scholarly journals Determinants of Employee Engagement in a Tertiary Christian Institution in Mlang, North, Cotabato

2021 ◽  
Vol 3 (2) ◽  
pp. 12-18
Author(s):  
Ronie Panes ◽  
Ivy Galanta
Keyword(s):  
Organizational Culture ◽  
Employee Engagement ◽  
Management Practices ◽  
Psychological Empowerment ◽  
Employee Productivity ◽  
Full Time ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
The Impact ◽  
Cultural Strength

Employee engagement and positive institutional outcomes are assumed to be linked in various fashions. Engaged employees play a key role in achieving organizational success and competitive advantage. Research shows that engaged employees are willing to work the extra mile, work with passion and feel a profound connection to their company, thereby driving innovation and moving the organization forward. This study aimed to assess employee engagement in a tertiary Christian Institution in Mlang, North Coatabato, regarding organizational motivation and discretion. It also aimed to determine the respondents' perception of the three identified employee engagement determinants: human resource management practices, psychological empowerment, and organizational culture. Moreover, it sought to determine the relationship between HRM practices, psychological empowerment, and organizational culture to employee engagement and finally, which among the three indicators significantly influence employee engagement. This quantitative study used descriptive correlation and 70 full-time personnel of the institution answered the adopted survey questionnaire derived from different authors. Results revealed that the respondents’ perceptions of the HRM practices, the organizational culture, and employee engagement were high. Apparently, all of the variables of HRM practices have significant relationships to employee engagement, whereas, in the psychological empowerment, only the impact was found to have a significant relationship to employee engagement. In terms of organizational culture, only achieving goals and cultural strength was found to significantly affect employee engagement. Lastly, findings revealed that only the performance evaluation, impact and cultural strength were found to be the significant determinants of employee engagement among the variables. The quality of employee engagement has the potential to increase employee productivity, work quality and retention significantly.

scholarly journals THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE CASE STUDY: MANUFACTURING ENTERPRISES IN KOSOVO

2020 ◽  
Vol 21 (1) ◽  
pp. 222-229
Author(s):  
Arta Jashari ◽  
Enver Kutllovci
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Positive Association ◽  
Manufacturing Firms ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
The Impact

The purpose of this study is to examine the impact of human resource management practices on organizational performance. In this study a total of 100 managers of manufacturing firms in Kosovo from public and private sectors have responded to the survey. The survey questionnaire had contained 39 items covering selected HRM practices and organizational performance. Our empirical results show that managers of manufacturing firms in Kosovo recognize the importance of employees in their organization and apply practices to manage them effectively. The outcome of correlation analysis provides evidence that HRM practices positively and significantly influence organizational performance. Recruitment and selection practices show the strongest positive association with organizational performance (rho = 0.905) compared to other practices. Regarding to our findings we suggest that with a good recruiting and selection, the organization will fill with a group of potentially qualified candidates. Also, companies should continuously train and develop and involve their employees as they are viewed as the most important resources source of competitive advantage.

scholarly journals The Effect of Human Resource Management Practices on Deposit Money Bank Employee Productivity

2021 ◽  
Vol 2 (3) ◽  
pp. 22-29
Author(s):  
Ekoeng Kalechi ◽  
Ịheanechọ Jemielu
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Positive Impact ◽  
Resource Planning ◽  
Employee Productivity ◽  
Substantial Impact ◽  
Human Resource Management Practices ◽  
The Impact

The research studied the impact of human resource management techniques on the productivity of Nigerian deposit money institutions. The information for this research came from structured questions that were delivered to chosen deposit money institutions in Yola Metropolis. There were 193 questionnaires distributed in all, however only 166 were successfully recovered and examined. In order to estimate the effects of human resource management practice on employee productivity in the selected organization, the study used descriptive statistics and the multiple regression technique. The correlation coefficient was also used to test the extent to which human resource management is related to employee productivity. Human resource planning (HRP), recruitment and selection (RS), staff training and development (TRD), and performance appraisal (PA) were found to have a positive impact on employee productivity in the selected deposit money banks in Nigeria and were properly signed, implying that they were in line with the study's theoretical expectations. At the 5% level, the F-statistics 5.242014, which examined the combined significance of the parameter estimations, was deemed statistically significant, as evidenced by the associated probability value of 0.025272. This means that in the chosen deposit money institutions in Nigeria, all of the model's variables were jointly and statistically significant in determining employee productivity. Finally, this study found that human resource management practices in Nigerian deposit money institutions had a favorable and substantial impact on employee productivity

HUMAN RESOURCE MANAGEMENT PRACTICES AND ITS IMPACT ON EMPLOYEE ENGAGEMENT AND PERFORMANCE IN AN ORGANIZATION A STUDY ON LABOUR FORCE IN MALAYSIA

2021 ◽  
Vol 5 (1) ◽  
pp. 29-35
Author(s):  
Dhivyabharathi Parabakaran ◽  
Masri Abdul Lasi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
Management Practices ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
And Performance ◽  
Work Empowerment

This research study is to investigate the Human Resource Management Practices (HRM) and its impact on employee engagement and performance in an organization. There are 4 variables that impact on employee engagement and performance which are (learning culture), (work empowerment), (reward and recognition) and (supervisor support) in an organization. The main objective of this research study is to explore the understanding towards the human resource management practices. The organization should be very friendly and supportive employees to create a strong bond between the employees and supervisor develop business strategies. Employee’s engagement and performance has come up with a new method to human resource management practices to stay competitively and effectively to improve performance towards the employees. In order to investigate the relationship between HRM practices and employee engagement and performance, I was designed a questionnaire and distribute the questionnaire to 150 respondents. The questions were stated in the questionnaire are from the previous researcher was done for the similar topic. The data was calculated using the SPSS statistics and excel is to found there is a significant relationship between the independent and independents variable. Also using regression analysis to analyse the result. The findings result indicate that there is a relationship among all independent variables which are learning culture, work empowerment, rewards and recognition and supervisor support have significant impact on employee’s engagement and performance. In conclusion, analysed that HRM practices have an impact on the employee work engagement and performance. The future researcher should study that the employers need to develop proper and well established HRM policies and regulations in order to success in huge work engagement and performance level among the employees.

The Impact of Private Equity and Buyouts on Employment, Remuneration and other HRM Practices

2009 ◽  
Vol 51 (4) ◽  
pp. 501-515 ◽  
Author(s):  
Mike Wright ◽  
Nicolas Bacon ◽  
Kevin Amess
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Private Equity ◽  
Management Practices ◽  
Job Quality ◽  
Relative Impact ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
Managerial Employees ◽  
The Impact

In this article we consider the impact of private equity and buyouts on employment, remuneration, and other human resource management practices by reviewing and synthesizing existing studies. We show that the impact tends to differ between buyouts and buy-ins, and argue that private equity is a heterogeneous phenomenon. Several issues that would benefit from further research are identified including the relative impact on employment, terms and conditions and job quality for managerial and non-managerial employees.

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 .

Organizational Culture and Knowledge Management

2002 ◽  
Vol 01 (01) ◽  
pp. 57-63 ◽  
Author(s):  
Thou Tin Lim
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Cultural Context ◽  
Management Practices ◽  
Cultural Leadership ◽  
Management Processes ◽  
New Business ◽  
Knowledge Management Practices ◽  
The Impact ◽  
Knowledge Management Processes

As organizations in Singpore respond to the pressures of globalization, the adoption of knowledge management practices becomes more prevalent. In a hurry to implement this new business paradigm, organizations may have overlooked the influence of the cultural context which is commonly considered one of the pillars of knowledge management in a western-oriented organization. This paper examines what was overlooked by Singapore organizations while moving towards knowledge management. Specifically, it studies the impact of organizational culture on knowledge management processes. A review of literature shows that there is a relationship between cultural factors and knowledge management processes. This relationship is reflected in a research model that helps to answer research questions and to formulate hypotheses for testing. The result indicates that knowledge management should consider not just the technological aspects of implementation but also the cultural, leadership and contextual aspects of an organization.

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