scholarly journals Saving Employee Engagement: Emergent Strategies in Response to Externally Mandated Change

2021 ◽  
Vol 9 (2) ◽  
pp. 214-223
Author(s):  
Matthew Vanschenkhof ◽  
Matthew Houseworth ◽  
Lorin Walker ◽  
Scott Smith
Keyword(s):  
Employee Engagement ◽  
Human Resource ◽  
Large Scale ◽  
Employee Morale ◽  
Human Resource Managers ◽  
Organizational Responses ◽  
Mandated Change ◽  
Resource Managers ◽  
Fair Labor Standards Act ◽  
Strategic Factors

This study discusses critical strategic factors associated with concerns over implementation of the Fair Labor Standards Act (FLSA) mandate of December 2016. Emergent Human Resources (HR) strategies developed by human resource managers were investigated, as well as how these managers influenced issues directly linked with employee engagement, communication, employee status, and organizational responses. Interviews were facilitated less than four months prior to the mandate’s implementation. Investigators found the FLSA mandate created concerns for human resource managers based on current organizational practices, compensation, and bonus structures, as well as employee morale challenges. Specific findings included a desire for organizational communication concerning changes due to the mandate, but a universal lack of strategic planning or implementation of a process to preserve employee engagement. Further, HR management concerns regarding employee morale and consequent action were investigated, as a change in status from exempt to non-exempt would be perceived as a demotion by most employees. This research finds that the ability to communicate changes with constituents, help manage implementation for HR employees, care for morale and cultural repercussions, and demonstrate fairness in compensation are critical factors to consider for a large-scale change and implementation in HR policy due to sweeping regulatory changes.

scholarly journals Employee Engagement Level and Its Key Determinants: a Study in the Context of Nepalese Media Sector

The Batuk ◽  
2020 ◽  
Vol 6 (1) ◽  
pp. 1-16
Author(s):  
Damodar Niraula
Keyword(s):  
Performance Appraisal ◽  
Employee Engagement ◽  
Human Resource ◽  
Questionnaire Survey ◽  
Sampling Method ◽  
Analytical Tool ◽  
Participatory Culture ◽  
Human Resource Managers ◽  
Major Focus ◽  
Resource Managers

 This paper aims to measure the level of employee engagement and to propose employee engagement framework. Following two-step sampling method, a questionnaire survey was conducted among the employees of fifteen media houses. The results of the survey are analyzed with the help of SPSS 18 version. Majority of the employees of Nepalese media houses have been found being engaged to their job. The findings confirm that five HR practices: performance appraisal and recognition; participatory culture; working facility; communication; and job and resources are the determinants of employee engagement. Among those, performance appraisal and recognition, and participatory culture, should be the major focus of human resource managers to make the employees engaged. Additionally, the paper can serve as a reference and an analytical tool to researchers for expanding knowledge on the topic.

The Vehement, Volatile, Value-seeking and Viral: The New Era of Employees and Why HR Preparedness and Future-skilling Is Key to a Healthy Business Enterprise—A Perspective

2020 ◽  
Vol 13 (2) ◽  
pp. 226-233
Author(s):  
Rohini Kesavan Rajeev
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Professional Training ◽  
Employee Morale ◽  
Human Resource Managers ◽  
Way Of Life ◽  
New Era ◽  
Human Resource Professional ◽  
Resource Managers ◽  
New Generation

For a human resource professional, training and learning are a way of life. They have to constantly re-invent themselves to tread the water. Understanding the needs of the new generation (Gen Z) of employees, charting new initiatives for them while making business sense of those initiatives is essential for the human resource managers of today. A changing world brings with it different perspectives on employee morale and new-age challenges (such as the abuse of technology and social media play). Positive mental health and its impact on a stable, sustainable and productive workforce is another critical aspect of human resource management. This paper is based on the journalistic construction of human resources and perspectives based on personal experience. The aim is to provide a basic view on human resources preparedness to meet the challenges of tomorrow by analysing the operations of yesterday and recalibrating the workings of today.

Challenges HR Managers Facing due to COVID-19 and Overcoming Strategies: Perspectives from Georgia

2020 ◽  
Vol 8 (11) ◽  
pp. 1-18
Author(s):  
Iza Gigauri
Keyword(s):  
Human Resource ◽  
Quantitative Research ◽  
Organizational Response ◽  
Human Resource Managers ◽  
Organizational Responses ◽  
Employee Wellbeing ◽  
Resource Managers ◽  
Supportive Behavior ◽  
Flexible Schedule ◽  
Hr Managers

Purpose - The paper aims to clarify the implications of COVID-19 on organizations and Human Resource Management. The study proposes organizational responses to the pandemic, and outlines how to adapt HRM practices to the new normal. It aims to explore how human resource managers support employees and whether top management has a strategic focus on employee wellbeing during the crisis. Design/methodology/approach - The paper opted for quantitative research method using descriptive research design. The data was collected with the survey. Questionnaires were distributed to the HR managers through the Internet. The response rate is 32%. The gathered data was analyzed through SPSS. Findings - The research provides empirical insights on the challenges organizations are facing due to the pandemic. It sheds light on the decisions Georgian managers took in times of Covid-19. The paper suggests that changes in HR policies will lead to successfully overcome emerged difficulties with remote working, flexible schedule, and employee wellbeing. Research limitations/implications - The research results may lack generalizability due to the small amount of participants in the survey. Therefore, researchers are encouraged to conduct future larger-scale research. Practical implications - The paper includes implications for the development of HRM strategy to adapt to the new reality shaped by the pandemic, and for managing remote working systems considering the employee perspectives. Social implications - The paper contributes to decisions of policymakers and governments regarding the workforce, and to the society for responding the changes.  Originality/value - This paper studied the role of HR managers in employee adaptation to the pandemic state, their perceptions towards organizational response to the crisis, and supportive behavior. 

Human Resource Practices in the Non-Star Category Hotels in Kolkata

2015 ◽  
Vol 8 (1and2) ◽  
Author(s):  
P. R. Sandilyan ◽  
Sutheeshana Babu S.
Keyword(s):  
Empirical Study ◽  
Work Environment ◽  
Human Resource ◽  
Minimum Wages ◽  
Human Resource Practices ◽  
Human Resource Managers ◽  
Large Pool ◽  
Resource Managers ◽  
Safety Work ◽  
The City

In this empirical study, the authors made an attempt to examine the challenges faced by the human resource managers and employees as well as the benefits extended to the employees in the non-star hotel segment in the city of Kolkata It was also endeavored to ascertain the standards maintained by these hotels specifically the hygiene, safety, work environment and to mandatory legal and regulatory compliances. The results show that while these hotels were profitable and enjoyed a healthy market, the human resource practices were unhealthy and discriminatory in nature. Employees were neither provided with minimum wages and benefits nor have the establishments shown any interest in adhering to the mandatory compliances. This could largely be attributed to predominance of largely unskilled or inadequately qualified employees and a large pool of outsourced manpower.

scholarly journals The views of HR practitioners on ethical issues within organisations: A South African perspective

2014 ◽  
Vol 9 (4) ◽  
pp. 413-428
Author(s):  
R Wordsworth ◽  
BJ Erasmus
Keyword(s):  
South African ◽  
Human Resource ◽  
Ethical Issues ◽  
Ethical Behaviour ◽  
Human Resource Managers ◽  
Human Resource Professionals ◽  
Human Resource Department ◽  
Resource Managers ◽  
African Perspective

This article reports on the results of a survey conducted among human resource practitioners in South Africa regarding their involvement in and experience of business ethics and unethical behaviour in their organisations. The results of the study concur with the theoretical perception that human resource managers have an important role to play in the institutionalisation of good ethical behaviour in the organisation, with the majority of respondents reporting that the human resource department is a primary resource for ethical initiatives and that human resource professionals are involved in the formulation of ethics policies. The article provides some insights in terms of the role of the human resource managers in the management of ethics. In so doing, an attempt is made to address the question of whether human resource managers should be the drivers of ethics initiatives in the organisation.

scholarly journals Human Resource Management and Business Adaptability and Adjustability in Business Development

2017 ◽  
Vol 3 (2) ◽  
pp. 213
Author(s):  
Fanny YF Young
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Development ◽  
The Internet ◽  
Human Resource Managers ◽  
Continuity Planning ◽  
Human Resource Department ◽  
Resource Managers ◽  
Business Resilience

Business adaptability and adjustability is highly important for the business development. It was suggested human resource managers and executives could pay an important contribution to this area. The aim of this study was to search the literature to see how the human resource managers and executives can improve the business adaptability and change of the companies. The internet was searched using various search engines like Google Scholars, Proquest and Google using keywords like human resource management, business adaptability and adjustability and business resilience. All selected papers were individually studied and any relevant materials were identified. Result showed that there were roles of human resource managers and executives in building business adaptability and adjustability such as acting as strategic partners, employee sponsors or advocates, change mentors and there were contributions which include transition the human resource department to a profitability factor; making profit to the company and engaging in people-focused approach to business continuity planning for crisis.

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