scholarly journals Evaluation of the level of the usage of social instruments for human resource management: example of agro-processing enterprises of Ukraine

2021 ◽  
Vol 7 (4) ◽  
pp. 82-99
Author(s):  
Iryna Serniak ◽  
Oleh Serniak ◽  
Liliia Mykhailyshyn ◽  
Ruslan Skrynkovskyy ◽  
Serhii Kasian
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Evaluation Method ◽  
Work Force ◽  
Enterprise Management ◽  
Social Partnership ◽  
Life Planning ◽  
The Social ◽  
Hr Managers

Purpose. The purpose of the article is to suggest an evaluation method of the level of the usage of social instruments for human resource management by example of agro-processing enterprises of Ukraine. Methodology / approach. The research described in the article was carried out according to the method developed by the authors for evaluation of the level of the usage of social instruments for human resource management on the enterprise. This method is based on the self-evaluation of social instruments for human resource management by HR managers together with top managers of the enterprise, comparing these results with the desired indicators of development of each of the social instruments in accordance to strategic guidelines, and development of a Plan of actions on the development of social instrument for human resource management. Results. According to the results of authors’ method approbation of analysis of the level of the usage of social instruments for human resource management on the agro-processing enterprises of Ukraine it is established that the usage of social instruments of human resource management by these enterprises is estimated as average (41–58 points). The predominant social instruments for human resource management on the enterprises under investigation are the welfare of employees and working life, planning and development of employees’ career, efficiency management and conflict management. The low level of the usage of social instruments of employees’ participation in enterprise management, setting-up of effective social partnership, feedback, counseling and coaching reflect the out-of-date understanding of the staff as a work force rather than the most important resource. On the basis of the conducted analysis it was determined that unsystematic usage of social instruments for human resource management is observed at the enterprises of agro-processing industry of Ukraine. Neglecting of the social instruments as an important factor of formation of human resource of an enterprise and increasing its competitiveness reduces industrial and innovative development of an enterprise in general. Originality / scientific novelty. The methodical provisions for evaluation of the level of the usage of social instruments for human resource management on the enterprise are improved. For the first time the content of each social instruments of human resource management is offered and a total scale for evaluation of the level of the usage of social instruments for human resource management on the enterprise and the characteristics of each level are submitted. Practical value / implications. The proposed authors’ evaluation method of the level of the usage of social instruments for human resource management of the enterprise is successfully tested at the agro-processing enterprises of Ukraine and it demonstrates its viability and practical usefulness. The evaluation method is recommended for enterprise’s HRM services as a tool to evaluate the level of the usage of social instruments for human resource management.

scholarly journals RECENT HR PRACTICES: A TRANSITION TOWARDS ORGANISATIONAL TRANSFORMATION

2016 ◽  
Vol 4 (8) ◽  
pp. 18-31
Author(s):  
Ajit Kumar
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Force ◽  
Vital Role ◽  
Contingent Work ◽  
Global Alliance ◽  
Translation Services ◽  
Hr Managers ◽  
Corporate Downsizing

Today the world of work is rapidly shifting. Human Resource Management (HRM), as a part of organization, must be prepared to deal with effects of varying world of work. Thus, for the HR people it is all about comprehending the ramification of globalization, corporate downsizing, changing skill requirements, the contingent work force, work-force diversity, continuous improvement initiatives, decentralized work sites, re-engineering and employee involvement.  Companies today are having a global mix of the employees which requires understanding of the employees and their mindset as it is a tough task for HRD. Human Resource Management is a course of bringing people & organization together, so that the objectives of each other are met. The organizations in Indian are witnessing a change in systems, management cultures and philosophy due to the global alliance of Indian Organization. As globalization has been a challenging concern for the organization because IHRM (International Human Resource Management) has placed significant stress on number of functions & responsibilities, such as orientation, relocation, translation services to help employees adapt to new and different milieu outside their own country. Hence forth, the essential attention must be taken by HR Managers in devising procedures, maintaining the relationship, policies, motivational strategies, and stressing on value in administration. HR people need to do a lot of things in this regard. At the end HRD plays a vital role as a planner, initiator and executor in every organization. The paper thus discusses few emerging concepts, trends and practices of the HRM like tapping skills anytime & anywhere, managing people as a workforce of one, the rise of the extended workforce, HR driving the agile organization, reconfiguring the global talent landscape, workforce on demand, HR and people analytics, data driven and social media recruiting, HR technology solutions as enabler etc. The paper highlights on few of the most key HR initiatives and trends which the HRM function has to take care so as to make an organisation sustainable and gain success.

Reinventing Public Personnel Administration as Strategic Human Resource Management

1993 ◽  
Vol 22 (4) ◽  
pp. 565-578 ◽  
Author(s):  
Donald Klingner
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Force ◽  
Strategic Human Resource Management ◽  
Public And Private ◽  
Asset Development ◽  
Position Management ◽  
Personnel Administration

Strategic human resource management (SHRM) is an enhancement in the effectiveness of personnel management which has developed out of pressures for change in the way organizations manage human resources. It consists of common elements found in a variety of public and private employers: recognition that human resources are critical; a shift from position management to work and employees; more innovation; asset development and cost control; and a transition from EEO/AA compliance to work force diversity.

scholarly journals Importance of Human Resource Management in 21st Century: A Theoretical Perspective

2014 ◽  
Vol 3 (3) ◽  
pp. 87 ◽  
Author(s):  
Hassan Danial Aslam ◽  
Mehmood Aslam ◽  
Naeem Ali ◽  
Badar Habib
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
21St Century ◽  
Management Practice ◽  
Theoretical Perspective ◽  
Human Resource Managers ◽  
Management Discipline ◽  
Hr Managers

Human Resource Management discipline extracted its roots from organizational psychology discipline and proved to be an important practice for managing organizations. The role of this practice has emerged to be strategic with passage to time. Today the role of human resource management departments has become inevitable for 21st century modern businesses. This article focuses upon role of human resource management practice in 21st century. This theoretical paper is aiming the importance of human resource managers, HR practices and its influencing factors. In addition to that, this article also elaborates the upcoming challenges which are faced by 21st century HR managers. Author has conducted HR literature analysis in order to present emerging issues, challenges and practices of human resource management discipline in context of 21st century. 

Efektifitas Zakat Produktif Terhadap Pengentasan Tingkat Kemiskinan Studi Kasus BAZNAS Kabupaten Bengkalis

2020 ◽  
Vol 9 (1) ◽  
pp. 44-53
Author(s):  
Sri Wahyuningsih
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Social Status ◽  
Human Resource ◽  
Poverty Alleviation ◽  
Limited Knowledge ◽  
Descriptive Research ◽  
The Social ◽  
Poverty Levels ◽  
Targeting Accuracy

This research aims to determine how effective productive zakat is in alleviating poverty levels and targeting accuracy. Then to determine the effect of the empowerment of productive zakat on the recipient of productive zakat from the Bengkalis District National Amil Zakat Board. This research is quantitative and descriptive research. The results of this research found that the development of a business that has been carried out by 100 mustahik recipients of productive zakat has no effect on the social status of the recipient of zakat, this is due to the lack of intensive assistance and the limited knowledge and human resource management, as well as not being targeted in terms of distribution productive zakat. So that the effectiveness of productive zakat on the Bengkalis District National Amil Zakat Board does not significantly influence poverty alleviation.

scholarly journals Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers

2018 ◽  
Vol 10 (12) ◽  
pp. 4614 ◽  
Author(s):  
Macarena López-Fernández ◽  
Pedro M. Romero-Fernández ◽  
Ina Aust
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Commitment ◽  
Future Research ◽  
Socially Responsible ◽  
Line Managers ◽  
Hr Managers ◽  
Managerial Employees ◽  
Different Levels

The aim of this article is to contribute to understanding the importance of considering the effect of employees’ perceptions of Socially Responsible Human Resource Management (SR-HRM) on employee commitment. Results, applied to different levels of the organization (HR managers, line managers and employees) show, on one hand, that there is a relationship between a SR-HRM and employee commitment, and on the other hand, that employees’ perceptions have an influence on the extent to which these relationships are developed. HR managers and line managers perceived SR-HRM in a similar way and line managers and non-managerial employees generally did too. The frequency with which line managers disagree with employees’ perceptions about socially responsible practices was low. Suggestions for HRM practice and future research are provided.

Outdoor experiential training as a catalyst for success

2012 ◽  
Vol 2 (5) ◽  
pp. 1-7
Author(s):  
Alok Kumar Goel ◽  
Geeta Rana ◽  
Chitra Krishnan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Training ◽  
Subject Area ◽  
Socialization Process ◽  
Experiential Training ◽  
Content Type ◽  
Team Spirit ◽  
Hr Managers

Subject area Human resource management, Training and development, Competency development and team spirit. Study level/applicability The case is intended for MBA/PGDM level students as part of a human resource management curriculum. The case is more diagnostic in nature and should be discussed in the same spirit. The case is suitable for developing conceptual thinking and community orientation of professionals aspiring or pursuing a career in the area of human resource management. Case overview The case examines the imperatives behind Sterling Tools Limited (STL), a leading fasteners manufacturing Indian company's decision and strategy adopted to inculcate team spirit through outdoor experiential training (OET). The case explores in detail the process undertaken to execute the OET at STL. The case also briefly mentions the tangible benefits of OEL. The case is structured to enable readers to: understand the basic objectives of OET; understand the innovative approach adopted by STL; and understand how an organization responds to changes and challenges in the external environment. Expected learning outcomes This case is structured to enable students to: understand the meaning and significance of outdoor experiential training (OET); analyze the challenges faced by HR managers in modern day organizations; learn the conceptual framework and understand the principles of OET; examine the measures that can be taken by management to ensure a smooth induction and socialization process of employees; and understand the need of inculcating team spirit among employees. Supplementary materials Teaching notes are available.

scholarly journals Strengthening Network Ties through Mentoring of Alienated Personnel

2011 ◽  
Vol 26 (3) ◽  
pp. 53-67
Author(s):  
Ryu Sang Yub ◽  
Lee Soo Yong
Keyword(s):  
Social Network ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Public Employees ◽  
Control Groups ◽  
Network Ties ◽  
The Social ◽  
The Republic ◽  
The Impact

This study examines the social network aspects of mentoring in order to suggest ways to manage alienated public employees. It also explores the impact of mentoring that requires closer relationships between mentors and mentees to develop network ties. Networks of trust, respect, and friendship among soldiers in four barracks of the Republic of Korea Army (two experimental groups and two control groups) were measured using a social network survey. Alienated soldiers in the experimental groups were mentored by fellow soldiers with stronger ties, while no such mentoring was conducted in the control groups. After three months of mentoring, changes in network strengths were found among alienated soldiers in the experimental groups, while no significant changes were found among alienated soldiers in the control groups. This study is expected to contribute to human resource management by suggesting ways to strengthen the network ties of alienated personnel through mentoring.

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