scholarly journals COVID-19 and People Management: The View of Human Resource Managers

2021 ◽  
Vol 11 (3) ◽  
pp. 69
Author(s):  
Sónia P. Gonçalves ◽  
Joana Vieira dos Santos ◽  
Isabel S. Silva ◽  
Ana Veloso ◽  
Catarina Brandão ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Work Organization ◽  
Human Resource Managers ◽  
Use Of Technology ◽  
Resource Managers ◽  
The Future ◽  
Recruitment And Selection

COVID-19 has brought an unexpected need for change within organizations, particularly regarding human resource management. The nature of this global crisis has meant that these processes remain under-systematized. The aim of this study, which uses an exploratory design and mixed-methods analysis, is to contribute to describing the changes in human resource management practices and processes that resulted from this pandemic and to present the outlook of human resource managers for the future. One hundred and thirty-six Portuguese companies participated in the study, with the answers provided by their human resource managers. Results show that the main changes have occurred in the processes of work and safety, training, work organization, recruitment and selection, induction and onboarding, and communication. The profiles that emerged showed an association between the level of change and size of the organization. There was an increase in the use of teleworking and layoffs, and a positive assessment of the organizations’ level of preparation and adaptation to this crisis. Human resource managers reported that the most evident changes in the future will be associated with the use of technology, teleworking, and work organization. These findings are of the upmost importance, as human resource managers are essential pillars in the adjustment of the organizations to this pandemic situation.

scholarly journals Human Resource Management in the Nigerian Construction Firms: Practices and Challenges

2017 ◽  
Vol 1 (2) ◽  
pp. 47-54
Author(s):  
Oko John Ameh ◽  
Emmanuel Itodo Daniel
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Sampling Technique ◽  
Human Resource Managers ◽  
Resource Managers ◽  
Recruitment And Selection ◽  
The Right ◽  
The Impact

Improvement of human resource management is critical to overall productivity and cost effectiveness in the construction industry. This study assesses the current human resource management practices in the Nigeria construction organisation and the challenges confronting it. Questionnaire survey was adopted using purposive sampling technique. Ninety eight human resource managers and construction professionals in two categories of construction organisations (client organisations involved in real estate development and contractor organisations) were sampled. The results reveal that prevailing recruitment practices are placement of the right staff in the right department for the achievement of company general goals, and screening of candidates for vacant positions. Most common training and development practices involve inducting, orienting and training newly recruited employee on software and use of tools, and assigning staff based on their skill and expertise.Provision of appropriate/modern working tools and equipment and provision of incentives and benefits to staff are prevailing motivation and labour union practices. The study further identified:competition for global mobile talents, labour turnover, recruiting the right person for a specific position, wages and compensation as some of the challenges facing HRM practice in Nigeria.The study concludes that recruitment and selection practices in the construction organisation are distinctly different from those of the manufacturing and banking industry and it centres on selection of skilled and technically competent personnel for organisation’s general goal.   The study recommends that future study should  assess the impact of the identified human resource practices on productivity and project performance.

An Emergent Taxonomy of Public Personnel Management: Exploring the Task Environment of Human Resource Managers in Spanish Local Government

2018 ◽  
Vol 47 (4) ◽  
pp. 445-471 ◽  
Author(s):  
Justo Herrera ◽  
Daniel M. Miller
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Strategic Human Resource Management ◽  
Human Resource Managers ◽  
Policy Integration ◽  
Resource Managers

This study presents a taxonomy for public personnel management based on emergent profiles of local human resource managers in Spain. The analysis focuses on the task environments of managers defined by three salient constructs from strategic human resources management research. Specifically, this study looks at the level of participation of human resource managers in strategic-level policy-making processes, vertical and horizontal policy integration, and the flexibility of human resource managers in interpreting and implementing key functions of personnel management (i.e., recruitment, hiring, and remuneration). The results yield five distinct profiles that describe different approaches of human resource management. The five profiles include Technical Administrative (TA); Technical Functional (TF); Managerial Administrative (MA); Managerial Functional (MF); and Strategic Executive (SE). The profiles are not a linear typology of human resource management practices. However, they do fit within a larger theoretical framework that captures central constructs of strategic human resource management (SHRM).

Persistent innovation and the role of human resource management practices, work organization, and strategy

2016 ◽  
Vol 23 (3) ◽  
pp. 456-471 ◽  
Author(s):  
James Chowhan ◽  
Fred Pries ◽  
Sara Mann
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Work Organization ◽  
Performance Outcomes ◽  
Highly Qualified ◽  
Theoretical Contribution ◽  
Use Of Technology ◽  
Human Resource Management Practices

AbstractThis study makes a theoretical contribution by taking a persistent characteristics approach to explore the relationship between human resource management practices and innovation outcomes at the workplace-level. Innovators are categorized by the degree to which they are successful at achieving new product/processes and/or improved product/processes outcomes year over year. The human resource management practices explored include the use of highly qualified personnel, and skill-enhancing, motivation-enhancing, and opportunity-enhancing sub-bundles of practices. Further, work organization practices are also explored including integration and collaboration, introduction of organizational changes, and the use of technology. The findings indicate workplaces that set strategic goals related to innovation, that motivate their employees, that create opportunity for their employees to act, and that make greater use of technology tend to be more persistent innovators. These findings can contribute to the development of government policy, which seeks to improve innovation performance outcomes.

scholarly journals Human Resource Management and Business Adaptability and Adjustability in Business Development

2017 ◽  
Vol 3 (2) ◽  
pp. 213
Author(s):  
Fanny YF Young
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Development ◽  
The Internet ◽  
Human Resource Managers ◽  
Continuity Planning ◽  
Human Resource Department ◽  
Resource Managers ◽  
Business Resilience

Business adaptability and adjustability is highly important for the business development. It was suggested human resource managers and executives could pay an important contribution to this area. The aim of this study was to search the literature to see how the human resource managers and executives can improve the business adaptability and change of the companies. The internet was searched using various search engines like Google Scholars, Proquest and Google using keywords like human resource management, business adaptability and adjustability and business resilience. All selected papers were individually studied and any relevant materials were identified. Result showed that there were roles of human resource managers and executives in building business adaptability and adjustability such as acting as strategic partners, employee sponsors or advocates, change mentors and there were contributions which include transition the human resource department to a profitability factor; making profit to the company and engaging in people-focused approach to business continuity planning for crisis.

A comparative analysis of best human resource management practices in the hotel sector of Samoa and Tonga

2014 ◽  
Vol 43 (5) ◽  
pp. 798-815 ◽  
Author(s):  
Suwastika Naidu ◽  
Anand Chand
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Response Rate ◽  
Strategic Human Resource Management ◽  
Human Resource Managers ◽  
Content Type ◽  
Hrm Practices ◽  
Hotel Sector

Purpose – The purpose of this paper is to comparatively analyse the best human resource management (HRM) practices in the hotel sector of Samoa and Tonga. Design/methodology/approach – This study examined best HRM practices used by the hotel sector of Samoa and Tonga by using self-administered questionnaires. Self-administered questionnaires were distributed to 73 hotels in Samoa and 66 hotels in Tonga. Out of the 73 self-administered questionnaires that were distributed in Samoa, 58 usable questionnaires were returned resulting in a response rate of 79 per cent. In the case of Tonga, out of the 66 self-administered questionnaires were distributed, 51 usable questionnaires were returned resulting in a response rate of 77 per cent. Findings – The findings of this study show that there are 28 best HRM practices in Samoa and 15 best HRM practices in Tonga. This study also found that best HRM practices differ based on differences in internal and external environmental factors present in different geographical areas. The findings of this paper support the assumptions of the Contextual Paradigm of HRM and strategic human resource management. Research limitations/implications – This study is based on a single sector of Samoa and Tonga. A single sector study limits the generalisations that can be made across different sectors in Samoa and Tonga. Practical implications – Human resource managers should incorporate cultural, political, legal, economic and social factors in HRM practices. Originality/value – None of the existing studies have examined best HRM practices used by the hotel sector of Samoa and Tonga. This study is a pioneering study that comparatively analyses the best HRM practices used by the hotel sector of Samoa and Tonga.

scholarly journals Human Resource Management Practices and Employee’s Turnover Intention in the Manufacturing Industry in Malaysia

2018 ◽  
Vol 8 (2) ◽  
pp. 216
Author(s):  
Ong Choon Hee ◽  
Chew Mei Lien ◽  
Sim Jun Liang ◽  
Ainatul Shahirah Mohamed Ali ◽  
Nazhatul Shima Abd Manap ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Turnover Intention ◽  
Manufacturing Industry ◽  
Management Practices ◽  
Work Life ◽  
Human Resource Management Practices ◽  
Recruitment And Selection ◽  
Main Factor

The main objective of this study is to examine the influence of Human Resource Management (HRM) practices (compensation and benefits, recruitment and selection and work-life policies) on employee's turnover intention. A survey questionnaire was sent and collected from 60 respondents who worked in the Manufacturing Industry in Malaysia. The results showed that the main factor that influences turnover intention of the employees was compensation and benefits. Hence, manufacturing firms ought to put extra efforts in this aspect in order to retain talents and minimize turnover rate of its workforce. Recruitment and selection and work-life policies were found to be not significant in predicting employee’s turnover intention.

Insights and Rumination of Human Resource Management Practices in SMEs

2017 ◽  
pp. 258-271 ◽  
Author(s):  
Azizul Hassan ◽  
Roya Rahimi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Psychological Contract ◽  
Management Practices ◽  
Employee Relations ◽  
Travel Agency ◽  
Small Scale ◽  
Family Relation ◽  
Recruitment And Selection

This chapter focuses on some specific areas of human resource management (employee relations, psychological contract, recruitment and selection) in a small - scale family owned travel agency. The study conducted via qualitative approach and using interviews and observations. Results show that, in a situation, where a sort of typical family relation exists between the owners/management, external employees are less likely offered any form of preferences; even this person possessed two criteria as qualifications or experiences and innate abilities.

A multiple-criteria approach to human resource management assessment in organizations with respect to industry

Kybernetes ◽  
2017 ◽  
Vol 46 (3) ◽  
pp. 419-432 ◽  
Author(s):  
Vesna Čančer ◽  
Simona Šarotar Žižek
Keyword(s):  
Factor Analysis ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Multiple Criteria Decision Making ◽  
Multiple Criteria ◽  
Human Resource Managers ◽  
Holistic Model ◽  
Content Type ◽  
Resource Managers

Purpose This paper aims to develop a multiple-criteria model for the assessment of human resource management (HRM), focusing on groups of organizations with respect to industry. Design/methodology/approach The approach presented in this paper follows the framework procedure for multiple-criteria decision-making based on the Quantified Dialectical Systems Theory. It considers the factor analysis results in structuring the problem. By considering several experts’ judgments already when measuring the importance of criteria, it enables respondents to omit those sets of criteria for which they are neither experts nor responsible. Findings The paper shows that the factor analysis results can also be used in structuring the multi-dimensional concept in multiple-criteria model for assessing HRM – a step forward to multi-methodology. The obtained aggregate values show human resource managers the key success and failure factors to adopt an integrated/requisitely holistic and innovated strategy related to HRM in organizations. Research limitations/implications The approach presented in this paper helps managers in developing and implementing a requisitely holistic model of HRM, adapted to several groups of organizations, such as with respect to their industry, in any country. Practical implications This paper provides recommendations for HRM in organizations. Originality/value This paper fills the gap in the research on multiple-criteria HRM assessment in organizations with respect to their industry by developing a multiple-criteria model for the assessment of HRM in groups of organizations, with application based on their industries.

Global Issues in Human Resource Management and Their Significance to Information Organizations and Information Professionals

2010 ◽  
pp. 157-169
Author(s):  
Gail Munde
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resource Managers ◽  
Library Management ◽  
Entry Level ◽  
Global Issues ◽  
Resource Managers ◽  
Information Professionals ◽  
Types Of Information

This chapter examines global challenges identified in contemporary human resource management literature, and discusses selected challenges as they relate to information organizations and information professionals. The challenges include skills shortages, talent management, shifting demographics, work/life balance, and managing intergenerational and intercultural work groups. Approaches to these challenges are discussed as reported in the literature of human resource management, library management, and information technology, as well as those suggested by the author. The chapter may be of interest to employers, managers and supervisors of information professionals; emerging, entry-level and senior information professionals at all career levels and in all types of information organizations; human resource managers in all types of information organizations.

Moves to Restructure the Work of Principals, of Teaching, and Human Resource Management

1997 ◽  
Vol 7 (1) ◽  
pp. 69-91 ◽  
Author(s):  
Michael Garbutcheon Singh ◽  
Leo Bartlett ◽  
Leonie Rowan ◽  
Trevor Gale ◽  
Philippa Roylance
Keyword(s):  
Public Schools ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Western World ◽  
Specific Reference ◽  
Human Resource Managers ◽  
Education Policies ◽  
Resource Managers ◽  
Teacher Aides

This paper argues that efforts to reform and to restructure education systems in Australia, and indeed many school systems throughout the Western world, are not only changing the nature of principals’ work, but in turn are changing the nature of teaching. In particular, the changes require principals to have a sound knowledge-base in the area of human resource management (HRM). Based on research into system expectations concerning principals’ work, the paper examines the implications this has for principals and the knowledge they now need to be successful human resource managers. The paper provides an account of current Department of Education policies intended to change public schools throughout Queensland (Australia). These policies are then linked to micro-reform and restructuring at local and regional levels through the idea of competence related to functions of HRM. Specific reference is made to restructuring strategies for changing the configuration of school staffing, job redesign for teacher aides, and the creation of cluster schools. Resistances to these initiatives are noted. The key political features of delegation, managerialism, reduced public sector expenditure, and school-industry links are discussed in the context of these initiatives. The practical implications for the work of principals are raised briefly in the conclusion. In addition, attention is given to the need for educators to investigate further the knowledge and skills that professional development programs might offer principals concerning human resource management so as to give them some power to respond effectively to these changing circumstances.

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