scholarly journals Care Ethics Management and Redesign Organization in the New Normal

2021 ◽  
Vol 12 ◽  
Author(s):  
Silvio Carlo Ripamonti ◽  
Laura Galuppo ◽  
Sara Petrilli ◽  
Sharon Dentali ◽  
Riccardo Giorgio Zuffo
Keyword(s):  
Social Relationship ◽  
Care Ethics ◽  
Ethical Values ◽  
New Normal ◽  
Ethics Management ◽  
Protective Actions ◽  
Hr Managers ◽  
Hr Function

The pandemic period has placed the organizations in a state of great tension. It has generated a situation of confusion, lack of rules, and production-related criticalities that have called into question the very existence of many productive realities. This article aims to highlight the dimensions of care and ethics put in place by HR managers in COVID-19. The objective that animated the authors have focused on the HRM level of medium and large companies in Italy to highlight the protective actions toward people and the organization in the period COVID 19, highlighting what were the ethical values and actions of care put in place. In this article, we wanted to give voice to managers (N = 45, including 21 women and 24 men, aged between 40 and 55 years old) who had management tasks in their organizations by asking them to tell us how they dealt with the challenges imposed by the emergency. In the research, we start from a way of understanding workplaces understood as a “process of ongoing social relationship” within which the HR function is dedicated to the care of the quality of relationships. HR managers have to manage a complex role of mediating between the interests of people and employers by trying to find good mediations.

Approaches and Concepts to Restructuring Human Resources Management Functions

2011 ◽  
pp. 2120-2129
Author(s):  
Peter M. Wald ◽  
Rainhart Lang
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Strategic Role ◽  
The Subject ◽  
Hr Managers ◽  
Management Functions ◽  
Hr Function ◽  
Practical Field

Nowadays, most human resources (HR) managers are confronted with cost pressure, the demand for offering “high-quality-HR services” and the necessity for strategic contributions (Hewitt, 2004). Human resource management (HRM) with its current structures and tools is often unable to completely fulfill these requirements. Therefore, a strong need for reorganization of HR as a function is obvious. In the last few years, many efforts have been undertaken by HRM practitioners to re-structure HRM at the level of organizations as reflected in surveys or case studies from leading firms. Examples can be found in Som (2003) and Fairbain (2005). Moreover, the restructuring of the HR function has been the subject of a broad discussion among scientists and researchers in the field of management (Becker & Huselid, 1999; Caldwell, 2003, 2004; Truss, Gratton, Hope- Hailey, Stiles, & Zaleska, 2002). It is remarkable that this discussion has mainly focused on the strategic role of HRM (Lawler III, 2005), and consultants in the practical field have particularly given advice to improve the quality of HR services (Hewitt, 2004; Towers Perrin, 2005). A more complex view on the restructuring of HRM is rarely to be found.

Approaches and Concepts to Restructuring Human Resources Management Functions

2009 ◽  
pp. 48-55
Author(s):  
Peter M. Wald ◽  
Rainhart Lang
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Strategic Role ◽  
The Subject ◽  
Hr Managers ◽  
Management Functions ◽  
Hr Function ◽  
Practical Field

Nowadays, most human resources (HR) managers are confronted with cost pressure, the demand for offering “high-quality-HR services” and the necessity for strategic contributions (Hewitt, 2004). Human resource management (HRM) with its current structures and tools is often unable to completely fulfill these requirements. Therefore, a strong need for reorganization of HR as a function is obvious. In the last few years, many efforts have been undertaken by HRM practitioners to re-structure HRM at the level of organizations as reflected in surveys or case studies from leading firms. Examples can be found in Som (2003) and Fairbain (2005). Moreover, the restructuring of the HR function has been the subject of a broad discussion among scientists and researchers in the field of management (Becker & Huselid, 1999; Caldwell, 2003, 2004; Truss, Gratton, Hope-Hailey, Stiles, & Zaleska, 2002). It is remarkable that this discussion has mainly focused on the strategic role of HRM (Lawler III, 2005), and consultants in the practical field have particularly given advice to improve the quality of HR services (Hewitt, 2004; Towers Perrin, 2005). A more complex view on the restructuring of HRM is rarely to be found.

scholarly journals The Role of Hr Managers During Crisis Time - Covid-19 Perspective

2021 ◽  
Vol 5 (6) ◽  
pp. 13-16
Author(s):  
Naiymunnisa Begum ◽  
Shaik Abdul Mazeed
Keyword(s):  
Video Conferencing ◽  
Work Conditions ◽  
Research Paper ◽  
New Work ◽  
New Normal ◽  
Work From Home ◽  
The World ◽  
Entire World ◽  
Hr Managers

COVID-19 pandemic has disturbed organizations and made HR personnel to think differently by considering new normal norms like social distancing, new work conditions that they may never have envisioned. To stop the spread of the coronavirus, organizations have changed to a Work from Home Model (WFHM), Remote Connections (RC) at a rate and scale, monitored and controlled by email and video conferencing. Sum and substance, HR Managers role has become more crucial and need to accomplish troublesome work under these unprecedented conditions. HR is worried about employee’s wellbeing and prosperity during the pandemic; they are under the strain of handling the deskwork and giving comfort to the large number of labourers simultaneously. HR has consistently been the front liner for workers and the HR's job in observing and keeping up has gotten significantly. Traditional HR is being supplanted with a comprehensive methodology utilizing trend setting innovations and being human driven too. HR managers are literally doing war with the difficulties of reclassifying their techniques on administration, ability, assorted variety while assessing their operational adequacy. The world stands up to different emergencies and COVID-19 being the greatest one right now which has hit the entire world and its economy. In this scenario, this research paper emphasised on role and challenges of HR during the pandemic.

scholarly journals Repatriation and (perceived) organisational support (POS)

2017 ◽  
Vol 5 (1) ◽  
pp. 60-77 ◽  
Author(s):  
Liza Howe-Walsh ◽  
Nicole Torka
Keyword(s):  
Single Case ◽  
Third Party ◽  
Line Managers ◽  
Content Type ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
Hr Managers

Purpose The purpose of this paper is to explore the role of and interaction between (potential) repatriation supporters to develop understanding of how this affects the repatriate experience. Design/methodology/approach A (single) case study strategy was employed, using a multiple stakeholder approach, involving 21 in-depth interviews in a large UK-based institution with repatriates, home and host HR managers, international human resource (IHR) practitioners and line managers from both home and host locations. Findings Although line managers, senior managers, family members and third party providers (e.g. relocation agencies, tax advisors) are important for repatriation support, the case study evidence highlights that HR professionals are mainly responsible for the quality of the support delivered by other repatriation supporters. Inadequate support from the headquarters IHR department caused by a lack and unclear information about repatriation procedures and related responsibilities results in insufficient support for home and host HR managers. This negatively impacts repatriates line managers (perceptions of) HR support. Weaknesses in the support chain (headquarter IHR, home and host HR and line managers) are responsible for repatriates (perceived) limited or non-support. Research limitations/implications The small size of our sample, the single case study design and the method precludes generalisation of the findings. However, the authors’ “look inside” increased the understanding of repatriation support and in particular the support quality. By linking this information to the knowledge of previous studies on organisational support and the devolution of human resource management, the authors are able to identify several topics future studies in the field of repatriation management. Practical implications IHRM policies have to reflect the role of multiple stakeholders including home and host line managers and HR professionals as well as third party providers and assign clear lines of responsibility to provide a transparent and consistent experience. Repatriates family has to be acknowledged as a stakeholder that has a major influence on repatriation success and failure. Excluding partners and children issues from international career policies has to be considered as a serious HR shortcoming. Second, ensuring timely information regarding return positions. Providing debriefing interviews upon repatriation can help to identify future roles within the organisation. Equally important is exit interviews to explore whether the person has completed an assignment within the previous 24 months and whether this experience has contributed to their decision to leave the organisation. Opportunities to ensure repatriates are being considered for positions as part of the talent pool is crucial. Finally, the authors emphasise the need to acknowledge that third party vendors are part of the repatriation process and must be considered in terms of (perceived) organisational support. Originality/value This is one of the first studies that highlights the role and interaction of (potential) repatriation supporters. Specifically, this study contributes to addressing three knowledge gaps: it identifies a lack of communication among HR professionals and between them and line managers as a potential source of insufficient organisational support; the findings highlight HR professionals responsibility for supporting line managers and other repatriation supporters in operational repatriation management; and finally, the results support the assumption that HR professionals and line managers own (non-)experience with working abroad might affect the quality of support policies and practices for repatriates.

scholarly journals Notaries Ethics in Stipulating Honorarium Minimum in Indonesia

2019 ◽  
Vol 8 (4) ◽  
pp. 5381-5385
Keyword(s):  
Research Methods ◽  
Code Of Ethics ◽  
Active Role ◽  
Ideal Condition ◽  
Service Users ◽  
Ethical Values ◽  
Legal Research ◽  
Personal Ethics

Notaries do not receive salary from Government, however, they have a right to charge fees to their service users. In fact, a Notary also has rules in stipulating the honorarium he can receive, both in the form of a law for a maximum honorarium and in the form of a Notary Code of Ethics for a minimum honorarium. Even though the regulation already exists, its implementation is not as expected, especially regarding the minimum honorarium. The violation of the minimum honorarium can occur because of the declining quality of ethics held by Notaries in Indonesia. This happens as if the personal ethics and ethics owned by the Notaries do not work well, then all the rules made by both the law and the Notary Organization will always have a gap so that they can be broken by the Notaries themselves. This study aims to obtain ideal conditions in terms of a Code of Ethics, supervision, sanctions, and ethics with the role of INI as the Notary Organization. The study uses social legal research methods which examine the problem in an interdisciplinary manner, especially with regard to ethical values in the notary professional code of ethics with the reality of Notaries’ behavior in determining notary services in making a deed. The result of this study reveals that the violation of the notary minimum honorarium that occurred so far is caused by not only the unclear notary Code of Ethics in determining arrangements regarding the Notaries’ minimum honorarium, but there are things that further determine the violation of the Notaries’ minimum honorarium, namely personal ethics owned by a Public Notary. Therefore, INI as the Notary Organization must have an active role in creating ideal conditions for the Notaries, so that the violation will not be repeated. This ideal condition can be realized by balancing the rules in the form of Notaries Code of Ethics, supervision, sanctions and personal ethics that can be developed by a Notary organization.

scholarly journals HUMAN GOVERNANCE AND FIRM SUCCESS FROM WESTERN AND ISLAMIC PERSPECTIVES

2020 ◽  
Vol 4 (1) ◽  
pp. 56-63
Author(s):  
Noraina Mazuin Sapuan ◽  
Norwazli Abdul Wahab ◽  
Mahfud Sholihin ◽  
Syazwanie Sawaluddin
Keyword(s):  
Corporate Governance ◽  
Firm Performance ◽  
Empirical Evidence ◽  
Well Being ◽  
Ethical Values ◽  
Muslim People ◽  
Western Perspective ◽  
Good Behaviour

Human governance is an essential internal value that acts as a guide for a human to behave. Positive internal values can be the drivers to inspire people to work with integrity and accountability for the well-being of the businesses. Previous studies on corporate governance and firm performance show very little empirical evidence done in determining the role of human governance. The term human governance itself especially from the Western perspective is still unclearly defined. Thus, the objectives of this study are twofold. First, to investigate the characteristics of human governance from Western and Islamic perspectives. Second, to examine the factors that can improve the quality of human governance in order to mitigate the misconduct behaviour among the employees and the top management. The findings show that Western human governance emphasizes more on the good ethical values of human behaviour but Islamic human governance highlight on religiosity that build good spiritual that generates good behaviour among the Muslim people.

scholarly journals Peran Pendampingan Warga Peduli AIDS terhadap Kualitas Hidup Orang Dengan HIV-AIDS di Kecamatan Alak Kota Kupang

2019 ◽  
Vol 1 (3) ◽  
pp. 84-94
Author(s):  
Chintya G. Kale ◽  
Tadeus A. L. Regaletha ◽  
Amelya B. Sir
Keyword(s):  
Quality Of Life ◽  
Social Relationship ◽  
Physical Aspect ◽  
Service Access ◽  
Health Service Access ◽  
Welfare Evaluation ◽  
The Impact ◽  
Hiv Aids

HIV-AIDS still be the global healthy problem which has higer number of morbidity and mortability cases. PLWA (People Live With AIDS) have often being denied by the others so the HIV-AIDS problem sometimes is undetected in the society, also give the influence towards the quality of PLWA’s life.  The quality of life is the important component of life and welfare evaluation of the PLWA. Based on the data of Alak districst in 2018, the higest case was 185 cases of HIV-AIDS in which the HIV infectants were 102 cases, while people with AIDS were 83 cases.  This research is purposed to describe the quality of life of People Live With HIV-AIDS in Alak district in 2019 whose got accompaniment from the WPA ( PCWA : People Who Care With AIDS) companions. This research was done by using descriptive qualitative method. The main informants of this research were two WPA (PCWA) companions and five PLWA whose got the accompaniment also supported by three triangulation informants. The technique of data collection of this research was indeep interview whith three steps of interactive analitical models which are Reduction, Data Presentation and conclusion drawing. The result of this research shows that the implementation of the role of the PCWA as the mentors of taking medication, social supporter, and health service access support was successful and gave the impact towards PLWA’s Life. It’s shown by looking to the improvement of physical aspect, psychological aspect, independency, social relationship, sociaty aspect and spiritual aspect. This accompaniment had occured for almost 4 years towards the PLWA. It was expected for the other people to participate helping the PCWA companions in order to support and conducive towards the PLWA so, they have better quality of life.

Cognitive Health Counseling 40+

2013 ◽  
Vol 21 (1) ◽  
pp. 24-33 ◽  
Author(s):  
Anne Eschen ◽  
Franzisca Zehnder ◽  
Mike Martin
Keyword(s):  
Outcome Variable ◽  
Pilot Phase ◽  
Subjective Memory ◽  
Cognitive Health ◽  
Health Counseling ◽  
Agents Of Change ◽  
Main Outcome Variable ◽  
Further Development

This article introduces Cognitive Health Counseling 40+ (CH.CO40+), an individualized intervention that is conceptually based on the orchestration model of quality-of-life management ( Martin & Kliegel, 2010 ) and aims at improving satisfaction with cognitive health in adults aged 40 years and older. We describe the theoretically deduced characteristics of CH.CO40+, its target group, its multifactorial nature, its individualization, the application of subjective and objective measures, the role of participants as agents of change, and the rationale for choosing participants’ satisfaction with their cognitive health as main outcome variable. A pilot phase with 15 middle-aged and six older adults suggests that CH.CO40+ attracts, and may be particularly suitable for, subjective memory complainers. Implications of the pilot data for the further development of the intervention are discussed.

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