scholarly journals THE HUMAN RESOURCE INVESTMENT IN HOTEL SECTOR: A CASE STUDY OF THE DIP PROGRAM

2021 ◽  
Vol 6 (22) ◽  
pp. 21-31
Author(s):  
Eshaby Mustafa ◽  
Noor Azimin Zainol ◽  
Muhamad Shah Kamal Ideris ◽  
Nor Hafizi Nordin
Keyword(s):  
Human Capital ◽  
Employee Engagement ◽  
Human Resource ◽  
Personal Development ◽  
Capital Investment ◽  
Leadership Skills ◽  
Human Resource Practices ◽  
Knowledge And Skills ◽  
Resource Investment ◽  
The Impact

Recent investigations suggest that human capital investment influences and largely impacted the organization’s performance and success. Other human resource practices such as training and development may also improve the level of human capital in the firm. In this study, the human resource investment that aims to improve the level of knowledge and skills of mid-level managers, as well other features such as their managerial and leadership skills, employee engagement, and empowerment, that was practiced by The Datai Langkawi, will be the main focus. The program initiated by The Datai Resort in Langkawi called the ‘Datai Investing People’ or ‘DIP’ program, is a certification for an executive program for their mid-level managers and supervisors. A qualitative interview was conducted with nine of the DIP program participants, in investigating the impact and challenges of the DIP program. The data from the interview were recorded, transcribed verbatim, and analysed using thematic analysis. It was found that overall, participants of the DIP program were satisfied and mentioned improved managerial and leadership skills, personal development, and improvement, and improved interdepartmental communication and engagement as the impact of the DIP program. Meanwhile, among the challenges found are the approaches and method and unfamiliar classroom setting and environment of the DIP program. Furthermore, the program has successfully conducted and achieved its intended outcome for The Datai. As a pioneer of such a program, this could be a catalyst to promote human resource practices among hotels, in ensuring an improved organization’s performance and human capital’s knowledge and skills development.

Responsible or redundant? Engaging the workforce through corporate social responsibility

2011 ◽  
Vol 36 (3) ◽  
pp. 425-447 ◽  
Author(s):  
Victoria Smith ◽  
Peter Langford
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Employee Engagement ◽  
Human Resource ◽  
Future Research ◽  
Human Resource Practices ◽  
Job Seekers ◽  
Corporate Social ◽  
The Impact ◽  
Additional Variance

Increasing attempts are being made to determine whether corporate social responsibility leads to commercial benefits. Research to date has demonstrated that corporate social responsibility is associated with attracting job-seekers and enhancing the engagement of employees. However, much of this research focuses on the impact of corporate social responsibility on employee outcomes independent of the impact of traditional human resource practices (e.g. training, rewards). Using a variation of an existing employee opinion survey, and applying Carroll’s (1979) model of corporate social responsibility, this paper assesses the relationship between employee engagement, traditional human resource practices, and corporate social responsibility. Data collected from 3147 employees showed a significant positive correlation between corporate social responsibility and employee engagement. However, corporate social responsibility explained little additional variance in engagement beyond that explained by traditional human resource practices. This paper concludes that allocating attention and resources to corporate social responsibility may not be as advantageous as investing in the improvement of core human resource practices, when the goal is to improve employee engagement. Future research needs to examine why corporate social responsibility explains little additional variance in employee engagement, specifically examining the manner in which employees perceive corporate social responsibility and the extent to which corporate social responsibility encompasses traditional human resource practices.

scholarly journals Impact of Human Resource Practices on Intention to Leave among Generation Z- The Future Workforce

2018 ◽  
Vol 8 (4) ◽  
pp. 267
Author(s):  
Manesha Kodithuwakku ◽  
Mazuki Jusoh ◽  
Karuthan Chinna
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Human Resource ◽  
Intention To Leave ◽  
Equation Modeling ◽  
Human Resource Practices ◽  
Telecommunication Sector ◽  
Generation Z ◽  
The Future ◽  
The Impact

The purpose of this research is to assess the impact of human resource practices on intention to leave with a mediating impact of job satisfaction among the Generation Z with respect to the telecommunication sector of Sri Lanka. Employees are the most valuable asset for any organization and making them feel satisfied and retaining them at work has become the key challenge for many companies. A study was conducted with the sample of 308 Generation Z employees working in the telecommunication sector. Exploratory Factor Analysis, Multiple Regression and Structural Equation Modeling were applied with use of SPSS and AMOS to analyze the relationships of these variables. Further, to reconfirm the findings interviews were conducted and data was gathers based on thematic analysis. However, having  flexibility was most significant among all the factors which led to job satisfaction among these young employees and job satisfaction has a negative significant towards intention to leave. The outcomes of the survey results with imperial knowledge on the future workforce and how to gain employee engagement for better productivity for all organization.

FORMATION OF HUMAN CAPITAL IN THE DIGITAL TRANSFORMATION PARADIGM

2020 ◽  
Vol 2 (5) ◽  
pp. 115-119
Author(s):  
M. V. SAVINA ◽  
◽  
A. A. STEPANOV ◽  
I.A. STEPANOV ◽  
◽  
...  
Keyword(s):  
Human Capital ◽  
Digital Age ◽  
Digital Transformation ◽  
Educational Process ◽  
Knowledge And Skills ◽  
Main Components ◽  
The Impact ◽  
Modern Era

The article highlights the problems of the impact of "digitalization" of society on the formation and transformation of human capital, and above all, the development of new competencies, knowledge and skills. The main components of human capital in the modern era, the features of the formal and informal educational process are clarified and disclosed. The necessity of minimizing the precariat class is proved. The main directions of qualitative improvement of human capital adequate to the challenges of the digital age and globalization are defined.

Risk, the College Premium, and Aggregate Human Capital Investment

2021 ◽  
Vol 13 (2) ◽  
pp. 168-213
Author(s):  
Kartik Athreya ◽  
Janice Eberly
Keyword(s):  
Human Capital ◽  
Graduate Students ◽  
College Readiness ◽  
Capital Investment ◽  
College Education ◽  
College Attainment ◽  
Biased Technological Change ◽  
Quantitative Results ◽  
The Impact ◽  
College Premium

Despite increases in the college earnings premium to persistently high levels, investment in college education remains low. We can understand this apparent puzzle by considering the risk of attending college and, in particular, the possibility of failing to graduate. Students with a reasonable probability of completing college already enroll, and for those who do not enroll, the low chance of completion blunts the impact of the rising college premium. In the absence of improved college readiness, our quantitative results suggest that continuing long-standing trends in skill-biased technological change can be expected primarily to increase earnings inequality rather than college attainment. (JEL E24, I22, I23, J24, J31, O33)

scholarly journals Competitive Advantage Based on Human Capital and its Impact on Organizational Sustainability: Applied Study in Jordanian Telecommunications Sector

2017 ◽  
Vol 7 (1) ◽  
pp. 64 ◽  
Author(s):  
Abdul Azeez Badir Alnidawi ◽  
Abdul Sattar Husien Alshemery ◽  
Manal Abdulrahman
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Capital Investment ◽  
Organizational Sustainability ◽  
Business Organizations ◽  
Continuous Change ◽  
Business World ◽  
The Creation ◽  
The Impact ◽  
Telecommunications Companies

The current situation facing business organizations is characterized by diverse work environments with continuous change and development. Todays organizations seek to keep pace with this continuous development and operate to maintain their current business through the ability to effectively respond to change, and to create competitive advantage based on the existence of qualified human capital that contribute to the creation of organizational sustainability in the business sector. Talented human capital, with special skills, has the potential to create confidence and integration among the staff and top management, leading to organizational growth and continuation (Kurucz, 2013). The emergence of a set of challenges in the knowledge economy has had a clear reflection on business organizations which have begun to search for new mechanisms to compete and insure their existence in the business world. Hence, the importance of the concept of competitive advantage, based on human capital, as a necessary requirement to deal with the challenges faced by local, regional or international organizations (Global Institute, 2011). Where competitive advantage based on human capital is the main generator of new ideas, development of old ideas, and contribution to aid in organizational abilities to expand their current market share as well as maximizing value. Competitive advantage based on talented human capital allows organizations to be able to seize new opportunities and achieve permanence and future continuity (Thomas, 2014). This study aimed to look at the impact of competitive advantage through intellectual capital investment as one of the elements in the creation of organizational sustainability in the Jordanian Telecommunications Companies sector. Simple and Multiple regression was used for data analysis and testing the hypotheses of this research .This study has reached a set of results that previous studies reinforced in this area such as: Competitive advantage based on a distinct capital is the optimum method that should be used in telecommunications companies since it contributes to the optimal investment of human capital. This leads to optimum organizational sustainability for companies in various fields and also contributes to the achievement of a company’s mission and vision of the future. 

Linking Work Engagement to Job Performance Through Flexible Human Resource Management

2017 ◽  
Vol 20 (1) ◽  
pp. 72-87 ◽  
Author(s):  
Chandra Sekhar ◽  
Manoj Patwardhan ◽  
Vishal Vyas
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
It Professionals ◽  
It Industry ◽  
Relationship Of ◽  
The Impact

The Problem The Indian information technology (IT) industry has shown a phenomenal growth over the last two decades. These changes such as increased global competition and the shift in the blend and level of the workforce have led to an increasing level of uncertainty in the industry. To overcome this unprecedented change, IT firms need to adopt flexible human resource management (FHRM) that has a direct and/or indirect impact on job performance. Therefore, the purpose of this article is to explore the impact of work engagement on job performance through FHRM among IT professionals in India. The Solution The results indicate that the use of FHRM by the employees is an important mediator between the positive relationship of work engagement and job performance. Both work engagement and FHRM contributed to job performance. The sample firm and responses for the study were limited to IT industry domain only. The results suggest that FHRM should be promoted at the employee and firm levels to boost job performance. The Stakeholders Reflecting on the employee engagement and job performance via FHRM would boost the organizational flexibility in the IT industry. FHRM makes the employee more organization fit and more engaged for their respective job. This study may be helpful in unveiling the importance of flexibility in job performance. To the best of the authors’ knowledge, this is the first study that links work engagement, FHRM, and job performance in the Indian IT industry context. The study helps in the development of theory in FHRM and employee engagement.

scholarly journals An empirical study of organizational culture dimensions impacting employee’s performance in IT industry, Tamilna-du

2017 ◽  
Vol 7 (1.3) ◽  
pp. 133
Author(s):  
Karthik M ◽  
A Vasumathi
Keyword(s):  
Organizational Culture ◽  
Empirical Study ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Cultural Dimensions ◽  
It Industry ◽  
Human Resource Department ◽  
Culture Dimensions ◽  
The Impact

Every company has their own unique culture. Organizational culture is a set of norms, values, beliefs and vision that define how employees and managers intermingle within an organization. Irrespective of whether a preset list of company values present or not, an organization develops its own culture. However, organizations haven’t been paying as much attention to organizational culture until now. A 2015 study by Deloitte University Press found that 87% of the organizations surveyed now cite culture and employee engagement as their top challenges. Thus the current study aims at analyzing the impact of cultural dimensions on performance management in IT organizations. Analysis, conclusion and recommendations were drawn out based on the research and findings. The study found a significant association between experience of the respondents and their responses towards often getting reminder and warning to complete their tasks. The study has also found a significance variance between age of the respondents and the practices of Human Resource Department. The study has also found an association between variety of tasks being handled and employees’ performance. 

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