scholarly journals Recruitment and Employee Training and Organisational Resilience in Kenyan Hotels

2021 ◽  
pp. 999-1012
Author(s):  
Peter Kibe Njunguna ◽  
Shem Maingi ◽  
Sisinio Kiria
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Reliability And Validity ◽  
Employee Training ◽  
Local Context ◽  
Organizational Resilience ◽  
Human Resource Management Practices

This study sought to determine the role of human resource management practices in developing organizational resilience in star-rated hotels within Nairobi County, Kenya. Specifically, the study sought to assess the role of recruitment and employee training in developing organizational resilience. An embedded mixed research design was adopted. The study targeted 121 managers in star-rated hotels within the Nairobi region obtained through stratification sampling where questionnaires and interviews were conducted. A pre-test was done to test the research instrument for reliability and validity. Regression analysis findings proved a positive and significant effect between, recruitment and selection, training and organization resilience. Correlation analysis findings established that there were moderate to strong relationships between the study variables. Overall, Analysis of Variance showed that selected human resource management practices had a significant role in developing hotels’ organizational resilience. The study brought perspective on the risks and ways of developing resilient frameworks to guarantee business resilience. The findings of this study may be useful in developing hospitality resilience models for a local context.

scholarly journals SHRM Practices Employee and Organizational Resilient Behavior: Implications for Open Innovation

2021 ◽  
Vol 7 (2) ◽  
pp. 159
Author(s):  
Khaliq Ur Rehman ◽  
Mário Nuno Mata ◽  
José Moleiro Martins ◽  
Sabita Mariam ◽  
João Xavier Rita ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Equation Modeling ◽  
Human Resource Management Practices ◽  
Resilient Behavior

The primary objective of this research is to investigate the role of strategic human resource management practices in developing resilient organizational behavior. This research aims to test the mediating function of individual resilient behavior between strategic human resources management practices and resilient organizational behavior. Data was collected from 780 managerial level employees working in small and medium Chinese enterprises in Hubei Province through a self-administrated questionnaire. The Smart partial least square structural equation modeling technique was used for data analysis. The analysis showed a significant positive relationship among SHRM practices, employee resilient behavior, and resilient organizational behavior. Results also show that employee resilient behavior partially mediates the relationship between SHRM practices and resilient organizational behavior. Individual resilient behavior is needed when an organization is in crisis, restructuring, transformation, turbulent, and unfavorable conditions. Without individual resilient behavior, it is difficult for an organization to be resilient. Therefore, strategic human resource management practices are essential to develop an employee’s resilience. This research contributed to the body of knowledge by bringing new concepts together. The main contribution was testing the role of individual resilient behavior between strategic human resource management practices and resilient organizational behavior.

Human Resource Management in Post-Bureaucratic Organizations

2017 ◽  
pp. 252-273
Author(s):  
Gabriele Gabrielli ◽  
Francesca Zaccaro
Keyword(s):  
Social Sciences ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Well Being ◽  
New Organizational Forms ◽  
Human Resource Management Practices ◽  
Bureaucratic Organizations

The topic of human resource management is considered to be one of the most ancient in the domain of social sciences and different issues have been widely addressed by the time. However, society and markets evolution and the rise of new organizational forms invite new problems, as well as new perspectives on how to manage people at work. This chapter will deal with how the role of HRM has evolved in post-bureaucratic organizations and what can be done to sustain different people's motivation and engagement. Post-bureaucratic organizations may require a new human resource philosophy and the reconsideration of human resource management practices in order to guarantee employees' well-being, dignity together with organizational success.

Friends or Foe?

2022 ◽  
pp. 1412-1435
Author(s):  
Rosalba Manna ◽  
Rocco Palumbo ◽  
Massimiliano Pellegrini
Keyword(s):  
Resource Management ◽  
Business Ethics ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Firms ◽  
Management Practices ◽  
Ethical Challenges ◽  
Human Resource Management Practices ◽  
Push Forward

Scholars have argued that business ethics is a crucial ingredient for the successful recipe of human resource management. However, little is known about the factors that trigger an organizational commitment towards the promotion of an ethical approach in crafting human resource management practices. This is especially true for family firms, whose ethical slant in devising human resource management practices has been under-researched. This chapter intends to push forward our knowledge in the field of business ethics investigating the role of familiness in determining ethically-rooted human resource management practices among small and medium-sized enterprises. More specifically, the authors investigated how awareness of business ethics issues and formalization of human resource management policies and practices affect the SMEs commitment to ethics. Family firms were found to be aware of the ethical challenges that characterize human resource management; however, no evidence was retrieved about the role of familiness in triggering an ethical commitment in managing human resources.

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