scholarly journals Hubungan Motivasi Kerja dan Sistem Pengembangan Pegawai Terhadap Kinerja Pegawai di Koperasi Dharmayukti Pengadilan Tata Usaha Negara Palembang

2021 ◽  
Vol 12 (1) ◽  
pp. 77
Author(s):  
Wendy Liana
Keyword(s):  
Human Resources ◽  
Performance Appraisal ◽  
Human Resource Development ◽  
Career Planning ◽  
Work Motivation ◽  
Point Of View ◽  
Management Activity ◽  
Private Agency ◽  
Human Resources Managers ◽  
The Individual

<em><span lang="EN-US">Employees are the most important assets in an agency, so that quality improvement needs to be an important concern in an effort to achieve agency goals effectively and efficiently. In every management activity, efforts should be made to align the goals of employees so that in the end the objectives of the agency can be achieved as much as possible. Performance appraisal is the most reliable tool for managers to control human resources and productivity. Performance appraisal can be used effectively in directing employee behavior, in order to produce high quality and volume of human resources. Managers can use the operational performance process to set the direction of work in selecting, training, guiding career planning, and rewarding competent employees. The essence of employment is basically regulation, potential mobilization, motivation process, and human resource development in fulfilling satisfaction through his work. This is useful for achieving the goals of the individual, organization, or community in which he works. Decisions made regarding manpower are strongly influenced by the philosophy adopted by the leader regarding labor empowerment. For example, views on work motivation, and the concept of labor. From this point of view, an employment pattern will be formed that is adjusted to the image of the leader. Every government and private agency will always try to improve the effectiveness of employees' work. This can be done by developing employee work. Most leaders are very supportive of employee development. The lower the job level, the more labor supply there is. The positions leading to special skills are not filled because of the lack of employees who meet the requirements. A person is trained to carry out the basic arrangements essential for the job, the most common types of training being fieldwork, meetings or discussions.</span></em>

HRD Practices in Co-operative Sugar Mills in North Coastal Andra Pradesh

2015 ◽  
Vol 2 (3) ◽  
pp. 38
Author(s):  
B.Murali Krishna ◽  
Malla Jagarao
Keyword(s):  
Human Resources ◽  
Performance Appraisal ◽  
Human Resource Development ◽  
Career Planning ◽  
Sugar Industry ◽  
Organizational Values ◽  
Contextual Analysis ◽  
Appraisal System ◽  
Performance Appraisal System ◽  
Sugar Mills

Human resources are considered as most valuable strategic assets to the organization. The success of any organization depends on efficient use of human resources in the organization. This paper aims to analyze the various Human resource development (HRD) practices in co-operative sugar industry in north coastal Andrapradesh. The study measured an evaluation of HRD practices in the sugar industry. A sample of 100 employees from five co-operative sugar mills responded to a questionnaire which measured the evaluation of HRD practices and improve the values. HRD practices like training and development, performance appraisal system, quality of work life and development were positively related to organizational values of humane treatment. However, performance appraisal system, career planning, and contextual analysis variables were negatively associated with values such as trust and creativity. The analysis was limited to existing HRD practices. Further studies are needed on a larger sample to examine why some HRD practices and contextual analysis contributed negatively to organizational values. The result of the study can be useful in designing effective employee development programs that promote cherished organizational values. Little empirical knowledge exists on HRD practices and organizational values linkages in the context of co-operative sugar industry in Andrapradesh. The paper makes a modest attempt to fill the gap.

scholarly journals The effectiveness of talent management strategies in the development of human resources teaching from the point of view of the leaders and members of the faculty of Taibah University

2019 ◽  
Vol 3 (15) ◽  
Author(s):  
Badrya Abdullah Al-Skran
Keyword(s):  
Professional Development ◽  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Management Strategies ◽  
Resource Development ◽  
Talent Management ◽  
Point Of View ◽  
The University ◽  
Open Question

The study aimed to identify the effectiveness of talent management strategies in human resource development at the University of Taibah, And to develop the necessary scientific solutions and recommendations, which can contribute to enhancing the effectiveness of talent management strategies in human resource development. Using the descriptive approach, study sample consisted of 67 leader, the leader of the 95 representing the entire community of the original study, and88member of the faculty members out of 365. The study relied on questionnaire tool, included thirty-eight parts, distributed over four axes, polarization, the discovery, the professional development, and the retention. In addition to an open question. The study found a range of results, which are; The general grade of the effectiveness of talent management strategies in human resources development at the University of Taibah from the perspective of leaders and members of the faculty average, is a mean 3.13.The polarization strategy is the most effective in the talent management in the development of human resources at the University of Taibah, a mean 3.35. The second was professional development with an average (3.17) and third discovery with an average of (3.09) The retention strategy came to be the least strategy in the talent management effectiveness in human resource development at the University of Taibah, a mean 2.93.In light of the results , a number of recommendations and suggestions.

scholarly journals Career Success According to New Graduates: Implications for Counseling and Management

2019 ◽  
Vol 29 ◽  
Author(s):  
Marina Cardoso de Oliveira ◽  
Lucy Leal Melo-Silva ◽  
Maria do Céu Taveira ◽  
Flávia Leandra Jorge Postigo
Keyword(s):  
Qualitative Research ◽  
Human Resources ◽  
Career Counseling ◽  
Career Success ◽  
Career Planning ◽  
Human Resources Management ◽  
Social Recognition ◽  
New Graduates ◽  
Human Resources Managers ◽  
Subjective Confidence

Resumo Qualitative research on career success has been encouraged across different category of workers. This qualitative research sought to explore how do new graduates define career success and also highlight some implications for career counseling and Human Resources management. Sample included nine new graduates from two different regions of Brazil, divided in two focus groups. Discourse analysis based on interpretative repertoire approach was used for the data analyses. The graduates’ definitions emphasized both subjective (confidence in the future, career planning, professional identity construction, work adjustment, and satisfaction with the career path) and objective (work in the area of graduation with a good salary, financial independence, social recognition) career outcomes. The meanings identified in this study reinforced the multidimensional nature of the construct and also could help career counselors and human resources managers better plan their interventions contributing to new graduates’ career success during university-to-work transition.

scholarly journals Influence of Organizational Culture, Leadership Style and Work Motivation on Human Resource Development and Employee Performance at the Office of the Ministry of Religious Affairs of South Sulawesi Province

2021 ◽  
Vol 8 (4) ◽  
pp. 171-179
Author(s):  
Musmulyadi . ◽  
Abdul Rahman Mus ◽  
Bahar Sinring
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Leadership Style ◽  
Random Sampling ◽  
Work Motivation ◽  
Employee Performance ◽  
Resource Development ◽  
South Sulawesi

This study aims to: (1) analyze the cultural influence of employee organization, in the form of integrity, professional, innovation, responsibility, and conscientiousness 2) analyze the influence of employee's work leadership style, in the form of spiritual leadership, autocratic style, laissez-fair style, and transformational style (3) analyze the influence of employee work motivation, the need for flexibility, the need to excel, the need for affiliation, and reward (4) analyze the influence of employee development, namely: benchmarking, learning tasks, intelegent quotient, and emotional quotient (5) analyzing leadership style influence on human resource development (6) analyzing the influence of motivation (7) analyzing organizational culture through human resource development (8) analyzing leadership style through human resource development affect employee performance. (9) analyzing motivation through the development of human resources affects the performance of employees (10) analyzing the development of human resources affects the performance of employees The object of this research is employees of the Ministry of Religious Affairs of South Sulawesi which is divided into 24 Offices of the Ministry of Religious Affairs of The City Regency and 1 Regional Office. The sample of this study was 386 out of a population of 10,293 employees. The research sample was obtained by random sampling cluster technique after which the population was proportionate using proportional random sampling. The data is analyzed with the Structural Equetion Modeling (SEM) program. The results showed: (1) Organizational Culture has no effect on employee performance. (2) Leadership Style positively and significantly affects employee performance (3) Work Motivation positively and significantly affects employee performance (4) Work Motivation positively and significantly affects employee performance (5) Leadership style positively and significantly affects Human Resource Development (6) Leadership Style positively and significantly affects Human Resource Development. (7) Leadership Style has a positive and significant effect on Human Resource Development (8) Organizational Culture positively and significantly affects Performance Through Human Resource Development (9) Organizational Culture positively and significantly affects Performance Through Human Resource Development. (10) Organizational Culture has a positive and significant impact on Performance through Human Resource Development. Keywords: Performance, Organizational Culture, Leadership Style, Work Motivation, Human Resources Development.

scholarly journals Managing Organisational Ethics: Professionalism, Duty and HR Practitioners

2010 ◽  
Vol 5 (4) ◽  
Author(s):  
Michael Segon
Keyword(s):  
Human Resources ◽  
Formal Education ◽  
Codes Of Conduct ◽  
Ethics Committees ◽  
Codes Of Ethics ◽  
Organisational Ethics ◽  
The Us ◽  
Human Resources Managers ◽  
Compliance Officers ◽  
The Individual

After almost 20 years of researching, teaching and consulting in business and organisational ethics, this emerging field seems to be facing an organisational dilemma. Who should manage the ethics and integrity systems that are slowly being adopted by Australian firms?During consulting engagements with numerous Australian businesses it has become clear that the task of managing ethics and integrity systems, i.e. creation of codes of ethics, ethics committees, information programs, conducting of audits, etc, more often than not seems to be delegated to Human Resources Managers and their Departments. This trend appears to be unique to the Australian setting and contrary to the US where Ethics Officers and Compliance Officers assume this role.The purpose of this paper is to consider the question of who is appropriate to manage the ethics function in the Australian context. A literature review will examine the concept of professionalism and what characteristics and duties qualifies an occupation as a profession. In particular it will identify the role of knowledge and the existence of an organisation or association that regulates and licences the individual to operate as a professional. It will then identify the roles, responsibilities and characteristics of ethics officers so as to determine the knowledge required to undertake this task in an organisation setting.Given the predisposition to delegate this function to Human Resources practitioners in Australian Organisations, a review of formal Postgraduate Human Resources programs at the major Australian Universities will be undertaken. The objective of this task is to determine whether such programs contain any specific ethics content, in particular the creation of codes of ethics, codes of conduct, ethics training and the conducting of ethics audits. This will establish whether Australian Human Resource professions are sufficiently equipped with the knowledge and capabilities required to undertake this function through their formal education.

scholarly journals Assessment of Performance Appraisal in Visakhapatnam Port Trust (VPT)

2021 ◽  
Vol 04 (12) ◽  
Author(s):  
K. Soujanya ◽  
Keyword(s):  
Human Resources ◽  
Performance Appraisal ◽  
Employee Performance ◽  
Human Resources Management ◽  
Systematic Evaluation ◽  
Executive Development ◽  
Actual Performance ◽  
Assessment Of Performance ◽  
Salary Determination ◽  
The Individual

Once the employee has been selected, trained and motivated, he is then appraised for his performance. Performance appraisal is the step where the management finds out how effective it has been at hiring and placing employees. Thus, teachers evaluate the performance of students, bankers evaluate the performance of creditors, parents evaluate the behavior of their children and all of us consciously or unconsciously evaluate our own actions from time to time. In social interactions, performance is considered a systematic and planned manner to achieve widespread popularity in recent years. Performance appraisal is essential to understand and improve the employee’s appraisal. It was viewed that performance appraisal was useful to decide upon employee promotion/transfer salary determination and the like. But the recent development in human resources management, it indicates the levels of desired performance levels, of actual performance in gap between this two. This gap should be bridged through human resources development techniques like training, executive development etc., For the main asset is employees according to the employee’s performance the production, sale is happened to the organization according to that the profit and growth of the organization is increased or decreased for that the employee performance is most important. The employee performance is known by performance evaluation only. In other words, performance appraisal can be defined as the systematic evaluation of the individual with respect to their performance on the job and their potential development and his or her judgments, targets achieved by him or her, etc. The study aimed to investigate the assessment of performance appraisal is given to the employees working in the Visakhapatnam port trust.

Human Resource Development in Micro and Small Enterprises as a Result of the Use of Business Advisory Services

2020 ◽  
Vol 132 (1) ◽  
pp. 35-48
Author(s):  
Renata Lisowska ◽  
Edward Stawasz
Keyword(s):  
Human Resources ◽  
Human Resource Development ◽  
Small Businesses ◽  
Point Of View ◽  
Small Enterprises ◽  
Effective Management ◽  
Advisory Services ◽  
Micro And Small Enterprises ◽  
The Impact

The effective management of micro and small enterprises, including their human resources, is important from the point of view of their development in a turbulent environment. Business advisory services are one of the methods of development of managers as well as employees. The aim of the paper is to discuss the importance and specificity of human resources in micro and small businesses and to determine the impact of business advisory services on shaping the business knowledge of the managers and employees of these companies. The role of the capacity to absorb business advice–related knowledge in this process is also indicated. The study was based on the results of the research carried out by the author. The research was representative of the sector of micro and small innovative companies in Poland benefiting from business advisory services.

scholarly journals MANAGEMENT ACTIVITY OF IP LVOV IN THE POSITION OF HEAD OF THE DEPARTMENT OF PEDAGOGY OF THE CHERNIGIV PEDAGOGICAL INSTITUTE (1952–1958)

2020 ◽  
pp. 39-43
Author(s):  
A. Ostapenko
Keyword(s):  
Russian Language ◽  
Point Of View ◽  
Pedagogical Practice ◽  
Educational Work ◽  
Management Activity ◽  
Pedagogical Institute ◽  
Laboratory Assistant ◽  
Faculty Meeting ◽  
Administrative Post ◽  
The Individual

The article shows I. P. Lvov, сhairman of the Department for pedagogy of Chernihiv Pedagogical Institute. I. P. Lvov worked as the Head of the Department of Pedagogy from 1952 to 1958. He developed didactic materials on pedagogy, logic and psychology. The curriculum for the second semester was analyzed, where the main tasks were students' educational work, advanced training of teachers and realization of рublic works under the teachers. At the faculty meeting, the lecturers approved the Individual work plans of the members of the department, monitoring the lectures and pedagogical lessons from the point of view of scientific and methodological execution, control over the work of a laboratory assistant, review and approval of the work plan of pedagogical practice of students. I. P. Lviv had intended to purchase a separate room for conducting psychological experiments. Unfortunately, the intention failed for unknown reasons. He controlled the quality of lectures and seminars on pedagogy, lectures on psychology, and reported on the visit by the directorate of the institute and individual members of the chair they reviewed. In 1952, a pedagogical circle was formed at the department of pedagogy. I. P. Lviv was group leader of the circle at one of the meetings read a report "Modern problems of restructuring the science of psychology in the academician I. P. Pavlov". I. P. Lviv appreciated the work of the laboratory assistant of the department of G. P. Svirid, pointing to her faithful discharge of her duties: providing students with educational and recommended literature. The content of the documents of I. P. Lvov on an administrative post was analyzed and he was found that he made some comments in the report at the meeting of the pedagogy department of the Chernihiv Pedagogical Institute, as well as at the meeting of the Institute council concerning the issues that were in the report "On the condition of pedagogical science and eliminating its backlog" on the resolution of I. A. Kairov. In 1955 I. P. Lvov was the head of the commission on State examinations of the correspondence department of the Russian language and literature of the Chernihiv Pedagogical Institute. Analysis of students' answers in pedagogy, according to I. P. Lvov, showed that most were positive answers, but some students had satisfactory grades, they did not possess good material in pedagogy.

Getting Rid of Performance Ratings

2016 ◽  
Vol 9 (2) ◽  
pp. 367-370
Author(s):  
Melvin Sorcher
Keyword(s):  
Human Resources ◽  
Performance Appraisal ◽  
Best Practice ◽  
Human Performance ◽  
Employee Performance ◽  
Performance Appraisals ◽  
Work Environments ◽  
Performance Criteria ◽  
The Past ◽  
Human Resources Managers

And the beat goes on. The same questions about performance appraisals keep popping up despite significant changes in work environments, contexts, and expectations over the past 2 or 3 decades (Adler et al., 2016). Even after decades of research and debate about the benefits and construction of performance appraisal ratings, no closure is reached or “best practice” identified. The application of ratings differs widely among companies, and the criteria, scaling, and language are tweaked by virtually every human resources group. In my experience, each organization believes that its performance criteria are unique. This should not be surprising because supervisors who observe and rate human performance do not react like a school of fish. What most human resources managers miss is that each of the supervisors who apply ratings are also unique, and they do not perceive performance consistently—except, perhaps, for the most exceptional and the poorest performers. Methods of quantifying or behaviorally slotting employee performance along a variety of dimensions to arrive at some accurate scaled rating have not made employees happy and are a painful chore for most supervisors.

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