The Impact Of Selective Human Resources Management Practices On The Employee’s Competences At Jordanian Private Universities:, Case Study On Applied Science, Philadelphia, And Al-Zaytoneh Universities

2019 ◽  
pp. 20
Author(s):  
Abdallah Shibli Alshibli
Keyword(s):  
Human Resources ◽  
Management Practices ◽  
Human Resources Management ◽  
Private Universities ◽  
Applied Science ◽  
Resources Management ◽  
The Impact

scholarly journals The impact of human resources management practices on the policy of retaining faculty members in Jordanian universities in Jordan: أثر ممارسات إدارة الموارد البشرية على الاحتفاظ بأعضاء هيئة التدريس في الجامعات الخاصة الأردنية في إقليم الشمال

2020 ◽  
Vol 4 (31) ◽  
Author(s):  
Nahar Ayed Abdulaziz Al-Tawalbeh
Keyword(s):  
Human Resources ◽  
Management Practices ◽  
Human Resources Management ◽  
Private Universities ◽  
Northern Region ◽  
Faculty Members ◽  
Management Planning ◽  
Resources Management ◽  
Human Resource Management Practices ◽  
The Impact

The study aimed to reveal the impact of practices on the impact of human resource management practices on the policy of retaining faculty members in private universities in the northern region in Jordan. A sample of (160) faculty members was chosen in private universities in the northern region in Jordan. The questionnaire was also built, which consisted of (41) paragraphs divided into two parts. The first relates to the dimensions of human resources management (planning to attract human resources, salaries and rewards, promotion to a higher scientific rank, developing the performance of faculty and evaluation) and the second (policy of retaining faculty members). ). After conducting the statistical methods for honesty and consistency of the questionnaire, it was applied to the members of the sample, and the results indicated that two dimensions of the dimensions of human resources management (planning to attract human resources, salaries and rewards) affect the policy of retaining faculty members while the dimensions of (promotion to a scientific rank) The highest development of the performance of faculty members and evaluation) did not affect the policy of retaining faculty members, and finally, the results showed that personal variables (experience and academic rank) did not affect human resource management practices. In light of these results, the researcher recommended the need to reconsider the policy of recruitment and recruitment in private universities in the northern region of Jordan.

scholarly journals The Impact of Human Resources Management Practice amidst COVID-19

2020 ◽  
Vol 1 (1) ◽  
pp. 1-3
Author(s):  
Froilan D. Mobo
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Task Force ◽  
Human Resources Management ◽  
Management Approach ◽  
Resources Management ◽  
The Impact

The Novel Corona Virus COVID-19 made a huge impact in most private and government institutions with regards to their Human Resource Management Practices, especially in terms of how employees will work during the time of the pandemic. As per the InterAgency Task Force on COVID-19 Philippines there is a need to observe Social Distance and proper quarantine protocol to avoid from the infections of the widespread virus. The Civil Service Commission Philippines and the other government agencies release a memorandum on the operational process of manpower during the pandemic situations. As a result of their discussion they have come-up with a new approach with regards to operational procedures on Human Resources. Most of the Human Resource Management Officer arranged a Work From Home Scheme while others on a 50% capacity of manpower to report for work depending on the quarantine protocol set by regions or provinces. New Best Practices will be applied in the coming New Normal in terms of Human Resources Management Approach.

scholarly journals Impact of Strategic Planning on Human Resources Management Practices: An Empirical Study of Iraq

2019 ◽  
pp. 626-633
Author(s):  
Ali Hassan Haraj ◽  
Mohammed Hameed
Keyword(s):  
Strategic Planning ◽  
Human Resources ◽  
Human Resource ◽  
Management Practices ◽  
Human Resources Management ◽  
Human Resource Practices ◽  
Resources Management ◽  
Hrm Practices ◽  
Relationship Of ◽  
The Impact

The main aim of this study is to investigate the impact of strategic planning on human resources management practices. 100 questionnaire was distributed among the managers in the Ministry of Electricity in Iraq and only 59 questionnaire was received. SPSS software was used to analysis the data. The study examines the relationship of strategic planning on HRM practices. The strategic planning has three constructs i.e. Strategic Analysis, Strategic Attitude and Strategic Selection while Human resource practices has four constructs i.e. Selection, Training, Incentives, Performance Evaluation. The findings indicted that significant positive relationship of strategic planning with human resource practices. Hence showing that better strategic planning will result in better HRM practices.

scholarly journals Assessing Construct Reliability of Human Resources Management Practices (HRM) and Employee Loyalty: A Preliminary Evidence from the Omani Logistic Sector

2020 ◽  
Vol 10 (3) ◽  
pp. 22
Author(s):  
AbdulQader Al Saiari ◽  
Fadilah Puteh ◽  
Abdul Jalil Mohamed Ali
Keyword(s):  
Human Resources ◽  
Management Practices ◽  
Human Resources Management ◽  
Working Environment ◽  
Study Cohort ◽  
Employee Loyalty ◽  
Job Rotation ◽  
Resources Management ◽  
Hrm Practices ◽  
The Impact

Purpose: In the past few years, industry sector highly dominated the Oman’s economy, as the logistics sector forms the backbone of it, which accounted for 56.6% of GDP in 2019. The logistic sector is expected to provide 80,000 jobs by 2020 and 300,000 by 2040. Review of past literature on issues related to HRM impact on employee loyalty particularly from the Omani logistic sector revealed limited outcome. This paper aims in assessing the construct reliability of human resources management practices (HRM) and employee loyalty as well as the impact of HRM practices on employee loyalty, as HRM practices include recognition, compensation, promotion, training, selective hiring, job rotation, and working environment.Method: To achieve this objective, a quantitative approach was adopted, as questionnaire was distributed to 52 employees who work in logistics sector in Oman as pilot study cohort. Data were analyzed by using SPSS. Items of the research constructs were measured for its reliability value.Results: The results showed that employee loyalty construct obtained the highest mean (3.891), while compensation construct obtained the lowest mean (3.281). In addition, the results showed that reliability statistics for research constructs and their paragraphs achieved high Cronbach alpha, thus met the minimum trajectory of reliability value. The results of regression analysis illustrated that HRM best practices (recognition, compensation, promotion, training, selective hiring, job rotation, and working environment) had a significant impact on employee loyalty.Implications: This paper is expected to be a reference for other studies in other sectors to assess the construct reliability on HRM practices variables as well as employee loyalty.

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