Safeway) Surabaya is as follows: 1.Selection of potential human resource. 2. Perform evaluation of human resource performance using KPI (Key Performance Indicator) 3. Giving an opportunity to employees to contribute ideas.  4. Appropriate career planning  5. Giving rewards and punishment 6. Conducting various Training and Human Resource Development :  Internal Training methode 1. 5C (Clear-out, Classify, Cleaning, Conformity, Custom) 2. Leadership Coaching Training and External Training methode : 1. Lean Management, 2. Negotiation Skill & Service Excellence Training. The company is responsible for improving work ability, the skills of its employees to be better. Human resource development strategy is a form of appreciation of a leader to employees in the form of humanis. Training and development is one solution to a number of problems decreasing the quality of the performance of organizations or institutions and agencies caused by decreased ability and obsolescence skills owned by employees. The purpose of training and development is to change attitudes, behavior, experience and performance of employee performance to be better.

scholarly journals Participative Practices and In-Role Performance in the Korean Local Government: Focusing on an Individual`s Perceptions of Human Resource Development Practices

2012 ◽  
Vol 27 (2) ◽  
pp. 43-65
Author(s):  
Cho Tae Jun ◽  
Faerman Sue R ◽  
Yoon Su Jae
Keyword(s):  
Career Development ◽  
Human Resource Development ◽  
Human Resource ◽  
Structural Equation ◽  
Resource Development ◽  
Equation Modeling ◽  
Role Performance ◽  
Mediating Role ◽  
And Performance ◽  
The Relationship

Considering inconsistent results in the extant literature regarding whether participative practices improve performance, we focused on the mediating roles of an individual`s perception of human resource development practices, including training and career development, on the relationship between the two constructs. We began by examining the validity of the constructs under the study. Next, using structural equation modeling, we found that an individual`s perception of career development fully mediates the relationships between the two participative practices, including participation and empowerment, and in-role performance. In addition, the findings indicated that individuals` perception of training fully mediates the relationship between empowerment and performance, but failed to play a mediating role on the relationship between participation and performance.

An Analysis on Human Resource Development Culture and Climate of Chemical Based Public Sector Enterprises in Kerala, India

2021 ◽  
Vol 2021 (6) ◽  
pp. 132-135
Author(s):  
Balakrishnan A ◽  
Dr. KVM Varambally
Keyword(s):  
Public Sector ◽  
Human Resource Development ◽  
Human Resource ◽  
Deep Structure ◽  
Positive Culture ◽  
Resource Development ◽  
The Individual ◽  
The Impact ◽  
Culture And Climate

The impact of Globalization creates a competitive horizon with new markets, new products, new mindsets, new competencies, and new ways of thinking about business. As an outcome of this, the market places become more complex, uncertain, competitive, and transformational. In this era, the major challenge faced by any organization is to maintain a peaceful as well positive culture and climate inside the organization. The human resource development climate of an organization plays a significant role in ensuring the competency, motivation, and development of its employees. Here the term climate denotes the quality of the internal environment. It influences morale and the attitudes of the individual toward his work and his environment. Culture refers to the deep structure of organizations, which is rooted in the values, beliefs, and assumptions held by organizational members. The study was aimed to analyze the Human Resource Development culture and climate of chemical-based public sector enterprises in Kerala. The results indicated that the Human Resource Development climate in an organization is average and the perception of employees regarding Human Resource Development culture and climate does not differs significantly based on age, job approval status, and qualification. But it differs significantly based on gender and experiences.

scholarly journals An empirical study of organizational culture dimensions impacting employee’s performance in IT industry, Tamilna-du

2017 ◽  
Vol 7 (1.3) ◽  
pp. 133
Author(s):  
Karthik M ◽  
A Vasumathi
Keyword(s):  
Organizational Culture ◽  
Empirical Study ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Cultural Dimensions ◽  
It Industry ◽  
Human Resource Department ◽  
Culture Dimensions ◽  
The Impact

Every company has their own unique culture. Organizational culture is a set of norms, values, beliefs and vision that define how employees and managers intermingle within an organization. Irrespective of whether a preset list of company values present or not, an organization develops its own culture. However, organizations haven’t been paying as much attention to organizational culture until now. A 2015 study by Deloitte University Press found that 87% of the organizations surveyed now cite culture and employee engagement as their top challenges. Thus the current study aims at analyzing the impact of cultural dimensions on performance management in IT organizations. Analysis, conclusion and recommendations were drawn out based on the research and findings. The study found a significant association between experience of the respondents and their responses towards often getting reminder and warning to complete their tasks. The study has also found a significance variance between age of the respondents and the practices of Human Resource Department. The study has also found an association between variety of tasks being handled and employees’ performance. 

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