scholarly journals Value Chain Support Activities and Performance of Sheep Production Projects in Nyandarua County, Kenya

2021 ◽  
Vol 3 (1) ◽  
pp. 91-103
Author(s):  
Simon Mwangi Chuchu ◽  
James Rugami Maina
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Leadership Styles ◽  
Human Resource ◽  
Value Chain ◽  
Technological Development ◽  
Positive Influence ◽  
Production Value ◽  
Sheep Production

As Kenya grapples with meat deficit and reduced livestock productivity in the ASALs, sheep production in the high rainfall areas offers an opportunity to bridge the gap. Sheep and goats have many advantages over large ruminants for most farmers, including lower capital investment requirement for flock establishment, lower feed consumptions and thus lower food-related costs, high fecundity and thus faster flock building, and are easier to manage. However, sheep production still faces a myriad of challenges that result in low productivity and ultimately low returns to farmers. Projects have been designed and implemented to improve sheep productivity but with little impact. The performance of such projects in terms of timeliness, cost, budget compliance, and quality has been questioned. This research aims to assess how various value chain support activities influence the performance of sheep production projects in Nyandarua County, Kenya. Specifically, the study sought to examine the influence of firm infrastructure assess the influence of human resource management, explore the influence of technology development, and evaluate the influence of procurement on the performance of sheep production projects in Nyandarua County, Kenya. Value chain support activities are the independent variable while the dependent variable is the performance of sheep production projects. The theories that support this study are Capability-Based View, Knowledge-Based View, Resource-based view, and Market-Based View. Descriptive design was used to conduct the study whose population was drawn from sheep production value chain stakeholders in the county, whose population is estimated at 596, 268. A sample size of 271 stakeholders were reached. Qualitative data was analyzed using content analysis while descriptive statistics were used to analyze quantitative data. Descriptive and inferential statistics were used in analyzing the data. Results were presented in form of tables, percentages, bar charts, and graphs. The study found that effective leadership styles has a positive influence on employees’ motivation and morale and contribute positively to organizational and sheep production projects performance. At the same time, human capital planning, acquisition, and development strategies have a more positive influence on organizational and sheep production projects performance than traditional strategies. Further, information technology contributes to the successful introduction of new products or services, improved operational processes and provides guidance to decision making on project implementation and thus affect positively project performance. Moreover, respondents approved that, procurement is a strategic function in that it not only contributes to costs reduction but also to the achievement of budgetary compliance in sheep production projects. It can, therefore, be concluded that firm infrastructure, human resource management, technological development, and procurement are all key success factors in the increased performance of sheep production projects. As part of the recommendation, players in the sheep production value chain should consider adequately investing in firm infrastructure, human resource management, technological development, and procurement. They should also be guided by effective leadership styles that will yield the desired outcome through a positive influence on employees' motivation and morale while exercising human capital planning, acquisition, and development strategies to enhance organizational performance.

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.

PENGELOLAAN MODAL MANUSIA DALAM KAITANNYA DENGAN MANAJEMEN KINERJA

2018 ◽  
Vol 6 (1) ◽  
Author(s):  
Amanda Setiorini,MM.
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Performance Management ◽  
Human Resource ◽  
Business Environment ◽  
Business Organization

Globalization changes the business environment, which demands change from every business organization involved, to succeed in the new environment. For that purpose, human resource management needs to be directed to the development of human capital, which assumes employees as assets, not costs, for the company. The implication is that management needs to recognize each of its employees in order to maximize their potential and manage it to be a competitive advantage. This is where performance management plays a very important role.

scholarly journals Why and How Does Empowering Leadership Promote Proactive Work Behavior? An Examination with a Serial Mediation Model among Hotel Employees

2021 ◽  
Vol 18 (5) ◽  
pp. 2386
Author(s):  
Chung-Jen Wang ◽  
I-Hsiu Yang
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Job Characteristics ◽  
Job Embeddedness ◽  
Positive Influence ◽  
Work Behavior ◽  
Mediation Model ◽  
Empowering Leadership ◽  
Serial Mediation

With the increasing competition in contemporary enterprise, sustainable human resource management is a powerful resource for workplace mental health. On the basis of job demands-recourses theory and conservation of resources theory, this study examined the relationship between empowering leadership and employees’ proactive work behavior. It also explored how job design inspires employees to be embedded in their work and to exhibit proactive work behavior. In addition, the research probed the mediating roles of job characteristics and job embeddedness in a serial mediation model within an integrated model. Data were collected from 461 employees of three- to five-star hotels through stratified random sampling. Results indicated that (1) empowering leadership has positive influences on job characteristics and proactive work behavior; (2) job characteristics have a positive influence on job embeddedness; (3) job embeddedness has a positive influence on proactive work behavior; (4) job characteristics mediate the effect of empowering leadership on proactive work behavior; (5) job embeddedness mediates the effect of empowering leadership on proactive work behavior; and (6) job characteristics and job embeddedness jointly mediate the effect of empowering leadership on proactive work behavior by bootstrapping analyses. Accordingly, this study suggests that promoting sustainable human resource management is needed for human health and organizational value at work, both of which enable empowering leadership to improve proactive work behavior via job characteristics and job embeddedness. The theoretical and managerial implications of empirical findings are also discussed.

Promoting Strategic Human Resource Management, Organizational Learning, and Knowledge Management in Modern Organizations

2019 ◽  
pp. 879-891
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Current Trends ◽  
Strategic Goals

This chapter describes the concept of strategic human resource management (SHRM), the concept of electronic human resource management (e-HRM), the importance of SHRM in modern organizations, and the current trends of organizational learning and knowledge management (KM) in modern organizations. SHRM is the strategic practice of attracting, developing, rewarding, and retaining employees with the important goal of increasing various benefits to both employees as individuals and organization as a whole. SHRM strategically utilizes organizational resources and talent within HR functions to make organizations more effective in the modern workforce. Organizational learning and KM allow for organizational employees to share knowledge and learn exactly what is relevant to their specific tasks toward encouraging human capital and knowledge creation. The chapter argues that promoting SHRM, organizational learning, and KM has the potential to enhance organizational performance and achieve strategic goals in modern organizations.

scholarly journals Hospital contextual factors affecting the use of health technologies: a systematic review

2019 ◽  
Vol 29 (Supplement_4) ◽  
Author(s):  
A Grossi ◽  
I Hoxhaj ◽  
I Gabutti ◽  
E Carini ◽  
A M Pezzullo ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Leadership Styles ◽  
Human Resource ◽  
Information And Communication Technologies ◽  
Contextual Factors ◽  
Future Research ◽  
Hospital Level ◽  
Health Technologies ◽  
Financial Factors

Abstract Background Healthcare systems are facing great challenges due to increased share of aging population, growing health needs and economic restraints. To keep a high quality of assistance it is important to invest in health technologies (HTs) that have the potential of improving health outcomes. Even though a lot of guidance does exist on how HTs should be introduced, used and dismissed, there is a surprising gap in literature concerning the awareness of hospitals in the actual utilization of HTs, namely utilization in daily practice after formal adoption. Methods We performed a systematic literature review of qualitative and quantitative studies aimed at investigating hospital contextual factors that influence the actual utilization of HTs at hospital level. PubMed, Scopus, Web of Science, Econlit and Ovid were searched to retrieve studies published in English from 1st January 2010 to 31st May 2018. Results A total of 33 studies were included mostly addressing information and communication technologies (ICTs). Findings suggest that contextual factors that impact on actual utilization of HTs at hospital level are ascribable to four main families: financial factors, leadership styles, human resource management and hospital infrastructure. It emerges also that involving professionals at all levels and planning people’s work and competencies are major determinants of HTs actual utilization. Conclusions The evidence suggests that several contextual factors play a major role in HTs actual utilization at hospital level even though data are mostly referred to ICTs being the other HTs unexplored. Indeed, findings from this study suggest that numerous items should be evaluated when considering to use a new HTs at hospital level. Nevertheless, evidence regarding actual utilization of medical and surgical HTs is still lacking and future research is needed. Key messages Financial factors, leadership styles, human resource management, hospital infrastructure are relevant determinants of actual utilization of new HTs at hospital level. The evidence on contextual factors that influence actual utilization of HTs is mostly referred to ICTs and further research is indeed deserved.

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