scholarly journals Human Resource Development Practices and Job Performance of Academic Staff: A Case of Mbarara University of Science and Technology in South Western Uganda

2021 ◽  
Vol 2 (Issue 1 (January to March 2021)) ◽  
pp. 41-51
Author(s):  
Judith Arinaitwe ◽  
Enock Barigye ◽  
Basil Tibanyendera
Keyword(s):  
Job Performance ◽  
Performance Appraisal ◽  
Human Resource Development ◽  
Human Resource ◽  
Significant Influence ◽  
Quantitative Methods ◽  
Academic Staff ◽  
Science And Technology ◽  
Resource Development ◽  
The University

This study investigated the relationship between human resource development practices and job performance of academic staff at Mbarara University of Science and Technology. The human resource development practices in relation to job performance of academic staff were performance appraisal, training and promotion. The study used the correlational research design on a sample of 150 respondents with data collected using a questionnaire survey. Data were analysed using quantitative methods. Descriptive results revealed that performance of academic staff was high. The implementation of performance appraisal was fair (moderate). Regression results showed that training and promotion had positive and significant influence on job performance of academic staff. Nevertheless, the influence of performance appraisal on job performance of academic staff was not significant. Therefore, it was concluded that the implementation of performance appraisal was weak to have a significant influence on performance of academic staff. Training was essential for performance of academic staff in the university and promotion was a prerequisite for performance of academic staff. Hence, it was recommended that human resource director and administrators in the university should strengthen the implementation of performance appraisal, training should be prioritized to enhance performance of academic staff in the university and promotion should be given significant priority to promote performance of academic staff.

scholarly journals The effectiveness of talent management strategies in the development of human resources teaching from the point of view of the leaders and members of the faculty of Taibah University

2019 ◽  
Vol 3 (15) ◽  
Author(s):  
Badrya Abdullah Al-Skran
Keyword(s):  
Professional Development ◽  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Management Strategies ◽  
Resource Development ◽  
Talent Management ◽  
Point Of View ◽  
The University ◽  
Open Question

The study aimed to identify the effectiveness of talent management strategies in human resource development at the University of Taibah, And to develop the necessary scientific solutions and recommendations, which can contribute to enhancing the effectiveness of talent management strategies in human resource development. Using the descriptive approach, study sample consisted of 67 leader, the leader of the 95 representing the entire community of the original study, and88member of the faculty members out of 365. The study relied on questionnaire tool, included thirty-eight parts, distributed over four axes, polarization, the discovery, the professional development, and the retention. In addition to an open question. The study found a range of results, which are; The general grade of the effectiveness of talent management strategies in human resources development at the University of Taibah from the perspective of leaders and members of the faculty average, is a mean 3.13.The polarization strategy is the most effective in the talent management in the development of human resources at the University of Taibah, a mean 3.35. The second was professional development with an average (3.17) and third discovery with an average of (3.09) The retention strategy came to be the least strategy in the talent management effectiveness in human resource development at the University of Taibah, a mean 2.93.In light of the results , a number of recommendations and suggestions.

scholarly journals Gender Mainstreaming Strategies and Human Resource Development Practices at University Level

2020 ◽  
pp. 192-206
Author(s):  
Ashfaque Ahmad Shah ◽  
Uzma Shahzadi ◽  
Zunaira Fatima Syeda ◽  
Ateeqa Mehmood
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Sampling Technique ◽  
Resource Development ◽  
Gender Mainstreaming ◽  
Local Context ◽  
International Labor Organization ◽  
Equal Pay ◽  
University Level ◽  
The University

Organizations have adopted numerous mechanisms to increase the participation of women in top management. For the purpose, organizations are adopting gender mainstreaming strategies (GEMS) for gender equality as an important aspect of human resource development (HRD) practices. The present quantitative survey was to explore the perception of employees about gender mainstreaming strategies reflected through human resource practices at the university level. The population of the study was all regular teachers of the University of Sargodha. In the wake of limited resources of time and finance, a convenient sampling technique was used to select a sample of 200 teachers (35% of the population). The study adopted a standardized research instrument of an international labor organization (ILO) of the United Nations (UN) to assess GEMS and HRD practices at university. Descriptive and inferential statistics were applied using SPSS version 23. No gender difference was found in (1) Gender Balance and Equal Pay, (2) job description and terms of reference, (3) Recruitment Procedures, and (4) staff appraisals. Specificity in taking one university was the strength of this study which was the main limitation (besides convenient sampling) to generalize its findings. It implied greater awareness among the stakeholder in order to enhance the quality of the learning organization i. e. university. It was the first-ever study at the university level in the local context. This study recommended that the university administration should have better awareness and understanding of GEMS for recruitment and their ensuing work assignments.

scholarly journals PENGARUH MODEL KEPEMIMPINAN DAN MANAJEMEN TERHADAP KINERJA PERPUSTAKAAN PERGURUAN TINGGI NEGERI DAERAH ISTIMEWA YOGYAKARTA

2015 ◽  
Vol 1 (2) ◽  
Author(s):  
Lasa HS ◽  
Yeremias T. Keban ◽  
Ratminto Ratminto
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Academic Staff ◽  
Resource Development ◽  
Teaching Staff ◽  
Managerial Style ◽  
Library Management ◽  
Limited Knowledge ◽  
Staff Performance ◽  
Library Leadership

The leadership and managerial style of librarians are influential to staff performance, job satisfication, understanding of vision and mission of the library and human resource development. The leadership and managerial style of teaching staff are influential to job satisfication, overall libraty planning, and the understanding of vision aand mission of the library. Double position (chief of university library and academic staff) causes inefficiency an ineffectiveness due to limited knowledge on librarianship and management. Keywords : Library Management; Library Leadership

scholarly journals Pengembangan Sumberdaya Manusia Berbasis Kompetensi di Kantor Pemerintah Kota Bandar Lampung

2015 ◽  
Vol 31 (1) ◽  
pp. 1
Author(s):  
Nur Efendi
Keyword(s):  
Performance Appraisal ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Learning And Development ◽  
Culture Of Learning ◽  
Competency Based ◽  
Key Variables ◽  
Low Culture ◽  
The City

Competence is one of the key variables that determine the performance of an employee. This study aims to provide an overview of competency-based human resource development in the Office of the City of Bandar Lampung. The method used is descriptive with inductive approach. Data collection is done by observation, interviews, and documentation. The data were analyzed qualitatively namely through data reduction, data presentation, and conclusions. The results showed that the competency-based human resource development in the Office of the City of Bandar Lampung not achieve optimal results. This is shown by the results of performance appraisal that does not reflect the actual achievement of an employee. Factors that cause less successful efforts of competency-based human resource development is due to the low culture of learning and development practices that do not associate the results of planning activities, training, assessment, and job-oriented competence development 

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