Personnel Performance Appraisal Coverage in ITIL, COBIT, and CMMi

2013 ◽  
pp. 77-87
Author(s):  
Cristina Casado-Lumbreras ◽  
Ricardo Colomo-Palacios ◽  
Adrián Hernández-López ◽  
Pedro Soto-Acosta
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Assessment ◽  
Performance Appraisal ◽  
Human Resource ◽  
It Governance ◽  
Ict Industry ◽  
It Practices ◽  
Engineering Institute

Human capital is of paramount importance in the ICT industry. This paper analyses one of the elements which underlies effective management of human assets: performance assessment. This analysis uses the development of a common standard based on the tasks and processes outlined in People CMM, the standard in human resource management designed by the Software Engineering Institute. This framework is evaluated in different models related to IT Governance, such as COBIT and ITIL, as well as other related IT practices like CMMI for Development, CMMI for Acquisition, and CMMi-SVC. The results indicate that COBIT is the only framework that presents reliable coverage in relation to personnel performance assessment.

Personnel Performance Appraisal Coverage in ITIL, COBIT and CMMi

2012 ◽  
pp. 317-328
Author(s):  
Cristina Casado-Lumbreras ◽  
Ricardo Colomo-Palacios ◽  
Adrián Hernández-López ◽  
Pedro Soto-Acosta
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Assessment ◽  
Performance Appraisal ◽  
Human Resource ◽  
It Governance ◽  
Ict Industry ◽  
It Practices ◽  
Engineering Institute

Human capital is of paramount importance in the ICT industry. This paper analyses one of the elements which underlies effective management of human assets: performance assessment. This analysis uses the development of a common standard based on the tasks and processes outlined in People CMM, the standard in human resource management designed by the Software Engineering Institute. This framework is evaluated in different models related to IT Governance, such as COBIT and ITIL, as well as other related IT practices like CMMI for Development, CMMI for Acquisition, and CMMi-SVC. The results indicate that COBIT is the only framework that presents reliable coverage in relation to personnel performance assessment.

Personnel Performance Appraisal Coverage in ITIL, COBIT and CMMi

2011 ◽  
Vol 2 (2) ◽  
pp. 59-70 ◽  
Author(s):  
Cristina Casado-Lumbreras ◽  
Ricardo Colomo-Palacios ◽  
Adrián Hernández-López ◽  
Pedro Soto-Acosta
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Assessment ◽  
Performance Appraisal ◽  
Human Resource ◽  
Effective Management ◽  
Ict Industry ◽  
It Practices ◽  
Engineering Institute

Human capital is of paramount importance in the ICT industry. This paper analyses one of the elements which underlies effective management of human assets: performance assessment. This analysis uses the development of a common standard based on the tasks and processes outlined in People CMM, the standard in human resource management designed by the Software Engineering Institute. This framework is evaluated in different models related to IT Governance, such as COBIT and ITIL, as well as other related IT practices like CMMI for Development, CMMI for Acquisition, and CMMi-SVC. The results indicate that COBIT is the only framework that presents reliable coverage in relation to personnel performance assessment.

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.

The relationships between Human Resource Practices on Employee Retention in Malaysian Industrial Settings

2013 ◽  
Vol 1 (2) ◽  
pp. 09-20
Author(s):  
Kim Lian Lee ◽  
Sarvanan Singram ◽  
Christopher Luke Felix
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Employee Retention ◽  
Management Practices ◽  
Human Resource Practices ◽  
Manufacturing Companies ◽  
Hrm Practices ◽  
Human Resource Management Practices

Objective - The study explores the relationships between human r esource management practices on employee retention in Malaysian industrial setting s . The human resource management practices such as selection, training and development, performance appraisal and reward were considered in this study as the main factors that impact the employee retention in an organization Methodology/Technique - All d ata used in th is study consist s of respondents of executives and managers in manufacturing companies located in Klang Valley, Malaysia. Data processing and statistical analyses were mainly carried out using SPSS. Reliability test was used to check the con sistency and dimensionality of the scale items. P e a rson Intercorrelation was used to measure the associations among the human resource practices and employee retention and Multiple Regression Analysis to check the criterion - related validity of the scale i tems and to complement the correlation results. Findings - Data from 151 respondents from various industries show ed that the reward was most correlated with employee retention. This is followed by performance appraisal, in which fair and inclusive appraisa l leads to better retention. On the contrary, selection was found to have least significance relationship with employee retention. Novelty - The contribution of the study is in asserting some findings for human resource manager to understand the importanc e of an effective HRM practices on employee retention in the manufacturing industry. Apart from that, this research provides an understanding of some important elements in human resource management practices that are more effective in employee retention. Type of Paper - Empirical Type of Paper - HRM Practices; Employee Retention; Relationship; Significance .

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.

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