Trust and Engagement in a Downsizing Context: The Impact on Human Resource Managers

2013 ◽  
Author(s):  
Finian Buckley
Keyword(s):  
Human Resource ◽  
Human Resource Managers ◽  
Resource Managers ◽  
The Impact

Understanding the Use of Social Media for Employer Branding

2015 ◽  
pp. 46-72
Author(s):  
Maxim Viktor Wolf ◽  
Julian Mark Sims ◽  
Huadong Yang
Keyword(s):  
Social Media ◽  
Human Resource ◽  
Human Resource Managers ◽  
Employer Branding ◽  
System A ◽  
Resource Managers ◽  
Employer Brand ◽  
Communication Flow ◽  
Use Of Social Media ◽  
The Impact

Employer branding applies marketing tools to promote an organisation as an employer to current and potential employees. The importance of strategic alignment between parts of the business has been highlighted in literature: marketing and human resource activities are no exception. On the contrary, the alignment of customer brand and employer brand is equally important to marketers and human resource managers. This chapter frames the creation and communication of the employer brand as a “strong communication system”. A framework for assessment of the system's strength is introduced and a practical application of this framework is demonstrated in two case studies. The conflict between the traditional top-down one-way marketing communication flow and bottom-up bi-directional communication on social media is highlighted and the impact of this apparent conflict on the system strength is discussed. Social media appears to change the way in which employer brand is created, communicated and perceived and this chapter aims in aiding the understating of this changes.

Understanding the Use of Social Media for Employer Branding

2017 ◽  
pp. 1708-1736 ◽  
Author(s):  
Maxim Viktor Wolf ◽  
Julian Mark Sims ◽  
Huadong Yang
Keyword(s):  
Social Media ◽  
Human Resource ◽  
Human Resource Managers ◽  
Employer Branding ◽  
System A ◽  
Resource Managers ◽  
Employer Brand ◽  
Communication Flow ◽  
Use Of Social Media ◽  
The Impact

Employer branding applies marketing tools to promote an organisation as an employer to current and potential employees. The importance of strategic alignment between parts of the business has been highlighted in literature: marketing and human resource activities are no exception. On the contrary, the alignment of customer brand and employer brand is equally important to marketers and human resource managers. This chapter frames the creation and communication of the employer brand as a “strong communication system”. A framework for assessment of the system's strength is introduced and a practical application of this framework is demonstrated in two case studies. The conflict between the traditional top-down one-way marketing communication flow and bottom-up bi-directional communication on social media is highlighted and the impact of this apparent conflict on the system strength is discussed. Social media appears to change the way in which employer brand is created, communicated and perceived and this chapter aims in aiding the understating of this changes.

Getting nowhere, going elsewhere: the impact of perceived career compromises on turnover intentions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dirk De Clercq
Keyword(s):  
Human Resource ◽  
Turnover Intentions ◽  
Human Resource Managers ◽  
Personal Factors ◽  
Content Type ◽  
Career Compromise ◽  
Resource Managers ◽  
Conditional Effects ◽  
The Individual ◽  
The Impact

PurposeThe purpose of this article is to investigate the unexplored relationship between employees' perceptions that they have made compromises in their careers (i.e. perceived career compromise) and their turnover intentions, as well as how it might be moderated by two personal factors (materialism and idealism) and two contextual factors (abusive supervision and decision autonomy).Design/methodology/approachSurvey data were collected among employees who work in the education sector in Canada.FindingsEmployees' frustrations about unwanted career adjustments lead to an enhanced desire to leave their organization. This process is more likely among employees who are materialistic and suffer from verbally abusive leaders, but it is less likely among those who are idealistic and have more decision autonomy.Practical implicationsFor human resource managers, these results provide novel insights into the individual and contextual circumstances in which frustrations about having to compromise career goals may escalate into the risk that valuable employees quit.Originality/valueThis study contributes to human resource management research by detailing the conditional effects of a hitherto overlooked determinant of employees' turnover intentions, namely, their beliefs about a discrepancy between their current career situation and their personal aspirations.

scholarly journals Efficacy of E-recruitment Practices on Employee Retention in Multinational Corporations

2019 ◽  
Vol 16 (1) ◽  
pp. 161-171
Author(s):  
Solomon Akpoviroro Kowo ◽  
Olusegun Adeleke ObaAdenuga ◽  
Olalekan owotutu Sabitu
Keyword(s):  
Multinational Corporations ◽  
Human Resource ◽  
Employee Retention ◽  
Human Resource Managers ◽  
Corporate Websites ◽  
Recruitment Practices ◽  
Resource Managers ◽  
The Social ◽  
The Impact ◽  
The Relationship

Abstract Research Purpose. The human resource function of firms is faced with the challenges of identifying recruitment practices that contribute to employee retention as a recruitment outcome. The aim of the study was to examine the relationship between E-recruitment practices and employee retention of multinational corporations (MNCs) in Nigeria. Design/Methodology/Approach. Two research questions were posed for the study and two hypotheses formulated in line with the objectives. Questionnaires were administered to the selected population of the Unilever Nigeria Plc. Corporate websites and commercial websites sites were the E-recruitment practices used to analysed their influence on employee retention. The data were analysed using manual and electronic based methods through the data preparation grid and statistical package for the social science, (SPSS). The study made use of statistical tools such as regression analysis in testing hypothesis and analysis of variance (ANOVA), which helped in the interpretation of results. Findings The research use analysis to estimate trends that corporate websites and commercial websites were significant in explaining employee retention. The results of this study confirm existing literature that argues for a positive relationship between the two variables. The results also portray that human resource managers should have an understanding of the relationship between E-recruitment practices and employee retention. Originality/Value/Practical implications. The study seeks to contribute to existing literature on E-recruitment practices and employee retention. The practical justification would be useful to human resource practitioners by making them aware of the current E-recruitment practices and the impact of its implementation to a firm’s level of employee retention

Human Resource Managers and the Closed Shop: Individuals and Organizations in NSW

1994 ◽  
Vol 36 (4) ◽  
pp. 519-529 ◽  
Author(s):  
Peter McGraw ◽  
Ian Palmer
Keyword(s):  
Human Resource ◽  
Industrial Relations ◽  
Focus Of Attention ◽  
Organizational Practices ◽  
Human Resource Managers ◽  
Advantages And Disadvantages ◽  
Resource Managers ◽  
The Impact

The closed shop is once again a focus of attention as the result of several states introdctcing legislation that seeks to outlaw the practice. This is despite a number of academic studies that have suggested that managers have much to gain from the closed shop and are often active supporters of it. In this study the impact of the anti-closed shop provisions of the Industrial Relations Act, 1991 (NSW) are assessed by way of a survey that asked seventy human resource managers to indicate how the legislation had affected their organizations. The same managers were also asked about their personal views on the closed shop and any advantages and disadvantages they associated with the practice. The study concludes that, at the time of the survey, the impact of the legislation was limited and that 60 per cent of the surveyed organizations continued to operate closed shops as they did before the Act came into effect. This is despite the fact that the majority of managers had a strong personal antipathy to the closed shop and claimed to see few advantages in the practice. A number of possible explanations are put forward to explain the dissonance between individual views and organizational practices.

scholarly journals The impact of organizational climate on the competence-based on compensation

2007 ◽  
Vol 4 (1) ◽  
pp. 71-77
Author(s):  
Derly Jardim do Amaral ◽  
Andreza Heringer Venicio ◽  
Enido Fabiano de Ramos ◽  
Vanessa Scalise
Keyword(s):  
Organizational Climate ◽  
Human Resource ◽  
Human Resource Managers ◽  
Resource Managers ◽  
Compensation Systems ◽  
Quantitative Descriptive ◽  
The Impact ◽  
E Mail

This paper investigates the impact of the organizational climate on competence-based compensation systems. These  are  two  important  components that bring advantage both to person and to organization. In order to measure such impact, a research questionnaire was  developed  using a quantitative,  descriptive-statistical  and  exploratory method. It was elaborated using the seven dimensions  of  organizational  climate  as  stated by Kolb (apud SOUZA, 1978) and sent by e-mail to  Human  Resource  managers  of  33  Brazilian organizations  located  in  southeast  and  south. The  results sustain  that  65%  of  the researched professionals  confirmed  Kolb’s  dimensions, except  for  complacency (57.5%). Our research indicated the hypothesis that competence-based compensation  has  an  impact  on  organizational climate that cannot be rejected.

scholarly journals The impact of organizational culture on the employee intention to stay and the mediating role of remuneration

2020 ◽  
Vol 3 (4) ◽  
pp. 367-378
Author(s):  
Tran Thi Ai Cam
Keyword(s):  
Organizational Culture ◽  
Human Resource ◽  
Structural Model ◽  
Future Research ◽  
Human Resource Managers ◽  
Intention To Stay ◽  
Mediating Role ◽  
Resource Managers ◽  
The Impact

This study investigates the mediating role of remuneration in the impact of organizational culture (i.e. clan, adhocracy, hierarchy and market) on the intention to stay of employees in the information technology (IT) sector. The research model in this paper is developed from previous studies on organizational culture and human resource management. A survey was conducted between May and July 2017 on employees of 25 IT companies in Vietnam, yielding 600 valid responses. On this sample we use confirmative factor analysis and structural model for quantitative analysis. The results indicate that adhocracy culture and market culture have a significant and direct impact on employees’ intention to stay. Meanwhile, remuneration plays a mediating role in these relationships. On the contrary, the relationships between clan culture and hierarchy culture with intention to stay are not statistically significant. These results offer theoretical and practical contributions to human resource managers and references for future research.  

scholarly journals Human Resource Management in the Nigerian Construction Firms: Practices and Challenges

2017 ◽  
Vol 1 (2) ◽  
pp. 47-54
Author(s):  
Oko John Ameh ◽  
Emmanuel Itodo Daniel
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Sampling Technique ◽  
Human Resource Managers ◽  
Resource Managers ◽  
Recruitment And Selection ◽  
The Right ◽  
The Impact

Improvement of human resource management is critical to overall productivity and cost effectiveness in the construction industry. This study assesses the current human resource management practices in the Nigeria construction organisation and the challenges confronting it. Questionnaire survey was adopted using purposive sampling technique. Ninety eight human resource managers and construction professionals in two categories of construction organisations (client organisations involved in real estate development and contractor organisations) were sampled. The results reveal that prevailing recruitment practices are placement of the right staff in the right department for the achievement of company general goals, and screening of candidates for vacant positions. Most common training and development practices involve inducting, orienting and training newly recruited employee on software and use of tools, and assigning staff based on their skill and expertise.Provision of appropriate/modern working tools and equipment and provision of incentives and benefits to staff are prevailing motivation and labour union practices. The study further identified:competition for global mobile talents, labour turnover, recruiting the right person for a specific position, wages and compensation as some of the challenges facing HRM practice in Nigeria.The study concludes that recruitment and selection practices in the construction organisation are distinctly different from those of the manufacturing and banking industry and it centres on selection of skilled and technically competent personnel for organisation’s general goal.   The study recommends that future study should  assess the impact of the identified human resource practices on productivity and project performance.

scholarly journals The Impact of the Pandemic on Staff Work Schedules and Incentives on the Example of “Taxi Prius”

Economics ◽  
2021 ◽  
Vol 104 (3-5) ◽  
pp. 125-132
Author(s):  
Nino Omanadze Nino Omanadze
Keyword(s):  
Human Resource ◽  
Employee Involvement ◽  
Work Schedule ◽  
Human Resource Managers ◽  
Work Process ◽  
Schedule Model ◽  
Resource Managers ◽  
Pros And Cons ◽  
Work Model ◽  
The Impact

The article discusses the staff work schedule caused by the current pandemic and the impact of the incentive process on the example of Taxi Prius. It mentions what motivation is and what it does to increase the effectiveness of staff activities in general and in the organization in particular. The article outlines the pros and cons of the changed work schedule caused by the pandemic at Taxi Prius. It emphasizes the importance of constant communication with staff by the human resource managers during the modern challenge, listening to their opinions, appreciating the performance of employees, empathizing with them and ensuring employee involvement in the work process. Moreover, the paper presents the results of a survey of Taxi Prius employees, which showed that the preferred work schedule or work model for staff would be if managers would allow them to work remotely partially even after a pandemic or create a mixed work schedule model. This will increase the incentive for staff to do their job effectively. The article states that the coronavirus pandemic shattered the stereotype that a person could not work in an environment other than the office. There was also the possibility of having a flexible / mixed work schedule based on the interests of the organization and the specifics of the work. Keywords: the Pandemic, staff, work schedule, incentives.

Putting the “Management” Back in Human Resource Management: A Review and Agenda for Future Research

2019 ◽  
Vol 45 (6) ◽  
pp. 2387-2418 ◽  
Author(s):  
David S. Steffensen ◽  
B. Parker Ellen ◽  
Gang Wang ◽  
Gerald R. Ferris
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Boards Of Directors ◽  
Top Management Teams ◽  
Empirical Literature ◽  
Future Research ◽  
Human Resource Managers ◽  
Resource Managers ◽  
The Impact

Although much research has examined human resource management (HRM), managers’ roles in HRM seem to have been ancillary to this area of research. That is, HRM theory and research largely has advanced with a focus on policies, practices, systems, and their implementation and effectiveness, with less attention focused on the managers responsible for the design, adoption, enactment, and implementation of HRM strategy and practice. The purpose of this review is to examine extant research to determine the state of knowledge of the role of managers across organizational hierarchy in HRM. Thus, we review empirical literature for studies that include aspects of the impact lower-to-middle managers, human resource managers, top management teams, CEOs, and boards of directors have on HRM content, process, and outcomes. On the basis of the findings of this systematic, multilevel review, we discuss avenues for future research at each specific manager’s level, as well as general opportunities and challenges for research on managers’ roles in HRM across all hierarchical levels.

Sign in / Sign up

Export Citation Format

Share Document