scholarly journals HUMAN RESOURCES CHALLENGES FOR THE NEXT 10 YEARS: CASE STUDY OF TURKEY

2021 ◽  
Vol 37 (1) ◽  
pp. 9-17
Author(s):  
Ayse Gunaltay ◽  
Ugur Filiz
Keyword(s):  
Human Resources ◽  
Industrial Relations ◽  
Major Change ◽  
Transformation Process ◽  
Record Keeping ◽  
Human Resources Managers ◽  
Routine Tasks ◽  
Skilled Workforce ◽  
Hr Managers ◽  
Policies And Practices

Today, it is critical for businesses to utilize their resources to gain and sustain competitive advantage by having skilled workforce, retaining, and using employees in line with their business objectives and strategies. Therefore, possession of skilled workforce is recognized as one of the determining factors in the success of enterprises in today's competitive environment. It is important to emphasize that this can be achieved only with effective management policies and practices. The concept of globalization will not be missing within next 10 years considering that it has been one of the most important phenomena of the recent decades. In this context, human resources managers, who continue to remain “local” in terms of their knowledge and experience, need to improve themselves by learning new markets, new legislation, new cultures and different norms required by the changing business conditions. In the past, while practices known as employee record keeping, social work duty, personnel management were constituting the main understanding of Human Resource Management (HRM), following the industrial relations, HRM processes have started to be subject to major change and transformation. Currently, HRM has become a critical topic for the organizations due to its significance and impact on their strategic management. Within this context, application, and transformation of HRM is the focus of this study within the projections about its future considering the potential problems may have been encountered during this transformation process. Therefore, this study will examine the difficulties and challenges that may be experienced by HR managers within the next 10 years. Firstly, the current problems of HRM and the main discussions on this subject in the literature will be examined together with the predictions for the next 10 years. Later, in line with the survey results conducted to the HR managers in the Istanbul region, the discussions in the literature will be compared with the predictions of the local HR managers. Considering the complexity of human resources that derives from its own nature and the environment in which it operates, the everyday challenges experienced by HR professionals while handling their routine tasks should be discussed thoroughly by encouraging everyone to share their ideas and to put their best effort to improve their HR processes, policies, and practices.

scholarly journals Human resources managers as custodians of the King III code

2015 ◽  
Vol 18 (2) ◽  
pp. 206-217
Author(s):  
Frank De Beer ◽  
Daniel Hercules Du Toit
Keyword(s):  
Corporate Governance ◽  
Human Resources ◽  
Performance Management ◽  
Ethical Decision Making ◽  
Structured Interviews ◽  
Main Research ◽  
Hr Management ◽  
Human Resources Managers ◽  
And Performance ◽  
Hr Managers

The objective of this research was to perform an exploratory study on the knowledge and understanding of the King III code among Human Resources (HR) managers in South African companies. The King III code is a comprehensive international corporate governance regime which addresses the financial, social, ethical and environmental practices of organisations. HR management plays a role in managing corporate governance by using the King III code as a guideline. The main research questions were: Does HR management know, understand, apply, and have the ability to use the King III code in terms of ethical decision-making? What role does HR management play in corporate governance? A random sample of available HR managers, senior HR consultants and HR directors was taken and semi-structured interviews were conducted. The results indicated that the respondents had no in-depth knowledge of the King III code. They did not fully understand the King III code and its implications nor did they use it to ensure ethical management. The themes most emphasised by the participants were: culture, reward and remuneration, policies and procedures and performance management. The participants emphasised the importance of these items  and HR’s role in managing them.

scholarly journals Human Resources Special Education Teacher Recruitment

2020 ◽  
Vol 8 (2) ◽  
pp. 65-87
Author(s):  
Meredith Galloway
Keyword(s):  
Special Education ◽  
Human Resources ◽  
Qualitative Interviews ◽  
Teacher Recruitment ◽  
Implementation Process ◽  
Special Education Teacher ◽  
Education Teacher ◽  
Member Exchange ◽  
Human Resources Managers ◽  
Hr Managers

This paper seeks to analyze the implementation process of a Grow-Your-Own (GYO) model to address Special Education certified teacher recruitment and retention. Though routed in California, the needs articulated here are generalizable throughout the U.S. It addresses Human Resources managers who may seek to implement a GYO model for teacher recruitment at the site level. By leveraging national and state data bases, well-respected research, and several qualitative interviews with those currently overseeing a GYO model, it answers: a) what persistent gaps in Special Education teacher pipelines and equity outcomes currently exist, b) why GYO models meet these unique challenges, and c) how Leader-Member Exchange Theory can aid implementation of GYO modeling at the site level. The author concludes with several key recommendations for districts, and specifically HR managers among them: 1) Recognize the need for long-term planning and conduct needs analysis with current staff. 2) Develop capacity through culture and strategic partnering including grant funds seeking, and 3) shadow current successful programs. 

scholarly journals THE IMPACT OF HUMAN RESOURCES MANAGEMENT STRATEGY ON ORGANIZATIONAL COMPETENCIES DEVELOPMENT

2019 ◽  
Vol 7 (5) ◽  
pp. 2299-2307
Author(s):  
Ahmed E. M. GHAREEB ◽  
Ali Ben Mohamed EL MEDABSH
Keyword(s):  
Human Resources ◽  
Management Strategy ◽  
Human Resources Management ◽  
Resources Management ◽  
Organizational Competencies ◽  
Human Resources Managers ◽  
Study Population ◽  
Hr Managers ◽  
Competencies Development ◽  
The Impact

The researchers through this study aimed at determining The Impact of Human Resource Management Strategy (HRMS) on organizational competencies development, the methodology was chosen for the study undertaken is a descriptive-analytical method. The software SPSS (statistical package for Social Sciences) version 19 has been applied in the statistical analysis. Moreover, the researchers have used the tools of Regression. The study population included all Human Resources Managers and Supervisors of companies. The sampling method used in this study is stratified sampling, with a population size of 200 HR managers and supervisors from Egypt. The results of the regression analysis show that human resources management strategy has a positive effect on organizational competencies development.

scholarly journals Line managements involvement in people management: A comparison between South Africa and Australia

2003 ◽  
Vol 6 (3) ◽  
pp. 529-541
Author(s):  
Leo Vermeulen
Keyword(s):  
South Africa ◽  
Human Resources ◽  
Industrial Relations ◽  
Health And Safety ◽  
Training And Development ◽  
Line Managers ◽  
Human Resources Information Systems ◽  
Human Resources Managers ◽  
Recruitment And Selection ◽  
Management Functions

The purpose of this study was to obtain empirical data on expected shifts of people management activities from human resources managers to line managers. The research was done by means of a cross-cultural survey in South Africa (n=381) and Australia (n=653). The research results clearly indicate that there was a perceived shift of traditional people management functions to line management in both countries. This shift was more prominent in South Africa than in Australia. The main shift in South Africa seemed to be that line managers are increasingly involved in training and development. Equal employment opportunity was seen as the second most important area of change, followed by the use of human resources information systems, industrial relations, and occupational health and safety. Recruitment and selection were seen as the least important areas of change.

scholarly journals Innovative Technologies of Personnel Management as a Basis for Professional Training of Future Human Resources Managers

2020 ◽  
pp. 58-68
Author(s):  
Zhou Xulin ◽  
Keyword(s):  
Human Resources ◽  
Personnel Management ◽  
Corporate Culture ◽  
Professional Training ◽  
Career Planning ◽  
Human Resources Management ◽  
Theory And Practice ◽  
Innovative Technologies ◽  
Human Resources Managers ◽  
Hr Managers

The article, based on the analysis of domestic and foreign scientific literature, has revealed the formation of human resources management as an important part of the theory and practice of personnel management and the basis of professional training of future human resources (HR) managers. The place of innovative technologies within the conceptual field of personnel management has been shown, and the definition of the concept «innovative technologies of personnel management» and «innovative personnel technologies» has been given. The author has proven that the classification of innovative technologies of personnel management based on personnel processes, which is built on a set of interrelated activities of personnel management, is the most common. The main groups of innovative technologies of personnel management have been characterized: the formation of personnel reserve; the assessment of business professional and personal qualities; the creation of a system of motivation; the personnel training; the development of leaders and talents; the formation and development of corporate culture; the formation and development of teams; conflict management. The nomenclature of the innovative technologies has also been disclosed, as well as their purpose in the holistic process of personnel work in an organization. The most significant system innovative personnel technologies have been determined: the grade system of rewards; technologies of career planning and individual employee development; methods of creating project teams and forming the organization corporate culture.

الثقة، الصراع والسلوك التعاوني مع الاخذ بالاعتبار العلاقات التبادلية داخل المنظمات

2007 ◽  
Vol 13 (48) ◽  
pp. 349
Author(s):  
سعد علي حمود العنزي
Keyword(s):  
The Netherlands ◽  
Human Resources ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Cooperative Behaviour ◽  
Resources Management

كثيرة هي البحوث والدراسات التي نراجعها في السلوك التنظيمي، بحكم عملنا كأستاذ دراسات عليا بتخصص ادارة الموارد البشرية ونظرية المنظمة، ووقع بيننا بحثاً نظرياً متميزاً للباحثين (Karin Sanders & Birgit Schyns)([1])، نشر في مجلة اصيلة هي (Personnel Review)، في عام (2006)، بمجلدها (35) وبالعدد (5)، تحت عنوان (Trust, Conflict and Cooperative Behaviour: Considering Reciprocity Within Organizations) . ولنقل الفائدة العلمية للمتخصصين والمعنيين والمهتمين بهذا الموضوع الحيوي، أرتأينا ترجمته بالتصرف الذي يفيد القارئ باللغة العربية. فالبحث يصب غرضه في دراسة قضية محددة تتعلق بالثقة، الصراع، والسلوك التعاوني كحلقات مهمة في العمل التنظيمي، ذلك لأن مخرجات العاملين (Employees Outcomes) المتعلقة بإتجاهاتهم، وسلوكياتهم، تأتي من العلاقات التبادلية التي تقع بينهم، والتي ينبغي اختبارها كخصائص لعلاقاتهم هذه، وليس كسمات لهم. ففي اطار ذلك، تتمثل قيمة هذا البحث برأينا بمحاولة ملئ فجوة التبادلية في علاقات المدراء- والمرؤوسين- المرؤوسين، والتركيز عليها بشدة لتفسير تلك القضية المحددة آنفة الذكر. وبحكم كون البحث الحالي، طبيعته تتصف بالمراجعة العامة للفكر الاكاديمي المطروح على الساحة، فإنه يرتبط بمصطلحات علمية سلوكية كثيرة ابرزها: سلوك العاملين (Employees behaviour) اتجاهات العاملين (Employees attitudes)، احتواء العاملين (Employees involvement) العلاقات الصناعية (Industrial relations)، ادارة الموارد البشرية التطبيقية (Applied human resources management).   [1])) ان  (Karin Sanders) استاذ علم النفس التنظيمي والعمل بجامعة (Twenke, The Netherlands) و (Birgit Schyns)، استاذة مساعدة بدراسات الموارد البشرية بجامعة (Tilburg, The Netherlands).

scholarly journals Understanding Deep, Socially Embedded Human Motivations and Aspirations for Work From Whole Person and Interdisciplinary Perspectives

2016 ◽  
Vol 9 (4) ◽  
pp. 735-739 ◽  
Author(s):  
Teresa J. Rothausen
Keyword(s):  
Qualitative Research ◽  
Human Resources ◽  
Organizational Behavior ◽  
Industrial Relations ◽  
Field Of Study ◽  
Qualitative Researcher ◽  
Industrial Organizational Psychology ◽  
Whole Person ◽  
Business And Management ◽  
Potential Use

As someone trained exclusively as a quantitative researcher, who recently became a semi-autodidactic qualitative researcher (see Rothausen, Henderson, Arnold, & Malshe, in press; “semi” in part because I am still learning and in part because my coauthors have taught me), I would like to extend the argument made by Pratt and Bonaccio (2016) for increasing qualitative research in the domains of industrial–organizational psychology (IOP), organizational behavior (OB), and human resources (HR), and I would also add industrial relations (IR), which was my doctoral field of study and “where workers went” within business and management studies as HR became more aligned with organizational interests (see Lefkowitz, 2016, from this journal). I extend their argument by deepening one of their reasons, understanding the “why” of work, and adding another potential use, understanding the “what could be” of work.

Differential effects of gender on perceptions of teleworking by human resources managers

2002 ◽  
Vol 17 (6) ◽  
pp. 262-275 ◽  
Author(s):  
Manuela Pérez Pérez ◽  
Mu Pilar de Luis Carnicer ◽  
Angel Martínez Sánchez
Keyword(s):  
Human Resources ◽  
Differential Effects ◽  
Human Resources Managers

Positive evaluation in the language of human resources: textbooks versus reality

2021 ◽  
Vol 11 (1) ◽  
pp. 133-152
Author(s):  
Pavel Reich
Keyword(s):  
Human Resources ◽  
Real Life ◽  
Point Of View ◽  
Business English ◽  
Evaluative Language ◽  
English Textbooks ◽  
General Business ◽  
Hr Managers ◽  
Authentic Language ◽  
Positive Evaluation

Abstract The aim of the present paper is to focus on the language of Human Resources (HR) as one of the subfields of English for business purposes in respect of positive evaluation and stancetaking and to identify to what extent evaluative language common in real-life situations is reflected in currently available textbooks of English for HR (EHR). Authentic language is taken from blogs and interviews with prominent HR managers on www.thehrdirector.com, which is a global online magazine dedicated to HR professionals. The corpus created from these texts is analysed from the point of view of evaluative language and the data ascertained are put into contrast with the language presented in three commonly available HR English textbooks. The analysis focusses on the lexical level of language and is based on the Appraisal framework (and the system of Attitude) of Systemic Functional Linguistics. Even though the present study is intended as qualitative rather than quantitative, the findings are quantified in order to shed some light on the commonality and frequency of some of the phenomena ascertained and their reflection in the textbooks. The outcomes of the analysis might serve as food for thought and inspiration for tertiary-level teachers of general business English courses as well as highly specialised courses focusing on the language of human resources.

scholarly journals A COMPETENCY EVALUATION METHOD OF HUMAN RESOURCES MANAGERS BASED ON MULTI-GRANULARITY LINGUISTIC VARIABLES AND VIKOR METHOD

2012 ◽  
Vol 18 (4) ◽  
pp. 696-710 ◽  
Author(s):  
Peide Liu ◽  
Xingying Wu
Keyword(s):  
Human Resources ◽  
Evaluation Method ◽  
Comprehensive Evaluation ◽  
Indicator System ◽  
Entropy Method ◽  
Linguistic Variables ◽  
Vikor Method ◽  
Evaluation Indexes ◽  
Human Resources Managers ◽  
Competency Evaluation

According to the characteristics of human resources managers’ competency and the research of relevant literatures at home and abroad, a competency evaluation method of human resources managers based on multi-granularity linguistic variables and VIKOR method is proposed. Firstly, the evaluation indicator system based on the competency of human resources managers is constructed. Then, by converting the evaluation information of different experts in different granularity to the same granularity by two-semantics, the comprehensive evaluation values can be obtained by integrating information of different experts. Further, the objective weights of the evaluation indexes were determined by the entropy method and an evaluation method were proposed based on the VIKOR method. Finally, an application example is given to illustrate the evaluation procedures of the developed approach and to demonstrate their practicality and effectiveness.

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