scholarly journals Sensitive Men and Hardy Women: How Do Millennials, Xennials and Gen X Manage to Work from Home?

2021 ◽  
Vol 7 (2) ◽  
pp. 106
Author(s):  
Agota Giedrė Raišienė ◽  
Violeta Rapuano ◽  
Kristina Varkulevičiūtė
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Older Workers ◽  
Open Innovation ◽  
New Technologies ◽  
Practical Implication ◽  
Management Strategies ◽  
Employee Motivation ◽  
Work From Home

Despite the huge number of studies on telework in 2020, the influence of socio-demographic characteristics of workers on their attitudes towards telework continues to raise questions. Researchers agree on some aspects, such as younger individuals being better at absorbing new technologies. However, given that not only those who wanted to but also those who were obliged to switched to teleworking, it appears that younger people may not be as effective at working remotely as previously thought. The relevance of our study is based on the contradictory findings of research conducted during the pandemic. With this article, we contribute to the accumulation of knowledge about the change that takes place in telework. The paper aims to examine the relationship between socio-demographic indicators and the evaluation of telework. Our study confirms that the gender and age of employees are important factors in an employee’s attitude to telecommuting. Mostly, the attitudes vary in terms of gender. At least in the case of Lithuania where the research was conducted, Millennial men, unlike other generations and significantly more than Millennial women, see personal career development problems working remotely. Meanwhile, older generations do not declare greater dissatisfaction working remotely, although they do not express much favour for this approach. The results of the study indicate that in the circumstances created by the pandemic, organizations should update their human resource management strategies to achieve employee work efficiency and maintain employee motivation. The practical implication of our study in terms of open innovation is that in the future, the development of virtual working relationships will need to focus not on the technological training of older workers but on the specific provision of feedback to younger workers. In this regard, our insights may be useful for leaders in human resource management and open innovation teams.

scholarly journals Human Resource Management of an MNC in an Emerging Market

2020 ◽  
Vol 2 (3) ◽  
pp. p60
Author(s):  
Yanghua Zhou
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Positive Impact ◽  
Emerging Market ◽  
Management Strategies ◽  
Employee Motivation ◽  
Future Research ◽  
Career Support ◽  
Study Approach

This study aims to determine how human resource management strategies have influenced Huawei’s development. The study employs theoretical analysis and a case study approach to test several propositions. The results show that taking special measures in terms of recruitment, training, compensation and incentives, career support, HRBP, and organizational culture, have as much a positive impact on competitive advantage, employee motivation, and reinforcement of the internal labor market, as systematic and effective human resource systems. Study limitations and topics for future research are also discussed.

Combination of human resource management methods during in times of change

2020 ◽  
pp. 144-150
Author(s):  
V.A. Morozov
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Management Strategies ◽  
Strategic Human Resource Management ◽  
Crisis Period

This article focuses on the aspects of human resource management strategies in crisis management, as well as the comparison of classical and modern ways to overcome the consequences of crises for human capital. The possible consequences of ongoing and possible crises, as well as ways to prevent and overcome them, are investigated. Personnel strategies in human resource management are disclosed. The presentation of strategic human resource management in a crisis period is given.

scholarly journals Innovative human resource management strategies during the COVID-19 pandemic: A systematic narrative review approach

Heliyon ◽  
2021 ◽  
pp. e07233
Author(s):  
Mohammad Reza Azizi ◽  
Rasha Atlasi ◽  
Arash Ziapour ◽  
Jaffar Abbas ◽  
Roya Naemi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Strategies ◽  
Narrative Review

Battling COVID-19 with human resource management bundling

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arosha S. Adikaram ◽  
N.P.G.S.I. Naotunna ◽  
H.P.R. Priyankara
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Qualitative Methodology ◽  
Health And Safety ◽  
Employee Motivation ◽  
Health Crisis ◽  
Content Type ◽  
Hrm Practices

PurposeThis paper aims to present an empirically driven crisis management framework of complementary human resource management (HRM) bundles that can be utilized in simultaneously managing the health crisis, financial crisis and disruptions to business operations through lockdown and other government restrictions propelled by the COVID-19 pandemic.Design/methodology/approachThe framework is developed employing qualitative methodology, drawing from the successful HRM practices adopted by 26 Sri Lankan companies in battling the many crises of COVID-19 and using the soft HRM approach as the theoretical basis.FindingsThe findings report a framework that consists of three key HRM bundles (health and safety bundle, cost-saving bundle and employee motivation and engagement bundle) entailing an array of inter-related, internally consistent, complementary and mutually reinforcing HRM practices and HRM activities. These HRM bundles and the HRM practices as well as the HRM activities therein, indicate how a softer approach to managing employees can be used during a crisis.Practical implicationsThe framework will inform the HRPs of the HRM bundles, HRM practices and HRM activities that can be used to manage the multiple crises created by COVID-19 and other similar pandemics.Originality/valueThe study contributes to and expands the knowledge of HRM in crisis management generally and HRM in a global pandemic more specifically.

Setting the conditions for open innovation in the food industry: unravelling the human dimension of open innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rocco Palumbo ◽  
Mohammad Fakhar Manesh ◽  
Massimiliano Matteo Pellegrini ◽  
Giulia Flamini
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Open Innovation ◽  
Management Practices ◽  
Mediating Effect ◽  
Human Dimension ◽  
Content Type ◽  
Organisational Climate ◽  
Human Resource Management Practices

PurposeThe human dimension of open innovation is paramount for organisational excellence. However, there is scant evidence of the implications of human resource management practices on employees' orientation towards open innovation. The article shows how such practices facilitate the development of an open innovation climate among food companies.Design/methodology/approachAn empirical study was designed to obtain insights into the approach to open innovation of a large sample of food companies (n = 2,458). Secondary data were collected from the sixth European Working Condition Survey. A parallel mediation analysis allowed us to investigate the human resource management practices' implications on individual perceptions of an open innovation-oriented organisational climate through the mediating effect of employees' involvement and engagement.FindingsHuman resource management practices have an impact on employees' skills, motivation and interpersonal relationships, but they do not have direct implications on the employees' perception of an open innovation-oriented organizational climate. As they solicit employees' involvement and engagement, human resource management practices indirectly nurture a favourable perception of an open innovation-oriented organisational climate.Practical implicationsTailored human resource management practices should be crafted to increase employees' capabilities and motivation and, therefore, to sustain open innovation in the food sector. Human resource management practices foster employees' involvement and engagement, which pave the way for a greater proclivity to open innovation at the individual and collective levels.Originality/valueThe article discusses the implications of human resource management practices on the perception of an organisational climate conducive to open innovation, envisioning aspects to focus on and avenues for future research.

scholarly journals Influence of Human Resource Management Policy on Customer Loyalty

2021 ◽  
pp. 76-83
Author(s):  
Kamilė Mitašiūnaitė
Keyword(s):  
Resource Management ◽  
Customer Satisfaction ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Loyalty ◽  
Employee Motivation ◽  
Business Environment ◽  
Management Policy ◽  
Loyal Customer ◽  
The Impact

The business would not be able to achieve the set goals without qualified specialists. Therefore human resource management is one of the most important processes to an organisation. HRM policy aspects – employee motivation and job satisfaction – directly contribute to customer satisfaction and loyalty. The problem is that in today’s business environment, where there is a big rivalry, maintaining customer loyalty becomes a huge task for the business. The aim of this article is to evaluate the impact of human resource management policy on customer loyalty. The article analyses concept of human resource management, evaluates the development of loyal customer behaviour, distinguishes traditional and innovative concepts of human resource management. Also, the article notices a relationship between employee satisfaction and customer satisfaction. Analysis of empirical research level shows the impact of human resource management policy on customer loyalty and provides a research model.

The Role of Human Resource Management in Agriculture Sector Enterprises

2020 ◽  
pp. 378-400
Author(s):  
Nemanja Berber ◽  
Agneš Slavić
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
World Wide ◽  
New Technologies ◽  
Human Resources Management ◽  
Practical Implementation ◽  
Agriculture Sector

Agribusiness firms are faced with several challenges like globalization, internationalization of business, the introduction of new technologies, especially the digitalization process, higher competitiveness of foreign agribusiness firms, etc. One of the very important challenges is the effective management of human capital. Although it is one of the most important management activities in each firm, human resource management (HRM) in the agribusiness sector is still unexplored in terms of scientific research and practical implementation. This chapter explores the nature and specifics of human resources management in agribusiness enterprises, and presents the practice of the basic and most important HRM activities in agribusiness firms in Serbia, on the example of 12 organizations that were investigated. The methodology used in the research is based on a theoretical investigation of available literature and data from worldwide databases but also from Cranet project, one of the largest and well-known, world-wide HRM projects.

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