scholarly journals The Key Role of Strategically and People-Oriented HRM in Hospitals in Slovakia in the Context of Their Organizational Performance

Healthcare ◽  
2021 ◽  
Vol 9 (3) ◽  
pp. 255
Author(s):  
Nadežda Jankelová
Keyword(s):  
Transformational Leadership ◽  
Human Resources ◽  
Organizational Performance ◽  
Leadership Style ◽  
Slovak Republic ◽  
Human Resources Management ◽  
Significance Level ◽  
Healthcare Facilities ◽  
Resources Management

The main objective and purpose of our paper is to verify the positive congruence between the synergistic effect of the mixed roles of human resources management departments in healthcare facilities and their organizational performance. Such congruence is mediated by means of a transformational leadership style and information sharing. The research was carried out on a sample of 44 hospitals in the Slovak Republic, which are included in the ranking according to a comprehensive indicator of their performance (medical and non-medical). Data were obtained using a questionnaire for 44 top managers from these hospitals. Mediation was used as a tool to examine the relevant variables relationship mechanism. All data was analyzed using the SPSS 24.0 software package with the help of selected analytical tools. A series of regression analysis were used to identify the proposed hypotheses. ANOVA was used to analyze the multiple dependence. We worked at a significance level of 5%. The main conclusion of our study is the significant impact of the implementation of the new—mixed role of human resources management departments on organizational performance. Another finding is that the direct effect between the two variables examined is more significant than the mediated effect. This means that if management unambiguously declares and implements the policy of mixed roles of human resources management departments, less influence from the mediator—transformational leadership is sufficient to transmit the effect of this variable onto organizational performance. Completed specialization studies in the field of management play a significant role in the studied relationships.

scholarly journals A Survey and Analysis of the Relationship between Human Resources Management and Organizational Performance

2017 ◽  
Vol 7 (6) ◽  
pp. 2200-2204 ◽  
Author(s):  
S. A. Hashemi ◽  
F. Dehghanian
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Organizational Innovation ◽  
Human Resources Management ◽  
Reliability And Validity ◽  
Structural Equations ◽  
Resources Management ◽  
Mediating Role ◽  
The Relationship

This study aims to evaluate the relationship between human resources management and organizational performance with emphasis on the mediating role of organizational innovation. The study methodology is descriptive-correlation and structural equations modeling. The study population is employees of the electricity distribution company of Tehran city. The reliability and validity of measures were evaluated using Cronbach’s alpha and confirmatory analysis and the results showed the acceptable reliability and validity of measures. For data analysis, Pearson Correlation coefficient and structural equations method with Lisrel software were used. The results showed that the effect of organizational innovation mediating variable was indirectly 0.17 meaning that if human resources management is increased as 1%, the organization performance with the mediating role of organizational innovation is increased as 16%. This study evaluates the relationship between human resources management and organizational performance with emphasis on the mediating role of organizational innovation.

scholarly journals THE IMPACT OF THE GLOBAL COVID-19 PANDEMIC ON THE SELECTED PRACTICES OF HUMAN RESOURCES MANAGEMENT IN THE RELATIONSHIP TO THE PERFORMANCE OF TOURISM COMPANIES

2021 ◽  
Vol 35 (2) ◽  
pp. 525-530
Author(s):  
Ľuba TOMČÍKOVÁ ◽  
◽  
Nella SVETOZAROVOVÁ ◽  
Jana COCUĽOVÁ ◽  
Zuzana DAŇKOVÁ ◽  
...  
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Management Practices ◽  
Slovak Republic ◽  
Human Resources Management ◽  
Business Environment ◽  
The Other ◽  
Resources Management ◽  
Performance Development ◽  
The Impact

This article focuses on human resources management in relationship to organizational performance in global Covid-19 pandemic times, particularly in the tourism companies operating in the Slovak Republic. From the theoretical part, the paper focuses on the evaluation of the situation in hospitality caused by Covid-19 in tourism companies in the current business environment and look at the more detailed human resources management, as many scholars point to some irregularities. The paper also presents the research results that was carried out on 274 respondents of managers who work in hospitality and the other sectors in this field. For research purposes, we suggested and tested the research hypothesis to analyze the statistically significant relationship between the impact of Covid-19 on the selected human resource management practices and the performance development of tourism companies in the Slovak Republic. There were the following practices: recruitment and selection of employees, education (training) and development, evaluation and management of employees´ performance, rewarding and employee participation. The hypothesis was verified by correlation analysis with the use of inductive statistic. The hypothesis was verified at the end. The article points at the fact, that the procedures and practices of human resources are affected by Covid-19, as the other sector of human resources management. Also, the impact of Covid-19 affects the changes in the performance development of tourism companies operating in the Slovakia.

scholarly journals Place and Role of Personnel Audit in Slovak companies in the Industrial Revolution Stage 4.0 and 5.0

2020 ◽  
Vol 83 ◽  
pp. 01065
Author(s):  
Miroslava Szarková
Keyword(s):  
Human Resources ◽  
Industrial Revolution ◽  
Developmental Stages ◽  
Slovak Republic ◽  
Human Resources Management ◽  
Corporate Management ◽  
Effective Management ◽  
Resources Management

The need to effectively use the intellectual and physical potential of human resources increased especially in the phase of the fourth industrial revolution 4.0 and the onset of the fifth industrial revolution 5.0. At these stages the quality of human resources as well as their effective management create a basis for the very existence of the company and at the same time represent a "hatchery" of employees for the future development and competitiveness of the company. In these developmental stages sophisticated information on human resources, their management and leadership as well as on possible reserves in personnel processes gain great importance. This information can be provided to corporate management by a personnel audit. Based on the results of primary and secondary research, the aim of the paper is to give an overview of the use of personnel audit in companies operating in the Slovak Republic. Keywords: personnel audit, human resources, human resources management, intellectual capital.

scholarly journals The role of knowledge management in organizational performance: case study of University of Malang, Indonesia

2019 ◽  
Vol 17 (1) ◽  
pp. 230-243
Author(s):  
Andi Nu Graha ◽  
Achmad Sudiro ◽  
Armanu ◽  
Kusuma Ratnawati
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Performance ◽  
Management Practices ◽  
Human Resources Management ◽  
Sampling Technique ◽  
Resources Management

The present study puts forward a model that examines variables of human resources management practices, organizational culture, knowledge management and organizational performance. By this model, it intends to explore the effects of human resources management practices and organizational culture on organizational performance. Particularly, it intends to find out their relationship with knowledge management as a mediator. The research applies SmartPLS for data analysis, with 163 respondents by means of saturation sampling technique. The results display several facts. First, both HRD practices and organizational culture have significant effects on knowledge management. Second, while knowledge management and organizational culture have a significant effect on organizational performance, HRD practices do not significantly affect organizational performance. It makes knowledge management only serve a partial mediation between human resources management practices and organizational performance, and serve a full mediation between organizational culture and organizational performance.

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

COACHING CORE COMPETENCIES AS THE KEY SOFT SKILL FOR SUCCESSFUL HUMAN RESOURCES MANAGEMENT

2017 ◽  
Author(s):  
Serhii Kubitskyi ◽  
◽  
Oksana Chaika ◽  
Keyword(s):  
Transformational Leadership ◽  
Human Resources ◽  
Core Competencies ◽  
Human Resources Management ◽  
Soft Skill ◽  
Leadership Model ◽  
Resources Management ◽  
Hr Management ◽  
Or Organization ◽  
A Company

This paper aims at considering the well-known triad of What? How? Why? somewhat anew by suggesting looking at transformational leadership for successful human resources management through the lens of coaching core competencies as the key soft skill. Arising as the strategic approach to the effective management of people, well-thought human resources management that rests on a leadership model definitely enables management of a company or organization to move ahead of the curve and gain a firm foothold in the job market. The transformational leadership model fits the framework of the research and links to the contrastive line between management and leadership.It is emphasized that management processes focus on (i) maintaining and (ii) improving performance at work, on the one hand, and on the other, unlike management, the transformational leadership model focuses on the benefits of visionary thinking and bringing about change. Following the goal in the subject matter associated with successful HR management, the Golden Circle of What? How? Why?introduced by Simon Sinek finds its way in the description analysis. The Why? sectionopens the idea for successful HR managementto move further to What?section and is accompanied with How? section in the end. The final part of the findings embodies 11 current core competencies of coaching, which illustrate how the ways of implementing the soft skills in workplace may increase HR performance, enhance seamless communication among employees and management, drive change and welcome innovation.The four objectives for successful HR management: (i) drive change within a company or organization, (ii) encourage and motivate people for personal and corporate growth and development, (iii) employ innovation including modern technologies, and (iv) lead by example, correspond to the four cornerstones in the framework for successful company or organization management via transformational leadership. They are: (i) create an inspire vision of the future for the company’s (organization’s) employees, (ii) motivate the staff to live by and deliver the vision, (iii) manage delivery of the vision, (iv) attract and retain high-class professionals and young talents, build up strong and competitive teams, create and grow ever-stronger, trust-based relationships with the employees. The toolkit of ways, techniques and approaches may derive from the current core competencies in coaching that can be groupedsimilarly to the ICF ones as follows: (i) foundation, (ii) co-creating the relationship, (iii) communicating effectively, and (iv) cultivating learning and growth.

Modern problems and challenges of human resources management in international organizations

2021 ◽  
pp. 86-90
Author(s):  
M.S. Safarli ◽  
Keyword(s):  
Human Resources ◽  
Personnel Management ◽  
International Organizations ◽  
Human Resources Management ◽  
International Organization ◽  
Special Role ◽  
Resources Management ◽  
Research Challenges

Researched is the problem of management of human resources in international organization, that is significantly different from human resources’ management in own country. The article discusses issues, related to personnel management in international enterprises. The purpose of the article is to identify factors that influence personnel management in the international aspect, and also to research challenges and problems, associated with them. On results of the analyses, offered are measures, as to solution of showed up challenges and problems, and also point out the special role of cadre departments in solution of this problem.

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