Home, Work and Management in the Information Age

1997 ◽  
Vol 3 (1) ◽  
pp. 1-14 ◽  
Author(s):  
Peter Standen
Keyword(s):  
Middle Managers ◽  
Information Age ◽  
Human Resource Managers ◽  
Working At Home ◽  
Resource Managers ◽  
Home Work ◽  
Management Concept ◽  
Near Future ◽  
Organisational Cultures ◽  
At Home

AbstractAllowing employees to work at home for at least part of the week is a management concept said to be rapidly gaining popularity. There is evidence that employees working at home are more productive, satisfied and committed, and that homeworking allows organisations to reduce office overheads, recruit from a wider pool, and retain valued workers. This paper examines the spread of homeworking and its telecommunications-based variant teleworking in Australia. A survey of human resource managers in Western Australia shows that, while 28 percent of large organisations have homeworkers, they are generally few in number and permitted only on an informal basis. Factors inhibiting use of homeworking include a lack of awareness and support amongst senior and middle managers, concerns over issues such as security and occupational health, and unsupportive organisational cultures. It is concluded that, contrary to media reporting, home-working and teleworking are not likely to become widespread in Australia in the near future.

Home, Work and Management in the Information Age

1997 ◽  
Vol 3 (1) ◽  
pp. 1-14 ◽  
Author(s):  
Peter Standen
Keyword(s):  
Middle Managers ◽  
Information Age ◽  
Human Resource Managers ◽  
Working At Home ◽  
Resource Managers ◽  
Home Work ◽  
Management Concept ◽  
Near Future ◽  
Organisational Cultures ◽  
At Home

AbstractAllowing employees to work at home for at least part of the week is a management concept said to be rapidly gaining popularity. There is evidence that employees working at home are more productive, satisfied and committed, and that homeworking allows organisations to reduce office overheads, recruit from a wider pool, and retain valued workers. This paper examines the spread of homeworking and its telecommunications-based variant teleworking in Australia. A survey of human resource managers in Western Australia shows that, while 28 percent of large organisations have homeworkers, they are generally few in number and permitted only on an informal basis. Factors inhibiting use of homeworking include a lack of awareness and support amongst senior and middle managers, concerns over issues such as security and occupational health, and unsupportive organisational cultures. It is concluded that, contrary to media reporting, home-working and teleworking are not likely to become widespread in Australia in the near future.

scholarly journals Establishing professional expectations in further education middle management: The human resource manager’s perspective

2020 ◽  
pp. 174114322095732
Author(s):  
Stephen Corbett
Keyword(s):  
Human Resource ◽  
Workforce Development ◽  
Middle Managers ◽  
Further Education ◽  
Working Environment ◽  
Human Resource Managers ◽  
Resource Managers ◽  
Generic Management ◽  
Dynamic Operating ◽  
Professional Expectations

The further education sector is a challenging working environment with expectations to deliver high-quality education against a backdrop of continuous policy and structural reforms. Further education managers play a key part in how further education institutions respond to this dynamic operating environment. However, despite the importance of this role there is an absence of an agreed set of professional expectations for further education middle managers. Sector bodies have commissioned research to address recruitment challenges and support workforce development, but this is often directed towards teachers. As a result, the credibility of further education teachers has increased markedly, which is welcomed. However, further education middle managers who are responsible for the management of teachers and operationalisation of organisational strategies have not benefited from comparable opportunities for professionalisation. In contrast, they suffer from a lack of support when assimilating into the role. This paper investigates the role of further education middle managers through the lens of those responsible for their recruitment and development, human resource managers. Through the administration of a national survey of human resource managers, drawing on quantitative and qualitative data, this paper establishes a new theoretical framework: four pillars of professional expectations for further education middle managers. Furthermore, it highlights the value in a contextualised approach, moving away from generic management standards.

Specific Human Resource Practices Towards Middle Managers and Their Effects on Their Strategic Roles

2022 ◽  
pp. 1707-1726
Author(s):  
Fakher Moncef Jaoua
Keyword(s):  
Human Resource ◽  
Structural Equation ◽  
Middle Managers ◽  
Emerging Market ◽  
Strategy Development ◽  
Human Resource Practices ◽  
Human Resource Managers ◽  
Industrial Upgrading ◽  
Group Incentives ◽  
Resource Managers

This research focuses on the contribution of human resource managers to activate and develop the potential of middle managers in a strategy development process. Precisely, the attention is directed on specific practices used by human resource managers and their effects on strategic roles of middle managers in emerging market companies. A survey questionnaire was distributed to 350 CEOs of large Tunisian companies participating in the Industrial Upgrading Program. The results of the application of structural equation methods show the existence and significant and positive effects of specific human resource practices on strategic roles of middle managers. Participation in the decisions and team/group incentives are used by middle managers and influence all strategic roles of middle managers. However, pre-employment training is used towards middle managers, but it has no effect on all strategic roles of middle managers.

Specific Human Resource Practices Towards Middle Managers and Their Effects on Their Strategic Roles

2020 ◽  
Vol 11 (2) ◽  
pp. 53-70
Author(s):  
Fakher Moncef Jaoua
Keyword(s):  
Human Resource ◽  
Structural Equation ◽  
Middle Managers ◽  
Emerging Market ◽  
Strategy Development ◽  
Human Resource Practices ◽  
Human Resource Managers ◽  
Group Incentives ◽  
Positive Effects ◽  
Resource Managers

This research focuses on the contribution of human resource managers to activate and develop the potential of middle managers in a strategy development process. Precisely, the attention is directed on specific practices used by human resource managers and their effects on strategic roles of middle managers in emerging market companies. A survey questionnaire was distributed to 350 CEOs of large Tunisian companies participating in the Industrial Upgrading Program. The results of the application of structural equation methods show the existence and significant and positive effects of specific human resource practices on strategic roles of middle managers. Participation in the decisions and team/group incentives are used by middle managers and influence all strategic roles of middle managers. However, pre-employment training is used towards middle managers, but it has no effect on all strategic roles of middle managers.

EMPLOYER BRANDING OF MICRO, SMALL AND MEDIUM ENTERPRISES (MSMES) IN INDONESIA

2019 ◽  
Vol 4 (1) ◽  
pp. 165-174
Author(s):  
Ambara Purusottama ◽  
Teddy Trilaksono ◽  
Ari Ardianto
Keyword(s):  
Financial Constraints ◽  
Small And Medium Enterprises ◽  
Human Resources Management ◽  
Qualitative Approach ◽  
Human Resource Managers ◽  
Employer Branding ◽  
Resources Management ◽  
Resource Managers ◽  
Medium Enterprises ◽  
Depth Interviews

This study attempts to narrow the gaps that exist in the literature about branding in the context of micro, small and medium enterprises (MSMEs). The research method used is a qualitative approach through in-depth interviews with Owners, Managing Directors, and Human Resource Managers in MSMEs. The results of this study indicate that the UMKM employer branding is still limited to intention. It can be seen from the absence of programs or activities that support employer branding programs that are felt directly by their employees. This is induced by the focus of MSME businessmen who are still on fundamental issues such as financial constraints and the absence of loyal consumers. The results of this study can be used by educators or stakeholders in Indonesian MSMEs as a reference for formulating employer branding approaches and strategies that are in line with the characteristics of MSMEs in Indonesia. Keywords: Employer branding, Human resources management, Micro, small and medium enterprises

Human Resource Practices in the Non-Star Category Hotels in Kolkata

2015 ◽  
Vol 8 (1and2) ◽  
Author(s):  
P. R. Sandilyan ◽  
Sutheeshana Babu S.
Keyword(s):  
Empirical Study ◽  
Work Environment ◽  
Human Resource ◽  
Minimum Wages ◽  
Human Resource Practices ◽  
Human Resource Managers ◽  
Large Pool ◽  
Resource Managers ◽  
Safety Work ◽  
The City

In this empirical study, the authors made an attempt to examine the challenges faced by the human resource managers and employees as well as the benefits extended to the employees in the non-star hotel segment in the city of Kolkata It was also endeavored to ascertain the standards maintained by these hotels specifically the hygiene, safety, work environment and to mandatory legal and regulatory compliances. The results show that while these hotels were profitable and enjoyed a healthy market, the human resource practices were unhealthy and discriminatory in nature. Employees were neither provided with minimum wages and benefits nor have the establishments shown any interest in adhering to the mandatory compliances. This could largely be attributed to predominance of largely unskilled or inadequately qualified employees and a large pool of outsourced manpower.

Cultures in Contact

2018 ◽  
Author(s):  
Tim Watson
Keyword(s):  
World War Ii ◽  
Social Science ◽  
Interwar Period ◽  
World War ◽  
Working At Home ◽  
Michel Leiris ◽  
Novel Of Manners ◽  
At Home

In this chapter I investigate the paradox that the writer who most vividly embodied the exchange between literature and anthropology during this period, Michel Leiris, worked hard to maintain separate identities and spaces for his life as an anthropologist (working at the Musée de l’Homme in Paris) and as a writer and memoirist (working at home). While Leiris came of age professionally and aesthetically during the fertile interwar period in France of “ethnographic surrealism,” his anthropological writings in the period after World War II show a surprising fidelity to disciplinary protocols. The chapter argues that Leiris’s ethnography of the Francophone Caribbean, Contacts de civilisations en Martinique et en Guadeloupe, tries to subvert those protocols, turning from a social science survey into something like a novel of manners by the end. Ultimately, however, this literary turn falls prey to tropes of imperial romance that Leiris ostensibly seeks to undercut.

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