Women-friendly HR management practices and organisational commitment among female professionals: Evidence from Zimbabwe

Orientation: Despite the growing feminisation of the global labour market, discrimination against women in the workplace remains entrenched. Such discrimination of women is largely attributed to human resources management (HRM) policies and management practices which are inherently masculine, designed by men for men.Research purpose: The aim of this study was to explore the influence of human resources management practices on the organisational commitment among female professionals in Zimbabwe.Motivation for the study: Notwithstanding the growing scholarly interest in the factors which can help retain women in the workplaces, there remains a paucity of studies from developing countries on how HRM practices influence female professionals’ organisational commitment in the workplace. Dearth in empirical literature is pronounced in Africa, particularly in a society such as Zimbabwe punctuated by patriarchy and an economy that has been depressed for over two decades.Research design, approach and method: The study adopted a quantitative research approach and employed a cross-sectional survey of 210 female professionals employed in the private and public sectors in Zimbabwe. Structural equation modelling was employed for data analysis using AMOS 25.0.Main findings: The results of the study revealed positive and significant relationships between women-friendly HR management practices and organisational commitment of female employees.Practical/managerial implications: Premised on these findings, the study recommended that it is imperative for HR management to implement non-discriminatory rewards systems, increase family-friendly policies, prioritise continuous training and charter clear progressive career development programs for the female employees.Contribution/value-add: This study provides managers with a better perspective of the predictors of organisational commitment among female professionals in an African context.

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EXPLORING THE RELATIONSHIP BETWEEN HUMAN RESOURCES MANAGEMENT PRACTICES IN THE HOSPITALITY SECTOR AND SERVICE INNOVATION IN JORDAN: THE MEDIATING ROLE OF HUMAN CAPITAL

GeoJournal of Tourism and Geosites ◽

10.30892/gtg.35231-678 ◽

2021 ◽

Vol 35 (2) ◽

pp. 507-514

Author(s):

Rami MAHMOUD ◽

◽

Ahmad A. AL-MKHADMEH ◽

Omar A. ALANANZEH ◽

Ra’ed MASA’DEH ◽

...

Keyword(s):

Human Capital ◽

Human Resources ◽

Structural Equation ◽

Management Practices ◽

Human Resources Management ◽

Service Innovation ◽

Equation Modeling ◽

Resources Management ◽

Hospitality Sector ◽

The Relationship

This study is aimed to explore the relationship between Human Resources Management (HRM) and innovation in services and whether such a relationship is mediated by human capital. The data was gathered from the hospitality sector in Jordan. To evaluate the proposed hypotheses, Structural Equation Modeling (SEM) was used via partial modeling of least squares. The research findings provide clear evidence that the Service Innovation of Jordan's hospitality was positively influenced by HRM activities and human resources. The results show many practical and theoretical effects. Results will help the hospitality sector grow creativity in their services by HRM practices and establish proper use of human capital in their employees through innovation cults. This is one of the few studies that studied the relationship between HRM activities and the sufficient of human capital on hospitality in a developing country, Jordan.

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How Can MSMES Achieve Sustainability Business?

Business and Entrepreneurial Review ◽

10.25105/ber.v21i1.9271 ◽

2021 ◽

Vol 21 (1) ◽

pp. 153

Author(s):

Lenny Christina Nawangsari ◽

Ahmad Hidayat Sutawidjaya

Keyword(s):

Human Resources ◽

Competitive Advantage ◽

Structural Equation ◽

Research Method ◽

Human Resources Management ◽

Equation Model ◽

Working Capital ◽

Resources Management ◽

Hr Management ◽

Green Performance

<p><em>In business competition, MSMEs are required not only to have working capital but also to be able to manage human resources well. One of the strategies undertaken by MSMEs to win the competition is by implementing Green Human Resources management in their HR management. This study aims to analyze the effect of Green Human Resources management which consists of Green Recruitment, Green Training & Development, Green Performance & Appraisal, and Green Compensation & Rewards on Competitive Advantage and Sustainability Business on MSMEs in Bukittinggi. The research method used is a quantitative method with statistical analysis of the Structural Equation Model (SEM). The research results confirm that Green Recruitment, Green Performance & Appraisal, and Green Compensation & Reward affect Competitive Advantage and Sustainability Business. Meanwhile, Green Training & Development does not affect Competitive Advantage and Sustainability Business. Good implementation of Green Human Resources Management at MSMEs in Bukittinggi will affect competitive advantage and Sustainability Business.</em></p>

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Human Resources Management Practices and Organisational Commitment in Textile Industry

Asian Journal of Research in Social Sciences and Humanities ◽

10.5958/2249-7315.2016.00689.4 ◽

2016 ◽

Vol 6 (8) ◽

pp. 1492 ◽

Cited By ~ 1

Author(s):

P. Kamalakannan

Keyword(s):

Human Resources ◽

Textile Industry ◽

Management Practices ◽

Human Resources Management ◽

Organisational Commitment ◽

Resources Management

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BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

Business And Management Studies An International Journal ◽

10.15295/bmij.v1i1.3 ◽

2013 ◽

Vol 1 (1) ◽

pp. 83

Author(s):

Ozan Büyükyılmaz

Keyword(s):

Knowledge Management ◽

Human Resources ◽

Performance Management ◽

Management Practices ◽

Human Resources Management ◽

Management Strategies ◽

Resources Management ◽

Management Philosophy ◽

Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

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COACHING CORE COMPETENCIES AS THE KEY SOFT SKILL FOR SUCCESSFUL HUMAN RESOURCES MANAGEMENT

International scientific journal Internauka Series Economical Sciences ◽

10.25313/2520-2294-2020-8-6365 ◽

2017 ◽

Author(s):

Serhii Kubitskyi ◽

◽

Oksana Chaika ◽

Keyword(s):

Transformational Leadership ◽

Human Resources ◽

Core Competencies ◽

Human Resources Management ◽

Soft Skill ◽

Leadership Model ◽

Resources Management ◽

Hr Management ◽

Or Organization ◽

A Company

This paper aims at considering the well-known triad of What? How? Why? somewhat anew by suggesting looking at transformational leadership for successful human resources management through the lens of coaching core competencies as the key soft skill. Arising as the strategic approach to the effective management of people, well-thought human resources management that rests on a leadership model definitely enables management of a company or organization to move ahead of the curve and gain a firm foothold in the job market. The transformational leadership model fits the framework of the research and links to the contrastive line between management and leadership.It is emphasized that management processes focus on (i) maintaining and (ii) improving performance at work, on the one hand, and on the other, unlike management, the transformational leadership model focuses on the benefits of visionary thinking and bringing about change. Following the goal in the subject matter associated with successful HR management, the Golden Circle of What? How? Why?introduced by Simon Sinek finds its way in the description analysis. The Why? sectionopens the idea for successful HR managementto move further to What?section and is accompanied with How? section in the end. The final part of the findings embodies 11 current core competencies of coaching, which illustrate how the ways of implementing the soft skills in workplace may increase HR performance, enhance seamless communication among employees and management, drive change and welcome innovation.The four objectives for successful HR management: (i) drive change within a company or organization, (ii) encourage and motivate people for personal and corporate growth and development, (iii) employ innovation including modern technologies, and (iv) lead by example, correspond to the four cornerstones in the framework for successful company or organization management via transformational leadership. They are: (i) create an inspire vision of the future for the company’s (organization’s) employees, (ii) motivate the staff to live by and deliver the vision, (iii) manage delivery of the vision, (iv) attract and retain high-class professionals and young talents, build up strong and competitive teams, create and grow ever-stronger, trust-based relationships with the employees. The toolkit of ways, techniques and approaches may derive from the current core competencies in coaching that can be groupedsimilarly to the ICF ones as follows: (i) foundation, (ii) co-creating the relationship, (iii) communicating effectively, and (iv) cultivating learning and growth.

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The Impact Of Selective Human Resources Management Practices On The Employee’s Competences At Jordanian Private Universities:, Case Study On Applied Science, Philadelphia, And Al-Zaytoneh Universities

10.33976/1444-027-001-011 ◽

2019 ◽

pp. 20

Author(s):

Abdallah Shibli Alshibli

Keyword(s):

Human Resources ◽

Management Practices ◽

Human Resources Management ◽

Private Universities ◽

Applied Science ◽

Resources Management ◽

The Impact

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The Impact of Human Resources Management Practices

SSRN Electronic Journal ◽

10.2139/ssrn.3084946 ◽

2017 ◽

Author(s):

Sonia Ramos-Torres

Keyword(s):

Human Resources ◽

Management Practices ◽

Human Resources Management ◽

Resources Management ◽

The Impact

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Corporate Practices of Green Human Resources Management

Foresight and STI Governance ◽

10.17323/2500-2597.2021.1.97.105 ◽

2021 ◽

Vol 15 (1) ◽

pp. 97-105

Author(s):

Ardeshir Bazrkar ◽

◽

Ali Moshiripour ◽

Keyword(s):

Human Resources ◽

Environmental Performance ◽

Management Practices ◽

Oil And Gas ◽

Human Resources Management ◽

Environmental Knowledge ◽

Effective Measure ◽

Resources Management ◽

Green Education ◽

Education And Development

Green education and development has a great impact upon improving the environmental performance of companies. Using the example of Iranian small and medium-sized oil and gas enterprises, the article evaluates the practices’ effect on environmental performance. The survey covered 386 employees from 30 companies. The most common measures of green human resources management were analyzed. All these practices have a positive and significant effect on the environmental performance of companies. The action of green education and development was introduced as the most effective measure. The results also demonstrated that four practices of green human resources management have a positive and significant impact upon performance due to environmental knowledge. Companies can use the findings of this research in implementing the green human resources management practices and continuous improvement of the environmental performance.

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Human Resources Management in Social Entrepreneurship

10.4018/978-1-6684-3873-2.ch078 ◽

2022 ◽

pp. 1524-1548

Author(s):

Burcu Kümbül Güler

Keyword(s):

Human Resources ◽

Performance Management ◽

Social Entrepreneurship ◽

Management Practices ◽

Human Resources Management ◽

Social Economy ◽

Management Training ◽

Social Enterprises ◽

Resources Management ◽

And Performance

With the rise of social entrepreneurship, social enterprises have gained popularity as socially innovative organizations which try to balance their economic and social missions. In the competitive environment of social economy, good management and investment in human resources have become requirements of social enterprises for their survival. Among the management practices, human resources management acts as a tool for gaining competitive advantage and it builds mutual trust between the staff and the organization. Emphasizing the significance and challenges of human resources management, this chapter explains human resources main practices—recruitment, career management, training, and compensation and performance management—in social entrepreneurship.

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