scholarly journals Emotional Intelligence and its Impact on Effective Human Resource Management

2021 ◽  
pp. 5-13
Author(s):  
John Nkeobuna Nnah Ugoani
Keyword(s):  
Emotional Intelligence ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personality Assessment ◽  
Human Person ◽  
Diversity Management ◽  
Strong Positive Correlation ◽  
Exploratory Research ◽  
Business World

There is increasing acceptability of emotional intelligence as a major factor in personality assessment and effective human resource management. Emotional intelligence as the ability to build capacity, empathize, co-operate, motivate and develop others cannot be divorced from both effective performance and human resource management systems. The human person is crucial in defining organizational leadership and fortunes in terms of challenges and opportunities and walking across both multinational and bilateral relationships. The growing complexity of the business world requires a great deal of self-confidence, integrity, communication, conflict, and diversity management to keep the global enterprise within the paths of productivity and sustainability. Using the exploratory research design and 255 participants the result of this original study indicates a strong positive correlation between emotional intelligence and effective human resource management. The paper offers suggestions on further studies between emotional intelligence and human capital development and recommends conflict management as an integral part of effective human resource management.

scholarly journals On the (ir)relevance of religion for human resource management and diversity management: A German perspective

2019 ◽  
Vol 34 (1) ◽  
pp. 9-31 ◽  
Author(s):  
Dorothea Alewell ◽  
Daniela Rastetter
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Religious Diversity ◽  
Diversity Management ◽  
Empirical Knowledge ◽  
Legal Regulations ◽  
Negative Side ◽  
Pros And Cons ◽  
The One

From the limited empirical knowledge we have, religion is hardly ever implemented as a dimension of diversity management in German firms. As religion is increasingly important in many areas of law, with regard to world conflicts, the integration of refugees, societal tensions and potentially high religious diversity of employees and customers in globally acting firms, this finding triggers questions why or why not religion is applied as a dimension of diversity management in German companies. We thus discuss pros and cons for considering religion as a dimension of diversity management, arguing that on the one side there are many arguments for employers in favour of considering religion as a diversity dimension, especially arguments grounded on legal regulations, discrimination or effects on performance and resilience of employees. However, on the negative side, attributions of conflict and irrationality connected with religion and employers’ difficulties in collecting a sound database may hamper implementation as a diversity dimension. We conclude with a research outlook.

Westernization or localization of human resource management practices in CIS countries? Evidence from Kazakh firms

2019 ◽  
Vol 14 (3) ◽  
pp. 385-409 ◽  
Author(s):  
Marina Latukha ◽  
Konstantin Malko
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Multinational Corporations ◽  
Human Resource ◽  
Management Practices ◽  
Business Environment ◽  
Exploratory Research ◽  
Content Type ◽  
Hrm Practices ◽  
Cis Countries

Purpose The purpose of this paper is to investigate the peculiarities of human resource management (HRM) practices in Kazakh firms and identify the factors that influence them. Attention is paid to analysis of the country-specific environment, which shapes the peculiarities of HRM and provides discussion on the respective Westernization or localization perspectives. Design/methodology/approach The paper argues that HRM practices are influenced by a number of factors, some of which are rather specific to Kazakhstan and some are common in a Commonwealth of Independent States’ context. The study uses exploratory research which includes the conduction of a survey, consisting of blocks of questions, for data collection. Findings The results show that despite dynamic economic growth of Kazakhstan’s economy, HRM practices are still in transition from those of Soviet heritage to ones that exist in Western multinational corporations. They cannot fully match the country’s needs for HRM development. Several recommendations for the future development of HRM in Kazakhstan are made. Originality/value The study examines the adaptation of HRM practices to the business environment in Kazakhstan.

The nexus between diversity management (DM) and organizational performance (OP): mediating role of cognitive and affective diversity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shagufta Showkat ◽  
Siddharth Misra
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Diversity Management ◽  
Content Type ◽  
Mediating Role ◽  
The Impact ◽  
The Relationship

Purpose Present day organizations are considering workforce diversity as one of the main challenges in the human resource management. This study aims to find out the relationship between diversity management (DM) in the context of strategic human resource management (SHRM) and organizational performance (OP). An attempt is made to find out the mediation effect of cognitive diversity (CD) and affective diversity (AD) in the relationship between DM and OP. Design/methodology/approach The constructs investigated in the present study include DM, OP, CD and AD. Structural equation modeling has been used to test the model fit. The data was collected from 50 human resource professionals working in different organizations in the information technology (IT) sector in Bangalore, India. Confirmatory factor analysis has been used for establishing the reliability. Findings The results show that there exists a significant relationship between DM and OP. This significant positive relationship can be attributed to the mediating role of CD and significant negative relationship is because of the AD. Research limitations/implications This study has several limitations. In this study, only three DM practices have been considered. The generalization of the results is another limitation as the study has been conducted in the IT sector in Bangalore, India. Similarly, sample size also affects the implications of an empirical study and sample size in this study is small. This study has investigated only the impact of two aspects of diversity, cognitive and affective, while neglecting the effect of communicational and symbolic processes. Practical implications The results indicate that organizations must consider that by providing intercultural trainings (ICTs), work–life balance (WLB) and work-time flexibility options, the negative aspects of diversity can be minimized. Moreover, organizations should encourage the task conflict which leads to better decision-making as well as creates a sense of group identification, which may help in the avoidance of negative consequences of AD. Originality/value This study is undertaken to find out the effect of certain diversity-oriented SHRM practices such as flexible working times, WLB, ICT and its impact on the OP in the Indian IT industry. This study has investigated the mediating role of CD and AD on the relationship between diversity-oriented SHRM practices and OP, which is the novelty of this study. Third, the study has been undertaken considering that there is a dearth of research on the impact of AD and CD on OP in the Indian context.

Managing for Public Service Performance

2021 ◽  
Keyword(s):  
Resource Management ◽  
Public Sector ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Public Service ◽  
Public Management ◽  
Diversity Management ◽  
Service Performance ◽  
Management Performance

How does management make a meaningful contribution to public service performance? This is the overall question of this volume. The sixteen chapters aim to clarify conceptual issues; critically reflect on assumptions underlying public management and public service performance understandings; theoretically explain direct and indirect relationships between management and performance; and outline a research agenda based on a review of the extant literature. In order to achieve these aims, this volume takes a multidisciplinary, critical, rigorous, and context-sensitive approach. The disciplines of public management, leadership, human resource management, and work and organization psychology are combined because they focus differently on aspects of management, public service performance, employee outcomes, and linking mechanisms such as employees’ attitudes and behaviors. Multidisciplinarity is illustrated by the variety of management aspects examined: different types of leadership behaviors, people management, performance management, human resource management systems, diversity management, and change management. Stakeholders often emphasize different public values that influence what they hold desirable in public service provision. The authors critically reflect on which stakeholder interests are included and excluded in empirical studies. The institutional perspective informs critical reflection on public sector context factors that affect the management–performance relationship in democratic societies. By paying attention to distinctive features of the public sector context, the volume contributes to both knowledge growth and the improvement of public services in practice.

scholarly journals The role of electronic human resource management in diverse workforce efficiency

2019 ◽  
Vol 17 ◽  
Author(s):  
Tonja Blom ◽  
Yvonne Du Plessis ◽  
Hamid Kazeroony
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Technology Implementation ◽  
Ecological Model ◽  
Diversity Management ◽  
Unintended Consequences ◽  
Diverse Workforce ◽  
Managerial Implications

Orientation: Diversity management, focusing on developing and appreciating diverse ideas and building relations among diverse employees, and new electronic human resource management (e-HRM) approaches to employees, often leave employees feeling disrespected and indignant. Thus, instead of human resource practitioners, harnessing the strategic role of e-HRM towards value creation for people and organisation, e-HRM has taken a dehumanising turn.Research purpose: This research questioned how technological changes affecting e-HRM could optimise and enable diversity.Motivation for the study: Current literature does not adequately address this e-HRM dilemma impacting on HRM.Research approach/design and method: A qualitative exploratory case study was used to determine how and to what extent the application of e-HRM technology implementation impacted on diversity management. The human niche and ecological model theories help explain the nature of employees’ interactional relationships and coping mechanisms when intervening factors such as e-HRM are introduced respectively.Main findings: The research revealed disconnectedness between e-HRM, individuals and groups, affecting efficiency. Further research is required to improve humanistic approaches for e-HRM implementations.Practical/managerial implications: Application of human niche theory may guide a more participative approach from the onset. Leaders and managers who follow a pure transactional approach may fuel employee isolationism and hamper diversity management through technology in e-HRM.Contribution/value-add: Our findings provide insight into the unintended consequences of diversity. We indicated how e-HRM systems can lead to relational breakdown in a developing country context. Technology should be integrated in managing diversity, and not just focused on operational efficiencies.

scholarly journals Diversity management in japanese firms and research in human resource management

2015 ◽  
Vol 28 (2) ◽  
pp. 151-181
Author(s):  
Tomoyuki Shimanuki ◽  
Nobuko Nagase ◽  
In-seok Chae ◽  
Kiyohiro Oki ◽  
Yuka Shimada
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Diversity Management ◽  
Japanese Firms
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