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 Raising the Curtain in People Management by Exploring How Sustainable HRM Translates to Practice: The Case of Lithuanian Organizations

2018 ◽  
Vol 10 (12) ◽  
pp. 4356 ◽  
Author(s):  
Živilė Stankevičiūtė ◽  
Asta Savanevičienė
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Well Being ◽  
Structured Interviews ◽  
Hrm Practices ◽  
Human Aspects ◽  
Real People ◽  
And Performance ◽  
Hr Managers ◽  
Core Characteristics

Arguing for the necessity to re-think human resource management (HRM), as human resources are becoming scarce, HRM practices themselves can be even harmful for employees, and the mainstream HRM is more interested not in the employee well-being, but in the search for the link between HRM and performance, the paper introduces sustainable HRM as an alternative approach to people management. Sustainable HRM is seen as a design option, which allows one to maintain, renew and restore human resources. Although previous works have broadened the understanding of the meaning given to sustainable HRM and its core characteristics, research into how sustainable HRM translates into practice is still lacking. Thus, the purpose of the paper is to reveal the practices through which 11 characteristics of sustainable HRM are expressed in real people management in organizations. In doing this, qualitative data were collected from Lithuanian organizations using semi-structured interviews with 19 human resource (HR) managers. The research indicated a variety of applied practices, which differ by maturity. Care of employees, profitability, external partnership, fairness and equality, and employee development were revealed as the characteristics of sustainable HRM most explicitly expressed through HRM practices. Nonetheless, the organizations need more heterogeneous HRM activities, which simultaneously consider the economy, environment, society, and human aspects.

Human Resources Management in Social Entrepreneurship

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.

The bank that likes to say yes to expansion

2014 ◽  
Vol 22 (4) ◽  
pp. 12-15
Author(s):  
Alok Kumar Goel ◽  
Geeta Rana
Keyword(s):  
Organizational Behavior ◽  
Industrial Relations ◽  
Working Environment ◽  
Structured Interviews ◽  
Content Type ◽  
Hr Management ◽  
To Come ◽  
Indian Banks ◽  
Hr Managers ◽  
Practical Implications

Purpose – The purpose of this paper is to identify the steps taken by human resource (HR) managers at India’s Yes Bank to enhance employee retention and to create an environment conducive to growth. Design/methodology/approach – Information gathered from semi-structured interviews has been presented. Findings – This paper reveals how Yes Bank has transformed its working environment through innovative HR practices. Practical implications – The approach adopted by an emerging Indian bank to address various HR issues has been detailed, and it is shown how the bank responded to changes and challenges in the internal and external environments. Social implications – This paper explains that Indian banks are about to come under increasing competitive pressure, as limits on foreign direct investment are relaxed. Originality/value – This paper provides plenty to interest practicing managers, researchers and students in HR management, organizational behavior and industrial relations.

HR-Digital Trends

2019 ◽  
Vol 8 (5) ◽  
pp. 19-22
Author(s):  
Anna Dorogovtseva ◽  
Anna Erygina
Keyword(s):  
Human Resources ◽  
Digital Technologies ◽  
Success Stories ◽  
Hr Management ◽  
Speed Up ◽  
Hr Managers ◽  
Huge Variety

The article reviews HR-Digital, a new area in HR-management that has been actively implemented recently through the use of HR digital technologies. The work analyses the tasks of HR-managers in the digitalisation environment, digital technologies that will speed up a work fl ow for HR and help to evaluate an economic eff ect of HR-events. A focus is on the characteristics that today’s organisations must take into account to start using and implementing a digital HR-technology. We review areas for the digitalisation of staff services, show a huge variety of digital opportunities in managing human resources and give examples of success stories demonstrating the implementation of digital HR-technologies.

The integration of risk and performance management: the role of boundary objects

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Enrico Bracci ◽  
Giorgia Gobbo ◽  
Luca Papi
Keyword(s):  
Performance Management ◽  
Knowledge Integration ◽  
Boundary Work ◽  
Boundary Objects ◽  
Structured Interviews ◽  
Content Type ◽  
Integration Mechanisms ◽  
And Performance

PurposeThis paper investigates the role of boundary objects and boundary work in the integration of risk management (RM) and performance management (PM) systems. In particular, the paper combines theoretical insights with an empirical focus to examine how shared contexts are created through the boundary work performed by key actors across knowledge boundaries.Design/methodology/approachThe paper develops an exploratory qualitative case study from a local government context. The methodology is based on document analysis and semi-structured interviews.FindingsBoundary objects can act as knowledge integration mechanisms, allowing key actors to understand the meanings and uses of RM and PM practices. The paper shows how collaborative versus competitive boundary work exerted by key actors can explain the creation of shared contexts leading to integration between RM and PM.Originality/valueThe results contribute to the debate about the integration of RM with other managerial systems. Differently from previous research, the integration theme is addressed in the present work by looking specifically to the integration between RM and PM. In doing so, the role of both boundary objects and the boundary work performed by relevant actors to demarcate their legitimacy and autonomy over preferred practices is portrayed.

scholarly journals Performance management practices and its impact on Banks’ performance in Pakistan

2016 ◽  
Vol 5 (4) ◽  
pp. 110
Author(s):  
Ayesha Yaseen
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Banking Sector ◽  
Management Practice ◽  
Employee Motivation ◽  
Management Systems ◽  
Appraisal System ◽  
Structured Interviews ◽  
Performance Management Systems ◽  
Hr Managers

Purpose-This descriptive research analysis the best performance management practice and its impact on employee motivation, loyalty, efficiency and effectiveness in banking sector of Pakistan and suggesting new methods for improving their performance management systems.Design/Methodology- Researcher has used the qualitative research methodology in which Content Analysis technique is being used to interpret data. Questionnaire and Semi-structured Interviews were also conducted from the middle management according to the needs and purpose of the research.Findings: Research findings shows that there is a positive relationship between Loyalty, Motivation and Effectiveness with true Performance Management Systems. Analysis of the data also shows that absence of guidance and feedback in current appraisal system leads to dissatisfaction amongst employees.Practical implications-Current research may be used by HR managers to identify and improve performance management systems to develop employee motivation and loyalty as well as they can build trust, believe in and support the current performance process by implicating new suggestions and solutions. It also provides the literature for future researches.

scholarly journals Corporate Governance Guideline Relevance To Maltese Family Public Interest Companies A Small State Perspective

2020 ◽  
Vol 7 (2) ◽  
pp. 14-41
Author(s):  
Peter Baldacchino ◽  
Karl Cachia ◽  
Norbert Tabone ◽  
Simon Grima ◽  
Frank Bezzina
Keyword(s):  
Corporate Governance ◽  
Public Interest ◽  
Small State ◽  
Structured Interviews ◽  
Family Governance ◽  
Good Corporate Governance ◽  
The Board Of Directors ◽  
Explanatory Mixed Methods ◽  
And Performance ◽  
Structured Questionnaire

The objectives of this paper are to investigate the relevance of guidelines on good corporate governance (CG) to family public interest companies (PICs) within the small state of Malta and to recommend how existing guidelines may be improved and tailored for such companies. An explanatory mixed-methods empirical approach is adopted with a structured questionnaire being first administered to 17 respondents in 12 PICs owned by different families. This was then followed by semi-structured interviews with the representatives of 11 of these PICs. Findings indicate that there is a need for the existing guidelines to be improved for them to become more in line with the needs of PICs which are characterised by dominant family interests. In this respect, this paper recommends possible principles and guidelines that may be used by the relevant authorities either to improve the existing PIC guidelines or to issue a new set of guidelines aimed specifically for family PICs. Given the peculiarities of such companies, it is clear that the guidelines have to contain elements that address the CG structure, such as the need to formally document a family governance plan. Clearer guidance is needed on the appointment and composition of the Board of Directors, on the employment, conduct, compensation and performance evaluation of managers, as well as on the composition of the ownership of family PICs. Additionally, the paper concludes that a relevant factor for family PICs in carrying out improvements to their CG is that they continue to place more importance than other PICs to their continued existence.

scholarly journals The Development Model of Human Resources at Islamic Universities in Aceh

2021 ◽  
Vol 9 (1) ◽  
pp. 103
Author(s):  
Danial Danial ◽  
Nur Sari Dewi ◽  
Kafrawi Kafrawi
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Individual Development ◽  
Development Model ◽  
Flexible Work ◽  
Work Arrangements ◽  
And Performance

This study aimed to explain the development of the Human Resources model at IAIN Lhokseumawe in particular and Islamic Universities in general. The results showed that Human Resource Development at IAIN Lhokseumawe had focused on factors of trust, emotional ties, power relations, and career cycles. However, it had no discipline, did not have a platform that was designed and integrated, did not utilize the spirit of religion and culture as strong energy for the development of human resources. Therefore, IAIN Lhokseumawe is in a need of a comprehensive and futuristic human resource development model. This model was built based on HRD factors, HRD aspects, HRD methods, and HRD strategies/steps. HRD factors were emphasized on the platform designed, the work balance between employees, discipline, and the utilization of the potential of cultural plurality and Islamic spirit as an intrinsic power of human resource development. The development was carried out in an integrated and parallel way between individual development, career, organization, and performance management through flexible work arrangements, knowledge sharing, and the adoption of innovative technologies in a sustainable and strong leadership system.

scholarly journals The role of organizational commitment and trust on performance management and the implications for the lecturers� performance

2015 ◽  
Vol 18 (3) ◽  
pp. 391 ◽  
Author(s):  
Anuar Sanusi
Keyword(s):  
Higher Education ◽  
Organizational Commitment ◽  
Human Resources ◽  
Path Analysis ◽  
Performance Management ◽  
Private Higher Education ◽  
Human Resources Development ◽  
And Performance ◽  
Region Ii

The aim of this research is to examine and analyze the effect of the commitment, trust, and performance management on lecturers performance. It used a survey on 240 respondents of universities selected randomly. Data were analyzed by using path analysis. It shows that that employees trust is affected directly commitment as well as performance management. Performance is affected directly by commitment, and trust as well as employees performance management. Based on those findings it can be concluded that any concern toward, commitment, trust, and employees per-formance management of Private Higher Education in the Kopertis southern Suma-tera region II have an effect on performance employees. Therefore, commitment, and trust, and employees performance management should be put into strategic plan-ning of human resources development in increasing the performance employees of Private Higher Education in the Kopertis southern Sumatera region II, however other variables are necessary to be taken into account properly.

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. 

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