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.

Influence of Job Relevance, Output Quality, Task Technology Fit, and Privacy Concerns on Human Resources Information Systems Usage

2009 ◽  
pp. 525-531
Author(s):  
Eric Deakins
Keyword(s):  
Information Systems ◽  
Human Resources ◽  
Technology Acceptance ◽  
Human Resources Management ◽  
Strategic Human Resources ◽  
Human Resources Information Systems ◽  
Strategic Human Resources Management ◽  
Human Resources Managers ◽  
Self Service ◽  
Acceptance Model

Since the late 1990s, human resources information systems (HRIS) that exploit inexpensive browser technology have been implemented by companies and public sector organizations alike due to the perceived benefits of such self-service systems, which include: added convenience for employees, simplified approval processes, reduced administration costs, and more time for strategic human resources management (HRM) activities (e.g., Zampetti and Adamson, 2001). Yet despite their growing pervasiveness, it is common that the e-HRM is underused by employees in many organizations (Gevity, 2005). The purpose of this article is to offer insights that will help system developers and human resources managers to design and introduce user-accepted e-HRM systems. The remainder of this article is organized as follows: Following a review of information technology usage behavior, an augmented technology acceptance model suitable for studying e-HRM use is proposed. An empirical study of e-HRM user behavior is then presented and the findings discussed. The article concludes with future trends, implications for academics and practitioners, and study limitations.

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 Challenges and priorities in talent management during the global pandemic caused by COVID-19

2021 ◽  
Vol 5 (2) ◽  
pp. 94-103
Author(s):  
Luba Tomcikova ◽  
Nella Svetozarovova ◽  
Jana Coculova
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Slovak Republic ◽  
Selection Process ◽  
Talent Management ◽  
The Past ◽  
Significant Relationships ◽  
Global Pandemic ◽  
Human Resources Managers ◽  
Recruitment And Selection

The paper deals with the talent management issue as one of the effective human resource management practices during the global pandemic caused by COVID-19 and points to the main challenges and priorities in the research area. Talent management has undergone a dynamic development in recent years. It has recently become a frequently discussed concept among business and academics alike and one of the priorities of the modern management of all companies. The paper also presents the results of research carried out on a sample of 137 human resources managers. Respondents who participated in the questionnaire survey are human resources managers in companies operating in the Slovak Republic at national and international markets. Data were collected using the online questionnaire. For the research, two research hypotheses were established. The hypotheses aimed to determine whether there are statistically significant relationships between the scale of talent recruitment and selection process over the past year; the change in the management and organizational style of the company during the COVID-19 pandemic; the existence of the statistically significant relationship between the budget allocated to talent management and headhunting practices over the last year. The hypotheses were verified using correlation analysis and the methods of inductive statistics. Testing the statistically significant relationships verified hypothesis H1. It confirmed the existence of statistically significant relationships between the scale of the talent recruitment and selection process over the past year and the change in management and organization of the company during the COVID-19 pandemic. The hypothesis H2 was rejected. It stated the absence of statistically significant relationships between the budget for talent management in the organization during the COVID-19 pandemic and the competition for qualified talent for the last year. The questionnaire survey results pointed how human resources managers in companies operating in the Slovak Republic perceive the situation associated with the current COVID-19 pandemic. The findings identified the pandemic impact on talent management and how human resources managers see human resource management's future and priorities.

scholarly journals ROTATIVIDADE: PERCEPÇÃO DOS COLABORADORES SOBRE AS CAUSAS DE DEMISSÃO VOLUNTÁRIA

2018 ◽  
Vol 7 (2) ◽  
pp. 110
Author(s):  
Keila Araújo de Lima ◽  
Gabrielle Silva Araújo ◽  
Antônio Roberto Xavier ◽  
Vitória Maria Serafim da Silva
Keyword(s):  
Content Analysis ◽  
Human Resources ◽  
Organizational Climate ◽  
Selection Process ◽  
Training And Development ◽  
Qualitative Approach ◽  
Analysis Technique ◽  
Recursos Humanos ◽  
Recruitment And Selection ◽  
The City

O desligamento de colaboradores pode gerar um alto custo com variáveis que poderiam ser evitadas, como: gasto com admissões e demissões, processo seletivo, contratação, treinamento e pagamento de encargos (BORGES E RAMOS, 2007). Além disso, a empresa pode sofrer por falta de mão-de-obra, não alcançar as metas de produção e gerar excesso de serviço para os demais funcionários. A partir dessa conjuntura se reconhece a importância de reter talentos para ser mais competitivo e evitar prejuízos. Em face ao exposto, se questiona: Qual a percepção dos colaboradores sobre as causas que os levaram à demissão voluntária na cidade de Sobral - Ceará? Para a resolução desta questão, tem-se como objetivo geral: analisar a percepção dos colaboradores sobre as causas que implicam na demissão voluntária em Sobral-Ceará. A pesquisa possui natureza descritiva, de abordagem qualitativa. Para coleta de dados, realizou-se entrevista aberta semiestruturada. Participaram da entrevista quatro ex-colaboradores de empresas sobralenses, denominados: E1 (ex-supervisor de manutenção), E2 (ex-analista de RH), E3 (ex-assistente de RH) e E4 (ex-analista de RH). Para o tratamento usou-se a técnica de análise de conteúdo, considerando as categorias: Recrutamento e Seleção, Treinamento e Desenvolvimento, Gestão Inapropriada de Recursos Humanos, Clima Organizacional e Concorrência. O estudo mostrou-se importante para entender os motivos que refletem no desligamento voluntário, como também, em quais pontos as empresas sobralenses devem rever seu desempenho. ROTATIVITY: COLLABORATORS 'PERCEPTION OF THE CAUSES OF VOLUNTARY RESIGNATION ABSTRACT The dismissal of employees can generate a high cost with variables that could be avoided, such as: expenses with admissions and dismissals, selection process, contracting, training and payment of charges (BORGES AND RAMOS, 2007). In addition, the company may suffer from lack of labor, fail to meet production targets and generate excess service for other employees. From this juncture it is recognized the importance of retaining talent to be more competitive and avoid losses. In view of the above, it is questioned: What is the perception of employees about the causes that led them to voluntary dismissal in the city of Sobral - Ceará? To solve this question, the general objective is to analyze the employees' perception of the causes that imply voluntary dismissal in Sobral-Ceará. The research is descriptive in nature, with a qualitative approach. For data collection, a semi-structured open interview was conducted. Four ex-employees from Sobral companies, E1 (former maintenance supervisor), E2 (former HR analyst), E3 (former HR assistant) and E4 (former HR analyst) participated in the interview. For the treatment, the content analysis technique was used, considering the categories: Recruitment and Selection, Training and Development, Inappropriate Management of Human Resources, Organizational Climate and Competition. The study was important to understand the reasons that reflect on voluntary disengagement, but also, at what points should Sobral companies review their performance.

Emerging union–management partnership in Chilean firms: particularities and limitations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Francisca Gutiérrez Crocco ◽  
Angel Martin Caballero
Keyword(s):  
Human Resources ◽  
Trade Unions ◽  
Human Resources Management ◽  
Management Strategies ◽  
Line Managers ◽  
Content Type ◽  
Cultural Variables ◽  
Management Perspective ◽  
Human Resources Managers

PurposeThe article explains why some Chilean companies have implemented a partnership strategy with trade unions, in a national context broadly described as unfavorable to such approach. Moreover, it discusses the shape and limits of this strategy.Design/methodology/approachThe argument draws on a case study conducted between 2016 and 2018 in three large companies. Human resources managers, line managers and union officers were interviewed in each of these companies, and internal and administrative documentation were analyzed.FindingsThe article demonstrates that the management’s partnership strategy in the studied companies has emerged to contain the union revitalization. Additionally, it suggests this strategy has not favored trust-based relationships that guarantee long-term mutual gains for employees and companies. The article identifies some factors that explain this situation: the regulation, the economic uncertainty and the absence of a pluralist management perspective.Originality/valueThe article has the value of providing empirical evidence on union–management partnership, a topic that has gained strategic importance for large Chilean companies but remains unexplored in the mainstream the human resources management literature. The article also contributes to underscore the theoretical relevance of political and cultural variables in explaining management strategies and their results.

The Influence of Leadership on Employee Retention in Tanzania Commercial Banks

2018 ◽  
Vol 8 (2) ◽  
pp. 274 ◽  
Author(s):  
Kelvin M Mwita ◽  
Eliza Mwakasangula ◽  
Oscar Tefurukwa
Keyword(s):  
Commercial Banks ◽  
Employee Retention ◽  
Linear Regression Analysis ◽  
Leadership Skills ◽  
Working Hours ◽  
Training And Development ◽  
Working Environment ◽  
Bank Managers ◽  
Recruitment And Selection ◽  
Management Functions

Leadership is one of important aspects in any form of activity that involves people. Leadership may make employees either stay or leave the organisation hence it becomes one of factors that influence employee retention. Organisations spend and invest a lot in their employees and this starts from recruitment and selection, training and development, compensation and other Human Resource Management functions. This entails that letting an employee leave your organisation is a costly decision one can ever make. Various studies done in Tanzania have been investigating employee retention by associating it with other factors such as salaries, working hours, training and development, working environment and promotion among others. This study examined the link between leadership and employee retention. The study used Akiba Commercial Bank (Buguruni Branch) and Tanzania Postal Bank (Morogoro Branch) as the study cases and data were collected using questionnaires. Linear regression analysis was employed to examine the relationship between the variables. It was found that there is significant linear relationship between leadership and employee retention in Tanzania commercial banks. The study recommends provision of training to bank managers and supervisors on leadership skills since managing and leading go hand in hand. It further reminds managers and supervisors to seek for feedback from their subordinates on how they perceive leadership styles used in respective banks and make improvements before the employees decide to leave.

People in Clubs

2018 ◽  
Author(s):  
Clayton Barrows ◽  
Michael Robinson
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Human Resources Management ◽  
Health And Safety ◽  
Training And Development ◽  
Employee Health ◽  
Hospitality Organizations ◽  
Range Of Functions ◽  
Salary Determination ◽  
Day To Day Operations

In this chapter, we will look at some of the functions of Human Resources Management (HRM) in private clubs. Human resource management encompasses the range of functions which impact employees from recruiting and hiring, to the structure of jobs, to training and development, to performance evaluations and rewards. It also includes administration of employee benefits, salary determination, promotions and transfers, and looking after employee health and safety. And more! It is not the intent of this chapter to provide a comprehensive HRM primer, but rather to provide a snapshot of HRM practices that managers and clubs find useful in day-to-day operations. First, though, we will examine how the management of human resources in clubs is different than it is in other types of hospitality organizations.

scholarly journals A profile of the industrial psychologist in South Africa

1993 ◽  
Vol 19 (2) ◽  
Author(s):  
C. M. Tustin
Keyword(s):  
South Africa ◽  
Private Sector ◽  
Performance Appraisal ◽  
Response Rate ◽  
Training And Development ◽  
State Universities ◽  
Specific Work ◽  
Development Organisation ◽  
Research Organisations ◽  
Recruitment And Selection

This article sketches a profile of the industrial psychologist in South Africa based on a sample of 255 registered industrial psychologists, representing a response rate of 49,52 percent. The results indicate that while most respondents are employed in the private sector, other institutions such as the state/semi-state, universities, technikons and research organisations are also fairly well represented. Regarding the specific work which they do, industrial psychologists in this country are primarily involved with the "traditional" areas of training and development, career development, organisation planning and development, performance appraisal, and recruitment and selection. Opsomming Hierdie artikel skets 'n profiel van die bedryfsielkundige in Suid-Afrika gebaseer op 'n steekproef van 255 geregi-streerde bedryfsielkundiges wat 'n responskoers van 49,52 persent verteenwoordig. Alhoewel die meeste respondente in die private sektor werk, dui die resultate aan dat instellings soos die staat/semi-staat, universiteite, technikons en navorsingsinstansies ook taamlik goed verteenwoordig is. Wat betref die spesifieke werk wat bedryfsielkundiges in hierdie land doen, is hulle primer by die "tradisionele" areas van opieiding en ontwikkeling, loopbaanontwikkeling, organisasiebeplanning en -ontwikkeling, prestasiebeoordeling, en werwing en keuring betrokke.

A Critical Analysis of Pakistan International Airline's Human Resource Management Practices

2021 ◽  
pp. 37-44
Author(s):  
Tansif Ur Rehman ◽  
Rehmat Khatoon
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Management Practices ◽  
Human Resources Management ◽  
Negative Relationship ◽  
Training And Development ◽  
Primary Data ◽  
Resources Management ◽  
Recruitment And Selection ◽  
And Training

Many human resource (HR) practices are ineffective in many state-owned firms because they are not implemented as they should be. Pakistan International Airlines (PIA) is a semi-government organization. The dilemma lies in the fact that PIA's human resources management practices are responsible for its downfall. This research aims to examine PIA's human resources management practices, mainly recruitment and selection, compensation and benefts, and training and development. Primary data was collected through questionnaires from 96 employees of the head offce in Karachi (Pakistan). F-test was used to check the overall relationship of PIA performance (fnancial and non-fnancial) with recruitment and selection, compensation and benefts, and training and development practices at PIA. The fndings revealed that from PIA employees' perception, there is a positive relationship between PIA training and development practices with the performance of PIA (fnancial and non-fnancial). In contrast, there is a negative relationship between recruitment and selection and compensation and benefts practices of PIA with PIA's performance (fnancial and nonfnancial). Moreover, this study recommends that PIA decrease its recruitment and selection practices and compensation and benefts practices to increase its performance (fnancial and non-fnancial). PIA should focus more on its training and development practices of existing employees to enhance its performance (fnancial and non-fnancial aspects).

Typology and Characteristics of Worker’s Employment Behavior

2017 ◽  
Vol 6 (4) ◽  
pp. 5-9
Author(s):  
Нина Шаталова ◽  
Nina Shatalova
Keyword(s):  
Human Resources ◽  
Theoretical Basis ◽  
Diagnostic Testing ◽  
Social Technology ◽  
Line Managers ◽  
Proper Understanding ◽  
Human Resources Managers ◽  
Categorical Framework ◽  
Behavior Description ◽  
Type Of Behavior

This article considers the main categorical framework of worker’s employment behavior description. It shows the essence of employment behavior and its main types: institutional — non-institutional; professional — unprofessional; creative — performing; conventional — initiative; constructive — deconstructive behavior; preservative behavior; motivators of employment behavior; comparison as employment behavior’s motivator. Specific features of entrepreneurial behavior and conditions for its success are indicated in the article. Each type of behavior is accompanied by comprehensive interpretation for its proper understanding. The article can be useful for line managers, human resources managers, students and postgraduates, studying the issues of modern management and social problems of workers’ employment behavior as a theoretical basis for the development of social technology for managing employees’ behavior: diagnostic testing, evaluation and optimization.

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