EMPLOYER BRANDING OF MICRO, SMALL AND MEDIUM ENTERPRISES (MSMES) IN INDONESIA

2019 ◽  
Vol 4 (1) ◽  
pp. 165-174
Author(s):  
Ambara Purusottama ◽  
Teddy Trilaksono ◽  
Ari Ardianto
Keyword(s):  
Financial Constraints ◽  
Small And Medium Enterprises ◽  
Human Resources Management ◽  
Qualitative Approach ◽  
Human Resource Managers ◽  
Employer Branding ◽  
Resources Management ◽  
Resource Managers ◽  
Medium Enterprises ◽  
Depth Interviews

This study attempts to narrow the gaps that exist in the literature about branding in the context of micro, small and medium enterprises (MSMEs). The research method used is a qualitative approach through in-depth interviews with Owners, Managing Directors, and Human Resource Managers in MSMEs. The results of this study indicate that the UMKM employer branding is still limited to intention. It can be seen from the absence of programs or activities that support employer branding programs that are felt directly by their employees. This is induced by the focus of MSME businessmen who are still on fundamental issues such as financial constraints and the absence of loyal consumers. The results of this study can be used by educators or stakeholders in Indonesian MSMEs as a reference for formulating employer branding approaches and strategies that are in line with the characteristics of MSMEs in Indonesia. Keywords: Employer branding, Human resources management, Micro, small and medium enterprises

scholarly journals HUMAN RESOURCES ARE THE SOURCE OF AN ORGANIZATION'S COMPETITIVE ADVANTAGE

2021 ◽  
Vol 9 (1) ◽  
pp. 140-154
Author(s):  
E. Voroncov
Keyword(s):  
Human Resources ◽  
Personnel Management ◽  
Human Resources Management ◽  
Competitive Advantages ◽  
Human Resource Managers ◽  
Resources Management ◽  
Resource Managers ◽  
Additional Value ◽  
Managerial Activity

The article proves that human resources are a source of competitive advantages of the organization through the provision of additional value to interested groups. It is shown that the main goal of human resources management is unreasonably identified with the main goal of personnel management, and human resources management with personnel management. It is proved that human resources management is characterized by such activities as identification of the organization's resources, assessment of their quality and quantity, determination of those human resources that provide production and provision of additional value to interested groups. Identification of the goal of human resources management and the goal of personnel management, deprives this area of managerial activity of a number of significant aspects and reduces the overall effectiveness of the organization. It is proved that human resource managers need to know the state of the external environment, their investors and clients, their interests, values and goals in order to provide a specific value to any interested parties, through the use of certain human resources. Be able to identify the required human resources, assess their condition, and relate their tools and technologies to the needs of interested groups; to show that the activity of the HR service increases the value demanded by a certain subject by transforming human resources into others.

scholarly journals Penanganan Pembiayaan Murabahah Macet Pada Koperasi Pondok Pesantren (KOPONTREN) XYZ

2017 ◽  
Vol 3 (8) ◽  
pp. 656
Author(s):  
Sunarno Sunarno ◽  
Imron Mawardi
Keyword(s):  
Small And Medium Enterprises ◽  
Secondary Data ◽  
Qualitative Approach ◽  
Meeting Report ◽  
Analysis Techniques ◽  
Working Cycle ◽  
Depth Interview ◽  
The Republic ◽  
Medium Enterprises ◽  
Depth Interviews

Murabaha Financing have potentially lower risk than other financing product. It chosen by USP Kopontren XYZ to fulfill members financing demand both for business development and consumptive purposes. Termination of Employment Relationship, working cycle and Bad characters some members cause of the collectibility default in Murabaha Financing.This study using qualitative approach and case studies. The collection of primarydata through in-depth interview, while secondary data obtained from the AnnualMembers Meeting report Kopontren XYZ . Explanation building analysis techniques are use to explain the results of in-depth interviews in order to explain the handling of murabaha financing collectibility default.The results explained to handling collectability default adopt according to The Minister of Cooperatives and Small and Medium Enterprises of the Republic of Indonesia Number: 35.3 / Per / M.KUKM / X / 2007, executing from cash collateral, financial penalties for those who deliberately, and converts the contract.

Human Resources Management and Its Contribution to Colombian SME Sustainability

2022 ◽  
pp. 1052-1073
Author(s):  
Rafael Ignacio Pérez-Uribe ◽  
María Teresa Ramírez-Garzón
Keyword(s):  
Regression Analysis ◽  
Human Resources ◽  
Multiple Regression Analysis ◽  
Multiple Regression ◽  
Small And Medium Enterprises ◽  
Human Resources Management ◽  
Organization Management ◽  
Resources Management ◽  
The Core ◽  
Medium Enterprises

Based on the hypothesis that human resources management directly depends on a set of organizational components that are the core for SMEs sustainability, this chapter expands previous findings in the literature. Based on a multiple regression analysis and MMOM (modernization model for organization management) implementation in 246 Colombian SMEs (small and medium enterprises), the authors show that some organizational components explain and generate 64.86% of human resources management best practices.

Human Resources Management and Its Contribution to Colombian SME Sustainability

2020 ◽  
pp. 215-236
Author(s):  
Rafael Ignacio Pérez-Uribe ◽  
María Teresa Ramírez-Garzón
Keyword(s):  
Regression Analysis ◽  
Human Resources ◽  
Multiple Regression Analysis ◽  
Multiple Regression ◽  
Small And Medium Enterprises ◽  
Human Resources Management ◽  
Organization Management ◽  
Resources Management ◽  
The Core ◽  
Medium Enterprises

Based on the hypothesis that human resources management directly depends on a set of organizational components that are the core for SMEs sustainability, this chapter expands previous findings in the literature. Based on a multiple regression analysis and MMOM (modernization model for organization management) implementation in 246 Colombian SMEs (small and medium enterprises), the authors show that some organizational components explain and generate 64.86% of human resources management best practices.

scholarly journals Human resources management in small and medium enterprises

2009 ◽  
Vol 3 (1-2) ◽  
pp. 71-74 ◽  
Author(s):  
Slobodan Ceranic ◽  
Blaženka Popovic
Keyword(s):  
European Union ◽  
Human Resources ◽  
Small And Medium Enterprises ◽  
Human Resources Management ◽  
Supply And Demand ◽  
Sustainable Growth ◽  
New Employees ◽  
Resources Management ◽  
Total Labor ◽  
Medium Enterprises

Development of small and medium enterprises (SME) represents primary goal of every modern economy. It is complex challenge which includes great number of directly concerned parties in every sector of the state and economy. SME stimulate private ownership and entrepreneurship. Their characteristic is that they are flexible and can easily adjust to changes in supply and demand on the market. At the same time they open possibilities for increase of employment, promote diversification of economical activities, support sustainable growth and give significant contribution to export, trade and increase the competitiveness of the entire economy. Importance of SME for economy is undisputable. All research show that globally, more than 90% of all business activities are realized by SME. SMEs employ two thirds of total labor of European Union. Approaching to European Union presumes harmonization of the systematic environment and improvement of the climate of entrepreneurship, private initiative, development of SME. This determination has strongpoint in current world processes that prefer the development of SME, utilizing their profit efficiency and established advantages relating to the adaptability of small business to dynamic changes in economy. Problem of Human resources management is very sensitive issue in SMEs. Namely, in big companies there are entire teams of agencies or consultants are hired for selection and education of new employees, whereas in SMEs this work is done by owner or manager. Therefore, in this paper several facts were pointed out which need to be considered in selection of new employees, since every mistake in this activity can cause far-reaching consequences on functioning of SME.

Employer Branding Practices Amongst the Most Attractive Employers of IT and Engineering Sector

2020 ◽  
Vol 11 (1) ◽  
pp. 1-16 ◽  
Author(s):  
Lea Gregorka ◽  
Susana Silva ◽  
Cândida Silva
Keyword(s):  
State Of The Art ◽  
Human Resources Management ◽  
Employer Branding ◽  
Resources Management ◽  
Current State ◽  
Employee Attraction ◽  
Attraction And Retention ◽  
Retention Practices ◽  
Depth Interviews

Employer branding is a marketing strategy that helps employers stay competitive in their markets. Although it is a concept used for over 20 years, its process and consequences have not yet been fully scrutinized. This study characterizes the employer branding implementation and the employers' perspective on it. By conducting ten semi-structured, in-depth interviews, the authors examine not only how employer branding practices have been applied, but also the role of human resources management in the process and used employee attraction and retention practices. The results suggest that although the employer branding process is not clearly structured, some stages can be identified as common. For that reason, the authors outline a stage divided framework and analyse each one of the identified stages. Furthermore, practical insights are provided about the company's departments roles and link them to the current state of the art. Finally, the authors suggest future investigation in particular stages of employer branding.

scholarly journals Business Intelligence for Human Capital Management

2020 ◽  
Vol 11 (1) ◽  
pp. 38-49
Author(s):  
Maria José Sousa ◽  
Ivo Dias
Keyword(s):  
Decision Making ◽  
Human Resources ◽  
Human Resource ◽  
Business Intelligence ◽  
Human Resources Management ◽  
Human Resource Managers ◽  
Resources Management ◽  
Resource Managers ◽  
Human Resources Managers ◽  
Effective Decision Making

This article presents the results of an exploratory study of the use of business intelligence (BI) tools to help to make decisions about human resources management in Portuguese organizations. The purpose of this article is to analyze the effective use of BI tools in integrating reports, analytics, dashboards, and metrics, which impacts on the decision making the process of human resource managers. The methodology approach was quantitative based on the results of a survey to 43 human resource managers and technicians. The data analysis technique was correlation coefficient and regression analysis performed by IBM SPSS software. It was also applied qualitative analysis based on a focus group to identify the impacts of business intelligence on the human resources strategies of Portuguese companies. The findings of this study are that: business intelligence is positively associated with HRM decision-making, and business intelligence will significantly predict HRM decision making. The research also examines the process of the information gathered with BI tools from the human resources information system on the decisions of the human resources managers and that impacts the performance of the organizations. The study also gives indications about the practices and gaps, both in terms of human resources management and in processes related to business intelligence (BI) tools. It points out the different factors that must work together to facilitate effective decision-making. The article is structured as follows: a literature review concerning the use of the business intelligence concept and tools and the link between BI and human resources management, methodology, and the main findings and conclusions.

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