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.

scholarly journals The Effect of Selected Human Resource Management Practices on Employees' Job Satisfaction in Ethiopian Public Banks

2015 ◽  
Vol 5 (1) ◽  
pp. 1-16 ◽  
Author(s):  
Amare Werku Ijigu
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Training And Development ◽  
Strong Positive Correlation ◽  
Positive Correlation ◽  
Hrm Practices ◽  
Compensation Package ◽  
Employees Satisfaction ◽  
Public Banks ◽  
Recruitment And Selection

Most of the research has been conducted in the job satisfaction of employees’ on employees job related outcomes but there is little well comprehensive research done that shows  the influence of HRM practices on the satisfaction of employees towards a job.This study is correlational type of research design which is aimed to describe or ascertain if there are significant associations between selected HRM practices and employees’ job satisfaction.In addition to Correlation and Regression, Descriptive statistics, frequencies and percentages were utilized to analyze the data. Interpretation is made on the mean, frequency, and percentage of the data and summarized by bar graphs and pie charts.The study result has implied that recruitment and selection is found to have moderate but positive correlation with employees’ job satisfaction and the remaining, training and development, performance appraisal and compensation package found to have strong positive correlation with employees’ job satisfaction. Moreover, the regression result shows that recruitment and selection, training and development, performance appraisal and compensation package have a significant positive impact on job satisfaction.Each HRM practices in the banks should be a source for employees’ satisfaction and then employees will be loyal and willing to stay in those organizations (Banks) because, employees’ satisfaction on the job will reduce absenteeism and turn over intentions in public banks.

scholarly journals The mediating effect of organizational climate on the relationship between HRM practices and HR outcomes in the Libyan public sector

2017 ◽  
Vol 36 (5) ◽  
pp. 626-643 ◽  
Author(s):  
Fathi Mohamed Al Damoe ◽  
Kamal Hamid ◽  
Mohmad Sharif
Keyword(s):  
Organizational Climate ◽  
Organizational Performance ◽  
Performance Appraisal ◽  
Training And Development ◽  
Mediating Effect ◽  
Content Type ◽  
Hrm Practices ◽  
Recruitment And Selection ◽  
The Relationship ◽  
And Training

Purpose Despite the fact that previous studies have identified a possible mediator (organizational climate) in the HRM practices-HR outcomes link, the role of organizational climate as a mediator has, however, not been accorded the respect it deserves in the HRM practices-HR outcomes relationship. Moreover, studies on organizational climate are still scarce and have often focused on western organizations. The purpose of this paper, among others, is to examine the direct effect of HRM practices on the HR outcomes within the context of Libyan organizations. It further investigates whether organizational climate mediates the influence of HRM practices on the HR outcomes within the context of Libyan organizations. Design/methodology/approach This paper uses multiple regression analysis on a sample of Libyan organizations. Findings Regarding the findings, first, the paper finds that organizations that adopt HRM practices, such as performance appraisal, compensation and rewards and HR planning achieve significant HR outcomes. The finding also indicates that recruitment and selection and training and development are not good predictors of HR outcomes in the organization. Finally, the study reveals that the influence of HRM practice dimensions such as performance appraisal, compensation and reward and HRP on organizational performance is mediated by the presence of organizational climate; on the other hand, organizational climate fails to mediate the influence of both recruitment and selection and training and development on the HR outcomes. This study suggests that not all HRM practices are influenced by organizational climate of the organizations in Libya, and this may be due to the present environmental situation in Libya. Originality/value The study is deemed as an initial attempt to investigate the mediating effect of organizational climate on the relationship between HRM practices and HR outcomes in the Libyan public organizations. This finding acts as a springboard for further research and a wake-up call to the organizations in Libya to evaluate the importance of organizational climate in achieving HR outcomes in a volatile environment.

scholarly journals The Influence of Human Resource Practices on Job Satisfaction: Empirical Investigation of Jordan Hotels

2018 ◽  
Vol 8 (4) ◽  
pp. 136
Author(s):  
Daifallah Olaimat
Keyword(s):  
Job Satisfaction ◽  
Performance Appraisal ◽  
Human Resource ◽  
Empirical Investigation ◽  
Hotel Industry ◽  
Employee Participation ◽  
Training And Development ◽  
Positive Influence ◽  
Human Resource Practices ◽  
Recruitment And Selection

The present study examined the influence human resource practices on job satisfaction in the context of hotel industry in Jordan. The present study used five human resource practices such as recruitment and selection, performance appraisal, training and development, compensation, and employee participation. A total of 120 responses from 8 hotels were collected and analyzed objectively. Multiple regression was used to test the hypotheses. Results showed that all practices of human resource (i.e. recruitment and selection, performance appraisal, training and development, compensation, and employee participation) had positive influence on job satisfaction.

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 PENGARUH REKRUTMEN DAN SELEKSI, PELATIHAN DAN PENGEMBANGAN, PENILAIAN KINERJA, DAN KOMPENSASI TERHADAP KINERJA ORGANISASI

2018 ◽  
Vol 19 (2) ◽  
pp. 229-242
Author(s):  
ASTRIE SEPTININGTYAS ◽  
NURWANTI NURWANTI
Keyword(s):  
Organizational Performance ◽  
Performance Appraisal ◽  
Management Practice ◽  
Sampling Technique ◽  
Training And Development ◽  
Positive Influence ◽  
Primary Data ◽  
Permanent Employees ◽  
Recruitment And Selection ◽  
Staff Level

The purpose from this research is to determine how to influence human resource management practice such as recruitment and selection, training and development, performance appraisal, and compensation to organizational per-formance. The methods which is used on the research is descriptive and casuality. Respondents who in volved in this study is permanent employees with staff level who work for Hoka-Hoka Bento in all branches Bekasi as much as 160 people. This research used saturated sampling technique. The data was obtained from primary data which has been collected through questionnaires with likert scale. The methods of data analys is on this research are simple regression and multiple regression. The result soft his research are variable of recruitment and selection, training and development, performance appraisal, and compensation have positive influence to organizational performance individually. Recruitment and selection is variable that have the most significant impact on organizational performance.

scholarly journals Achieving Organizational Commitment through HRM Practices: The Ghanaian Banking Sector Experience

2018 ◽  
Vol 13 (5) ◽  
pp. 171
Author(s):  
Rosemary Boateng Coffie ◽  
Kofi Agyenim Boateng ◽  
Frank Coffie
Keyword(s):  
Organizational Commitment ◽  
Information Sharing ◽  
Performance Appraisal ◽  
Banking Sector ◽  
Training And Development ◽  
Continuance Commitment ◽  
Hrm Practices ◽  
Performance Based Pay ◽  
Recruitment And Selection ◽  
The Relationship

Organizational Commitment indicates the degree to which HRM practices are able to cultivate emotional connection between firms and employee goals.  This study sought to investigate the nature of the relationship between the implementation of HRM practices and organizational commitment in the banking industry in Ghana.  Employing the three component model of Allen and Meyer as the underlying theory of organizational commitment, the researchers examined the six HRM practices in five selected commercial banks in Ghana.  Adopting the quantitative method of research, a descriptive including a multiple regression analysis was used to analyze the existing relationship between the HRM practices and organizational commitment.  Findings from the study revealed that affective and normative forms of commitment were preferred to continuance forms of commitment. Again whilst respondent’s affective and normative commitment included performance based pay, communication and information sharing, training and development and rewards recognition, that of the continuance commitment also included communication, information sharing, recruitment and selection performance appraisal as well as rewards and recognition. The study concludes that there is a positive relationship between the implementation of HRM practices and organizational commitment. A further study is therefore suggested towards the conduct of a qualitative study in all banks in Ghana to consider the applicability of generalizability on the subject matter.

Effect of Diversity Management on Employees Organisational Commitment: A Study of Indian Organisations

2016 ◽  
Vol 5 (1) ◽  
Author(s):  
Subhash C. Kundu ◽  
Archana Mor
Keyword(s):  
Regression Analysis ◽  
Organizational Commitment ◽  
Performance Appraisal ◽  
Diversity Management ◽  
Potential Effect ◽  
Training And Development ◽  
Primary Data ◽  
Organisational Commitment ◽  
Senior Managers ◽  
Recruitment And Selection

The main objective of the study is to assess the potential effect of diversity management on employees commitment towards their organization. Primary data based on a sample of 400 respondents from 162 Indian organizations have been analyzed to test the stated hypothesis. Results of regression analysis revealed that implementing diversity management in the form of equality based HR practices i.e. recruitment and selection, training and development, performance appraisal, and compensation practices leads to increased organizational commitment among employees working in firms operating in India. The implications for HR practitioners, senior managers, and organizations are also discussed.

Linking Green Human Resource Management Practices to Environmental Performance in Hotel Industry

2018 ◽  
Vol 21 (3) ◽  
pp. 663-680 ◽  
Author(s):  
Yusmani Mohd Yusoff ◽  
Mehran Nejati ◽  
Daisy Mui Hung Kee ◽  
Azlan Amran
Keyword(s):  
Performance Appraisal ◽  
Human Resource ◽  
Environmental Performance ◽  
Hotel Industry ◽  
Environmental Issues ◽  
Training And Development ◽  
Hrm Practices ◽  
Recruitment And Selection ◽  
Green Human Resource Management ◽  
The Relationship

The hotel industry is growing rapidly in developing countries due to an increase in the tourism industry; however, on the other hand, the hotel industry is one of the sectors largely increasing the burden on the environment. Therefore, due to the massive number of environmental issues that hotel industry has encountered, there is an increasing force to pay a correct reaction to environmental issues and executing sustainable business practices such as the adoption of green human resource management (HRM) practices provide a win–win situation for the organization and its stakeholders. It, therefore, signals the need to examine how green HRM practices will enhance the environmental performance in the hotel industry. Grounded by resource-based view theory, this study utilized a research model examining the relationship between green HRM practices (green recruitment and selection, green training and development, green performance appraisal, and green compensation) and environmental performance in Malaysia’s hotel industry. Questionnaires were distributed to human resource (HR) managers/ executives in 3-, 4- and 5-star hotels in Malaysia. A total of 206 hotels participated in the study. The data collected were analysed using partial least squares structural equation modelling. Based on the analysis, the study revealed that green recruitment and selection, green training and development, and green compensation have a meaningful relationship with environmental performance, while green performance appraisal did not have a significant relationship with environmental performance. Our results extend previous research by not only highlighting the importance of green HRM practices in driving environmental performance but also indicating how each dimension of green HRM practices either enhances or inhibits environmental performance. This is the first empirical research that investigates the relationship between green HRM and environmental performance in the hotel industry literature.

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